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15 results for “rent optimization”
That's a big change. Right? So before it was really just like one call and then you know the LLM took however many seconds to return, but now we just see an enormous amount of queries. So the, we just see more queries. So we've, like, tried to reduce
33:43 / 34:48
from transcript33:43 – 34:48
...optimizations than than than from first principle. So bending the software to your will is about that right? Like, a hundred millisecond p 99 to, to s three. I mean, now you're talking, like, someone really high agency that, like, goes to Seattle, fi
49:58 / 51:15
from transcript49:58 – 51:15
in some way, shape, or form. I treat finances kinda like a cons or revenue growth is almost like a constraint on the business, whereas, like, we need to go pretty quick, but, like, we will sacrifice it for more adult like, again, mentally, it's like,
53:55 / 55:01
from transcript53:55 – 55:01
to convert on a better way on a daily basis. I would like my product to be better, the messaging to be better, everything to be better in order to increase those user conversion. In general, I don't really care of the overall conversion of the compan
23:52 / 25:06
from transcript23:52 – 25:06
We will not do a low gross retention business today unless we really are confident we could change it. We think that metric is really the fundamental driver of all exit values and ultimately large companies. We'll obviously make exceptions if we thin
13:27 / 14:47
from transcript13:27 – 14:47
low eighties gross retention that are in the top 20 market cap businesses. You could probably count on three fingers companies with that statistic. And the problem is that you get big and let's say you're losing 20% of your business every year on a b
11:15 / 12:27
from transcript11:15 – 12:27
I have unlimited budgets. Help me understand that. Why is eleven months the sign that you have unlimited budget? Because it's something that you're comfortable with as a company. Because you take into consideration retention of the users and users wh
17:10 / 18:17
from transcript17:10 – 18:17
and and and in the magnitude, One way to come back I mean, one thing is, okay, make cancellations lower, but they can't be zero. So another what else do we have to combat cancellations that would be proportional to our size so that it keeps up? Unlik
52:29 / 53:30
from transcript52:29 – 53:30
which offset the difference. Even we cut pricing for a whole existing customer base for our two biggest products, for example, by, like, an average of 60% or something. What was the total hit to your revenue from that decision in the in the absolute
54:41 / 55:48
from transcript54:41 – 55:48
Maybe you haven't looked at it for a year or two or more. Well, what if you could cut your cloud bill in half? That's right. Cut it in half and improve your performance at the same time. Well, if you act by May 31, Oracle Cloud Infrastructure can hel
22:27 / 23:31
from transcript22:27 – 23:31
That is correct. Now some teams will generate what we would call, SQLs and the sales team would close it. If incentives drive behaviors, which I think we both agree they do, and you incentivize me, a CS rep with, you know, economics on upsell, g two,
36:43 / 37:46
from transcript36:43 – 37:46
No. Because 20% more than 80 is 96. So So if it goes down 20% and up 20%, it does not come back to zero. It's worse. When you have a loss, a percentage loss, you have to have a greater percentage gain just to get back to where you were. In In this ca
54:46 / 55:50
from transcript54:46 – 55:50
...a different variable. The implied efficiency created per year, per developer, how many developers, average salary. So the value creation is at least a 10% lift. It might be 25% lift per year per developer. A 10% lift on their salary is is a market va
32:13 / 33:19
from transcript32:13 – 33:19
...different. What do you mean when you say the upsell should be split between sales and CS? Because normally, it's put in one bucket for sure. It's either sales or CS. Yeah. And in my mind, and this is again kind of a minority viewpoint, but I just thi
21:40 / 23:27
from transcript21:40 – 23:27
So we pivoted very quickly and decided that all growth should stay within the companies, and we're just gonna support the scale. And so you're like, hey. There's commoditized functions like finance, like legal, like, you know Absolutely. We even were
46:29 / 47:33
from transcript46:29 – 47:33
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