Boris Valkov

This means capacity problem in the call center, especially the spikes during the week. The other one is immediate service unavailability objection. So if you start getting those objections in the middle of the week, this means that you have spikes in the week where you're kind of

This means capacity problem in the call center, especially the spikes during the week. The other one is immediate service unavailability objection. So if you start getting those objections in the middle of the week, this means that you have spikes in the week where you're kind of

understand it's a understaffed and it's not it has nothing to do with the call center it's actually in the sales team or in the technicians so this means that you need to fix your kind of a scheduling and your calendar for the team so other common thing is like uh service fee concerns this comes sometimes very often and this often means that you're not building enough value not explaining what this kind of service fee the customer is paying for it's going to

understand it's a understaffed and it's not it has nothing to do with the call center it's actually in the sales team or in the technicians so this means that you need to fix your kind of a scheduling and your calendar for the team so other common thing is like uh service fee concerns this comes sometimes very often and this often means that you're not building enough value not explaining what this kind of service fee the customer is paying for it's going to

be a certified technician. It's going to be absorbed as part of the service. So all those things, people are not doing it. And that's kind of pretty much a major loss. But then some other things such as financing, if something comes on the phone, like, oh, it's too expensive. Oh, I'm not sure I can afford it.

be a certified technician. It's going to be absorbed as part of the service. So all those things, people are not doing it. And that's kind of pretty much a major loss. But then some other things such as financing, if something comes on the phone, like, oh, it's too expensive. Oh, I'm not sure I can afford it.

So financing very often doesn't come into the phone calls to kind of make sure that customer understands that this is a possibility. So there's so many opportunities that are being missed every day. And this is where the difference between you have a dark room and trying to hit a target

So financing very often doesn't come into the phone calls to kind of make sure that customer understands that this is a possibility. So there's so many opportunities that are being missed every day. And this is where the difference between you have a dark room and trying to hit a target

today and then with technology pretty much everything is clean just like focusing on action instead of trying to figure out data.

today and then with technology pretty much everything is clean just like focusing on action instead of trying to figure out data.

Yeah, I mean, the DNA of the company is execution and the rate of innovation. So I think the foundation of every software startup is rate of innovation. So how bigger steps you're making towards the next level of innovation, because your customers expect you to be on the top of the game. And the other one is the speed of execution.

Yeah, I mean, the DNA of the company is execution and the rate of innovation. So I think the foundation of every software startup is rate of innovation. So how bigger steps you're making towards the next level of innovation, because your customers expect you to be on the top of the game. And the other one is the speed of execution.

So those two things are the only thing that you have a software startup that makes the difference. Because if you're not fast and if you're not innovating, then someone is going to take over the market. So from that perspective, our company was set up from the get-go. The DNA was execution, execution, execution, and of course, innovation. We listen to our customers.

So those two things are the only thing that you have a software startup that makes the difference. Because if you're not fast and if you're not innovating, then someone is going to take over the market. So from that perspective, our company was set up from the get-go. The DNA was execution, execution, execution, and of course, innovation. We listen to our customers.

I spent hours in your call center. We dissected every second, every minute of everything that you guys do so that we can outline the software to the business needs to make it perfect. And that's what we do with our customers. We make sure we spend hours to understand every single second of the conversation to make the software best possible version of it. So that's kind of what it says about.

I spent hours in your call center. We dissected every second, every minute of everything that you guys do so that we can outline the software to the business needs to make it perfect. And that's what we do with our customers. We make sure we spend hours to understand every single second of the conversation to make the software best possible version of it. So that's kind of what it says about.

I don't know if you remember the story where we discussed with Luke and then Luke is like, hey, cancellations, we need to think about cancellations. This was in the night. Next day, a couple of hours later, we had cancellations already in the software implemented. The night was a few hours in the day. So this is like the examples of speed of execution and implementing things fast.

I don't know if you remember the story where we discussed with Luke and then Luke is like, hey, cancellations, we need to think about cancellations. This was in the night. Next day, a couple of hours later, we had cancellations already in the software implemented. The night was a few hours in the day. So this is like the examples of speed of execution and implementing things fast.

And that's how the whole company set up to win.

And that's how the whole company set up to win.