Meeting Title: Eden Project Planning and Prioritization Date: 2025-12-19 Meeting participants: Robert Tseng, Sezim Zhenishbekova, Henry Zhao, Zoran Selinger, Rico Rejoso, Clarence Stone, Elizah Joy
WEBVTT
1 00:00:47.710 ⇒ 00:00:48.490 Robert Tseng: Hey, Susan.
2 00:00:48.490 ⇒ 00:00:49.620 Sezim Zhenishbekova: I remembered.
3 00:00:50.740 ⇒ 00:00:52.140 Sezim Zhenishbekova: How’s your flight?
4 00:00:53.020 ⇒ 00:01:00.479 Robert Tseng: It’s good. I mean, got delayed a bunch, so I didn’t get in until pretty late, but no, it’s good. I’m glad to be here.
5 00:01:00.970 ⇒ 00:01:01.850 Sezim Zhenishbekova: Nice.
6 00:01:03.550 ⇒ 00:01:06.059 Sezim Zhenishbekova: His airports are very busy right now.
7 00:01:06.230 ⇒ 00:01:11.780 Robert Tseng: Yeah, the airports are pretty busy, so whenever you fly out, you should probably get there early.
8 00:01:12.270 ⇒ 00:01:13.160 Sezim Zhenishbekova: Yeah.
9 00:01:16.490 ⇒ 00:01:17.020 Henry Zhao: Hey, guys.
10 00:01:17.820 ⇒ 00:01:21.609 Robert Tseng: Hey, Henry. How was, how was the eye appointment yesterday?
11 00:01:21.750 ⇒ 00:01:24.309 Henry Zhao: Good, I don’t have to operate, so it was a big relief.
12 00:01:24.830 ⇒ 00:01:25.869 Sezim Zhenishbekova: Oh, that’s good.
13 00:01:25.870 ⇒ 00:01:29.310 Henry Zhao: Yeah, it healed on itself, so… Thanks for asking.
14 00:01:29.310 ⇒ 00:01:29.980 Robert Tseng: Yeah.
15 00:01:30.560 ⇒ 00:01:32.820 Robert Tseng: What happened? Did you get into an accident?
16 00:01:33.240 ⇒ 00:01:39.289 Henry Zhao: No, it was just, like, my retina was, like, getting detached, which apparently is pretty normal.
17 00:01:39.290 ⇒ 00:01:40.230 Robert Tseng: happens.
18 00:01:40.230 ⇒ 00:01:43.320 Henry Zhao: Yeah, it’s pretty normal for people with a lot of nearsightedness.
19 00:01:43.590 ⇒ 00:01:44.590 Robert Tseng: Really?
20 00:01:46.670 ⇒ 00:01:48.540 Robert Tseng: That sounds kinda scary.
21 00:01:49.490 ⇒ 00:01:50.200 Sezim Zhenishbekova: Oh, gosh.
22 00:01:50.200 ⇒ 00:01:52.290 Henry Zhao: So get your, get your annual eye check.
23 00:01:53.020 ⇒ 00:01:53.590 Robert Tseng: Yeah.
24 00:01:53.590 ⇒ 00:01:55.010 Henry Zhao: And do the dilation.
25 00:01:55.630 ⇒ 00:01:56.340 Robert Tseng: Hmm.
26 00:01:57.220 ⇒ 00:02:03.270 Sezim Zhenishbekova: Yeah, recovering after dilation takes time, like 3 hours, 3 to 4 hours.
27 00:02:03.430 ⇒ 00:02:04.060 Henry Zhao: Yeah.
28 00:02:05.600 ⇒ 00:02:09.049 Robert Tseng: you just, like, have to wear sunglasses or something, like…
29 00:02:09.050 ⇒ 00:02:10.609 Henry Zhao: I don’t have to do anything.
30 00:02:10.610 ⇒ 00:02:11.280 Robert Tseng: Okay.
31 00:02:13.390 ⇒ 00:02:14.230 Robert Tseng: Alright.
32 00:02:19.460 ⇒ 00:02:20.350 Sezim Zhenishbekova: Hey.
33 00:02:20.760 ⇒ 00:02:28.719 Robert Tseng: I think this is about it. There’s a couple people out today, so… Let’s go…
34 00:02:32.300 ⇒ 00:02:39.090 Robert Tseng: Alright, let’s start with Eden. Zoran, I think Mitesh canceled our call, I’m not really sure. Yeah.
35 00:02:39.090 ⇒ 00:02:40.040 Zoran Selinger: Indeed.
36 00:02:41.400 ⇒ 00:02:48.840 Zoran Selinger: Yeah, he, he suggested a few, a few time slots for early next week, so…
37 00:02:49.530 ⇒ 00:02:51.689 Zoran Selinger: Yeah. When you have time.
38 00:02:52.200 ⇒ 00:02:56.300 Zoran Selinger: You can look over your calendar, and you can schedule it.
39 00:02:56.460 ⇒ 00:02:57.080 Robert Tseng: Okay.
40 00:02:57.080 ⇒ 00:02:58.050 Zoran Selinger: Yeah.
41 00:02:58.050 ⇒ 00:02:59.070 Robert Tseng: I’ll do that.
42 00:02:59.540 ⇒ 00:03:04.029 Robert Tseng: Yeah, do you wanna… do you wanna go? Kinda say… say your piece, and then…
43 00:03:04.030 ⇒ 00:03:04.390 Zoran Selinger: Sure.
44 00:03:04.390 ⇒ 00:03:09.640 Robert Tseng: I guess afterwards, you don’t have to stay on for the rest, it’s all good. Okay. I know it’s Friday night for you.
45 00:03:09.980 ⇒ 00:03:19.149 Zoran Selinger: Yeah, so I was working on this customer I.O. I was just looking at the basic metrics. You have a few comments in there.
46 00:03:19.430 ⇒ 00:03:28.739 Zoran Selinger: So, yes, we do… they have… the number of clicks, is very different from the number of sessions that we record on Edge.
47 00:03:29.180 ⇒ 00:03:39.760 Zoran Selinger: and something in the middle is what we see in GA4, for example, which to me kind of tells me that people do
48 00:03:39.940 ⇒ 00:03:47.580 Zoran Selinger: Do type… basically click links in the email multiple times during the same session.
49 00:03:47.800 ⇒ 00:03:51.979 Zoran Selinger: That’s where the kind of difference in behavior in the numbers come from.
50 00:03:52.240 ⇒ 00:03:59.879 Zoran Selinger: Because Google Analytics will start a new session anytime you visit with the UTM parameter.
51 00:04:00.140 ⇒ 00:04:04.619 Zoran Selinger: So if it’s there, it just starts a new session, whereas our Edge does not.
52 00:04:05.130 ⇒ 00:04:11.669 Zoran Selinger: It will, if the existing session is, is there, it will just stay there.
53 00:04:13.920 ⇒ 00:04:28.239 Zoran Selinger: it just won’t, won’t log that visit at all. We are just… basically, the edge layer table is… is not every visit, it’s the session start, which is our… which is relevant for attribution.
54 00:04:28.400 ⇒ 00:04:44.890 Zoran Selinger: Right? So we are not, we are not literally saving every page load, we are saving session starts. And every page load for the thank you page, that, that also. So, I’m gonna discuss that with, with Judd,
55 00:04:44.890 ⇒ 00:05:00.379 Zoran Selinger: kind of see what these emails look like. Do we have… do we have multiple, links in the, in the email? Why would they go back and forth, potentially? I was also looking at some retention metrics.
56 00:05:00.820 ⇒ 00:05:06.749 Zoran Selinger: Not just retention, but, kind of average order value and all of that.
57 00:05:07.110 ⇒ 00:05:15.929 Zoran Selinger: Actually, in terms of new customer, you see that last comment. In terms of new customer acquisition, we…
58 00:05:16.140 ⇒ 00:05:20.850 Zoran Selinger: Basically, the last 4 months are… are… Basically, record-breaking months.
59 00:05:21.180 ⇒ 00:05:25.859 Zoran Selinger: However, our average order value is significantly down.
60 00:05:28.720 ⇒ 00:05:32.559 Robert Tseng: So, yeah. Well, I mean, the product mix has shifted as well, so…
61 00:05:32.560 ⇒ 00:05:40.400 Zoran Selinger: Okay, so that’s what I wanted to talk with Jad, but you already know, and this is because of the product mix change.
62 00:05:40.400 ⇒ 00:05:41.010 Robert Tseng: Yeah.
63 00:05:41.180 ⇒ 00:05:52.700 Zoran Selinger: Okay, okay, cool. Yeah, I just want to, kind of trying to understand if it’s that, or we are simply tapping into, you know, a less qualified audience. You know.
64 00:05:54.120 ⇒ 00:06:04.129 Zoran Selinger: Yeah, we retain about one-third of the customers after 3 months, and about 1 sixth after 6 months at the moment. It’s pretty consistent.
65 00:06:04.250 ⇒ 00:06:10.970 Zoran Selinger: Geometrics, like I said, are slightly… trending downwards.
66 00:06:11.130 ⇒ 00:06:16.409 Zoran Selinger: But, we’ll… we’ll take a closer look into… into that.
67 00:06:16.410 ⇒ 00:06:18.130 Robert Tseng: Yeah, and how are you pulling all this data?
68 00:06:18.770 ⇒ 00:06:27.299 Zoran Selinger: Oh, this is from, from Tableau, from Tableau Report, so this is very basic reading of the dashboard that Henry created. I think that Henry created that dashboard.
69 00:06:27.380 ⇒ 00:06:28.350 Robert Tseng: Okay.
70 00:06:28.350 ⇒ 00:06:30.409 Zoran Selinger: In the lifecycle Marketing Report.
71 00:06:30.590 ⇒ 00:06:38.860 Zoran Selinger: So there are two reports there. You have… you have it segmented by month, and you have a day… you also have a daily report.
72 00:06:39.100 ⇒ 00:06:40.720 Zoran Selinger: In there.
73 00:06:41.240 ⇒ 00:06:43.970 Zoran Selinger: So they’re just going based on that.
74 00:06:44.590 ⇒ 00:06:50.619 Zoran Selinger: So I’ll… I’ll have… I’ll have that preliminary conversation with him, and then we’ll,
75 00:06:50.960 ⇒ 00:06:57.899 Zoran Selinger: We’ll also set up some OKRs for Q1 on that side. Okay. Yeah.
76 00:06:57.900 ⇒ 00:07:08.109 Robert Tseng: Yeah, I think you should, you should, I mean, I think this is a good, like, primer for yourself to know what the current state is. I think you should treat him as, like…
77 00:07:08.110 ⇒ 00:07:24.499 Robert Tseng: Yeah, I mean, obviously, he’s your direct stakeholder here, but, like, I don’t think he knows how… I mean, he’s just… he’s just keeping the lights on, he’s not really trying anything new. So there’s, like, a couple things that… I mean, kind of, this is looking into the new year, but, like…
78 00:07:24.680 ⇒ 00:07:32.839 Robert Tseng: I’m just trying to think of how, we better, like, handhold these.
79 00:07:32.840 ⇒ 00:07:33.190 Zoran Selinger: Hmm.
80 00:07:33.190 ⇒ 00:07:40.759 Robert Tseng: stakeholders through their job. Like, I think there’s, like, a wide range across Brainforge clients. Like, with Elements, like…
81 00:07:40.810 ⇒ 00:07:57.710 Robert Tseng: they don’t… they just want… they just want the data, and then every person is, like, capable enough to just, like, take it, and then they can go and they… they… they’re building out their own roadmap, or whatever. But with Eden, I feel like none of the stakeholders really think very strategically, other than the… than the C-suite. And so…
82 00:07:58.310 ⇒ 00:08:00.699 Robert Tseng: Yeah, like, he has, like.
83 00:08:01.170 ⇒ 00:08:15.449 Robert Tseng: I don’t think he has a sense of, like, what is he optimizing in customer I.O. And so even just, like, putting all these metrics in front of him, I mean, obviously, just numbers on a page is probably not enough. Like, if we can… if you’re looking at the Tableau dashboard, like.
84 00:08:15.690 ⇒ 00:08:20.920 Robert Tseng: Do you feel comfortable walking him through this exercise of, like, setting…
85 00:08:21.160 ⇒ 00:08:28.270 Robert Tseng: Setting, like, operational metrics, having, like, a weekly business review with him so that he knows, like.
86 00:08:28.390 ⇒ 00:08:53.269 Robert Tseng: in every stage of the funnel where the things are dropping off, AOV is kind of, like, shifting up and down, like, that’s… that’s almost like the level of accountability, like, I want to bring to him, because, like, I feel like he’s just… he’s just, like, winging it, and, like, nobody is, like, nobody’s hovering over his shoulder. We definitely have the, like, the data to do this, and, like, I think ELT would totally be fine with this doing…
87 00:08:53.270 ⇒ 00:08:57.919 Robert Tseng: with us doing this, but, like, I… I just… I want to get a little bit more into, like.
88 00:08:57.920 ⇒ 00:08:59.749 Robert Tseng: Less, like, telling him.
89 00:08:59.790 ⇒ 00:09:06.619 Robert Tseng: These numbers on a page, and, like, really being like, okay, this is… like, we’re gonna meet every week, and…
90 00:09:06.650 ⇒ 00:09:25.780 Robert Tseng: we’re gonna talk through, like, when things are going up or down, like, what adjustments are you making? And, like, giving him recommendations. So, I don’t think we need to give him decks, like, I feel like he’s an operator, so he just needs something that’s more of, like, a structured weekly check-in, where we’re able to actually help him, like, move… move the needle.
91 00:09:25.910 ⇒ 00:09:29.120 Robert Tseng: Like, do you feel like you could do that?
92 00:09:29.590 ⇒ 00:09:33.730 Zoran Selinger: Yeah, so, in terms of… in terms of…
93 00:09:35.090 ⇒ 00:09:41.579 Zoran Selinger: kind of funnel reports. Do we have… do we already have anything of that sort anywhere?
94 00:09:42.380 ⇒ 00:09:45.600 Zoran Selinger: We, you already do, okay, okay,
95 00:09:46.070 ⇒ 00:09:48.230 Zoran Selinger: I’ll have to look into… into some.
96 00:09:48.230 ⇒ 00:10:06.679 Robert Tseng: No, maybe not in Eden, but, like, I’ll show you some funnel report stuff that we’ve done. Like, for Insomnia, for sure, like, I kind of gave something for Amber to use. Like, I think… and yeah, there’s a couple other clients as well, so, some…
97 00:10:06.680 ⇒ 00:10:10.219 Robert Tseng: Excellent, okay, okay. Cool.
98 00:10:11.720 ⇒ 00:10:17.409 Henry Zhao: Yeah, and then additionally, like, in my roadmap that I was working on this week, I put some stuff of things we want to analyze, maybe.
99 00:10:17.410 ⇒ 00:10:35.430 Henry Zhao: for lifecycle marketing that maybe we can go over, Zoran. I’d love to start doing some A-B testing, and I’d love to just kind of… if you do do that weekly check-in, maybe we can, like, focus on one thing a month of saying, like, these are the things that we plan to do to raise this metric. Maybe join some of the health info to say, like, can we do some more targeted messaging?
100 00:10:35.620 ⇒ 00:10:37.250 Henry Zhao: To, to the patients.
101 00:10:37.250 ⇒ 00:10:54.559 Zoran Selinger: I think we’ll have to, yeah, I think that’s definitely more targeted, more segmentation is definitely the way to go here. I don’t know what you guys think about… I mean, we are not talking about advocacy at all. Are we more…
102 00:10:54.560 ⇒ 00:11:00.789 Zoran Selinger: Is it… is it a conversation even worth having? Will it be something that,
103 00:11:00.870 ⇒ 00:11:04.420 Zoran Selinger: you know, C-suite will be interested in.
104 00:11:04.900 ⇒ 00:11:06.190 Robert Tseng: mean by advocacy.
105 00:11:06.190 ⇒ 00:11:16.340 Zoran Selinger: I mean, you know, activate, like, actually getting, you know, making sure we get reviews, and maybe, maybe, you know.
106 00:11:16.920 ⇒ 00:11:19.849 Zoran Selinger: Kind of referral programs and all of that stuff.
107 00:11:22.500 ⇒ 00:11:23.039 Robert Tseng: It’s kind of…
108 00:11:23.040 ⇒ 00:11:32.640 Zoran Selinger: the last stage of the life cycle, right? And I don’t know if anyone’s working on that at all, or if it’s maybe too early to even talk about those.
109 00:11:32.780 ⇒ 00:11:37.209 Zoran Selinger: Until we have our, let’s say, shit together on retention.
110 00:11:38.020 ⇒ 00:11:50.340 Robert Tseng: Yeah, I mean, I think those are fair. Like, they have loyalty, referral program, whatever, like, they’ve tried different community products, I guess, but, like, I don’t really think anybody has really given it a real shot at, like.
111 00:11:51.110 ⇒ 00:11:56.970 Robert Tseng: They were using something called Circle before, I’m pretty sure we still have that data piping in,
112 00:11:57.520 ⇒ 00:12:05.159 Robert Tseng: I had previously wanted us to basically look at, like, are circle members even, like.
113 00:12:05.800 ⇒ 00:12:11.229 Robert Tseng: like, are they even better than regular customers? Like, what’s, what’s, like… as… and I think…
114 00:12:11.250 ⇒ 00:12:27.800 Robert Tseng: the answer was no, which is why that guy pretty much got fired. So, like, they brought in somebody to run this community program, and, like, when I had run a one-off analysis, like, I don’t know, he… maybe, like, 5% of the customer base joined this loyalty program, and then, like.
115 00:12:27.800 ⇒ 00:12:38.570 Robert Tseng: the LTV was, like, not any different. But also, it was pretty early, so I… but anyway, like, I think they killed that effort. It’s just, like, not… it’s probably not the lowest hanging fruit to do. I do think just, like.
116 00:12:38.730 ⇒ 00:12:48.489 Robert Tseng: this type of retention marketing stuff is… is where, like, the bigger… where the bigger opportunity is, and then… I mean, like, we…
117 00:12:49.050 ⇒ 00:13:05.130 Robert Tseng: we’re not really at a place yet where we’re… I mean, I don’t want us to run a loyalty program either. So, like, if they end up finding someone else to run it, like, we can help there, but I don’t… I don’t personally think that that’s where the opportunity is.
118 00:13:05.130 ⇒ 00:13:05.710 Zoran Selinger: Okay.
119 00:13:05.820 ⇒ 00:13:06.420 Zoran Selinger: Okay.
120 00:13:06.420 ⇒ 00:13:06.990 Robert Tseng: Yeah.
121 00:13:07.520 ⇒ 00:13:21.620 Robert Tseng: Okay, so that’s… that’s that. I think, like, I had a… I had a conversation… I had a check-in with ELT yesterday, so, yeah, I think, like, the… the push into… into Q1 is really around, kind of, like.
122 00:13:21.790 ⇒ 00:13:23.800 Robert Tseng: Well, what…
123 00:13:23.930 ⇒ 00:13:41.129 Robert Tseng: recommendations can we actually provide for our marketers? Like, how are we actually upskilling or up-leveling the marketing counterparts? And so, it’s pretty much what I’ve been saying, but, like, I think that’s pretty much their directive. So, yeah, I think…
124 00:13:41.330 ⇒ 00:13:49.989 Robert Tseng: I would like to… I mean, I know you’re… you’re getting this ball rolling with Judd, but, like, that’s… that’s kind of… from the analysis side, or, like.
125 00:13:49.990 ⇒ 00:14:07.859 Robert Tseng: outside of, like, Martech, outside of, like, maintaining our reports and, like, some of these ad hoc requests, the volume of that has all kind of dropped. And so, for us to kind of keep building with this client, it’s about, like, how are we actually driving impact with these operational stakeholders, like, which are…
126 00:14:07.870 ⇒ 00:14:19.760 Robert Tseng: Judd, whoever their paid media people will be now, that Cutter is gone, he’s gonna be backfilled. Yeah, so I think that’s… that’s kind of where… that’s where we need to be headed.
127 00:14:19.840 ⇒ 00:14:21.950 Robert Tseng: Okay.
128 00:14:22.220 ⇒ 00:14:22.820 Zoran Selinger: Okay.
129 00:14:23.310 ⇒ 00:14:28.079 Robert Tseng: Yeah. Henry, you talked about this roadmap, are we ready to talk about it?
130 00:14:28.300 ⇒ 00:14:29.660 Henry Zhao: Yeah, sure.
131 00:14:29.660 ⇒ 00:14:30.240 Robert Tseng: Okay.
132 00:14:31.330 ⇒ 00:14:47.230 Robert Tseng: I’m not going through tickets today, it’s not really kind of… yeah, like, I… yeah, so we… you can… you can share, and we can… we can talk about what you have, and I want to know, especially with Venk starting on Monday, like, what I’m going to get him started with, and, like.
133 00:14:47.340 ⇒ 00:14:52.240 Robert Tseng: Yeah, like, we… This is, yeah, we’re just… we just gotta talk about it.
134 00:14:52.590 ⇒ 00:14:53.290 Henry Zhao: Okay, sure.
135 00:14:53.480 ⇒ 00:14:58.330 Henry Zhao: So, I broke it down into a bunch of different sections, one second… can you guys see my screen?
136 00:14:58.640 ⇒ 00:15:00.040 Robert Tseng: Yeah.
137 00:15:00.190 ⇒ 00:15:08.459 Henry Zhao: Okay, so this is kind of like the, the previous analysis plan that I pulled up, but I’ve added kind of a suggested timeline.
138 00:15:09.480 ⇒ 00:15:15.289 Henry Zhao: As well as added just some more analysis. Thanks, Clarence, for giving me some ideas to kind of bounce off of.
139 00:15:15.540 ⇒ 00:15:27.830 Henry Zhao: But basically, I’ve broken down this into pharmacy operations, so looking at COGS, looking at revenue, and then looking at SLA. So I think those are the main, main drivers of how we want to improve operations.
140 00:15:28.050 ⇒ 00:15:31.500 Henry Zhao: For finance, SESM is working on the forecasting model.
141 00:15:31.750 ⇒ 00:15:37.959 Henry Zhao: I also want to look at… I don’t know why this is under finance, but, responding to email inquiries in less than 24 hours.
142 00:15:38.100 ⇒ 00:15:42.150 Henry Zhao: Zendesk Resolution, looking at other retention ideas.
143 00:15:42.640 ⇒ 00:16:01.390 Henry Zhao: How do we, you know, retain prescribers and bring on new prescribers? Fulfillment accuracy and refund rate. And then, Zoran, this is what I was talking about in terms of lifestyle marketing, looking at win-back campaigns, abandoned cart campaigns, and then joining Health Info to improve some of the campaigns by being it… making it more targeted.
144 00:16:01.560 ⇒ 00:16:20.980 Henry Zhao: And then, Robert, we were going to talk about product insights, but I want to look at product performance and pricing trends, doing a pricing study to maximize revenue, looking at cross-selling. So, one thing that Clarence and I talked a lot about is that cross-selling and adding some of the higher margin products is really how we drive the bottom line.
145 00:16:21.040 ⇒ 00:16:36.530 Henry Zhao: Like, we can talk all about, you know, moving pharmacies and those types of things, but I think it’s, like, cross-selling, kind of, like, on Amazon or, other types of websites where it says, like, people that buy X are more likely to buy Y. I think that can really drive the bottom line.
146 00:16:36.630 ⇒ 00:16:40.960 Henry Zhao: And then I also think we should do some sort of competitor pricing analysis.
147 00:16:41.500 ⇒ 00:16:44.409 Henry Zhao: And then looking at campaign creative analysis.
148 00:16:45.180 ⇒ 00:16:53.670 Henry Zhao: So, like, for example, do creatives that mention price convert better or worse? That can tell us a little bit about price sensitivity, and then using AI to automate this analysis.
149 00:16:53.990 ⇒ 00:16:58.500 Henry Zhao: And then something we can also look at is, like, treatment upfront payment discounts, so…
150 00:16:58.670 ⇒ 00:17:15.659 Henry Zhao: as we know from looking at the retention curve, there’s a lot of churn, like, during the treatments, but also churn after a treatment is completed. Can we, you know, offer a discount, like 10% discount, to have them pay up front, so that we reduce churn? This is something that we have numbers on, so we can easily quantify the lift.
151 00:17:15.910 ⇒ 00:17:18.970 Henry Zhao: So I don’t know, there’s a lot of stuff here, I don’t know how we want to go through this.
152 00:17:20.040 ⇒ 00:17:25.650 Robert Tseng: Yeah, why don’t you just tell me, like, okay, January comes around, like, how would you plan sprints for next… for January, around this?
153 00:17:25.650 ⇒ 00:17:41.369 Henry Zhao: Yeah, so I planned it based on, like, order of, like, the data that we have, priority, as well as what I think, you know, we have the bandwidth for. So, anything that’s, like, lower priority kind of gets pushed out. Anything that’s high priority that we already have data for, I wanted to plan it for January to get it already talked about with VINC.
154 00:17:41.640 ⇒ 00:17:45.689 Henry Zhao: And the things that are already in progress, obviously, are in January, so, like, the forecasting model.
155 00:17:45.940 ⇒ 00:18:01.490 Henry Zhao: is high pride, we already have the data for it, and also it will drive some of these other decisions. So, the talk that I had with Brad yesterday in terms of SLA and revenue, a lot of that depends on the forecasting model, right? So, with the forecasting, we will be able to know which
156 00:18:01.490 ⇒ 00:18:07.379 Henry Zhao: Pharmacies should we be ramping up? And which ones should we be getting ready from an operational standpoint?
157 00:18:07.710 ⇒ 00:18:10.280 Henry Zhao: To be able to meet some of these other goals.
158 00:18:12.500 ⇒ 00:18:24.449 Robert Tseng: Okay, so, like, let’s just pick forecasting, for example. The question you have there is, what factors allow us to forecast future demand and costs? To me, this is, like, kind of like a blank slate question. Like, are we really at a blank slate?
159 00:18:24.760 ⇒ 00:18:33.360 Henry Zhao: No, so that one is going to be more detail here. So the… right now, we’re just looking at marketing spend, CAC,
160 00:18:33.490 ⇒ 00:18:37.189 Henry Zhao: But afterwards, we want to consider these other inputs.
161 00:18:37.400 ⇒ 00:18:46.200 Henry Zhao: So, like, market trends, how do we… how does CPM increase over time? Inflation, health trends,
162 00:18:46.370 ⇒ 00:18:47.859 Henry Zhao: Things like that.
163 00:18:48.240 ⇒ 00:18:53.169 Henry Zhao: And then we want to also make it more detailed, so do we break down forecasting by channel and drug type?
164 00:18:54.010 ⇒ 00:18:56.510 Henry Zhao: Does the growth ratio change over time?
165 00:18:57.070 ⇒ 00:18:58.949 Henry Zhao: Things like that. So…
166 00:18:59.360 ⇒ 00:19:03.799 Henry Zhao: There’s not a whole lot of things, but these are kind of the factors that would go into the forecasting plan.
167 00:19:04.480 ⇒ 00:19:08.399 Robert Tseng: Okay. Let’s, let’s go back to the, the plan.
168 00:19:08.780 ⇒ 00:19:19.040 Robert Tseng: Okay, so… here… I think this is better, like, I… we were actually timeboxing things, like, I don’t really know how you’re assigning priority, I think it’s…
169 00:19:19.040 ⇒ 00:19:29.179 Robert Tseng: you know, if I were… I mean, I just… I just talked to ELT, so, like, I think… you know, you were even just mentioning something to Zoran about experimentation. I don’t see anything about experimentation here.
170 00:19:32.870 ⇒ 00:19:41.870 Robert Tseng: Yeah, well, so, you know, they’re gonna look at this, and they’re gonna see all the categories, and okay, like, I think the goals make sense, but, like.
171 00:19:41.880 ⇒ 00:19:55.859 Robert Tseng: you know, I want to be able to put… I want to share this doc with ELT, and have them go and check it off and say, like, what they’re interested in. If I’m selling them on, like, alright, these are all the things that we’re able to do in the next quarter, like, kind of
172 00:19:56.100 ⇒ 00:20:01.069 Robert Tseng: You, you, you help, you help inform, like, what, what we should go pick off and work on.
173 00:20:01.070 ⇒ 00:20:25.720 Robert Tseng: Like, I want it to be ready for them to go and make that decision. So, I mean, they’re not going to have as much context as we do, so even something like forecast model, like, I think having the details to back it up is helpful. So we should come with, like, our opinion of, like, January 2026, this is all the things that we recommend, and they could look at it, they could take it and be like, no.
174 00:20:25.720 ⇒ 00:20:27.740 Robert Tseng: Actually, we want to prioritize
175 00:20:28.220 ⇒ 00:20:33.069 Robert Tseng: Experimentation that’s not on here, like, we just need to be running more web experiments, like.
176 00:20:33.640 ⇒ 00:20:58.099 Robert Tseng: people are not, like, testing… testing things on the website. All we do is talk about the intakes, and, like, are we… are we missing out on, like, some opportunities there? Because, like, our conversions are pretty low, and we’re not really doing any sort of, like, conversion rate optimization. Like, I think that, you know, that’s probably something that they would talk about. Like, they’re… they’re… at the end of the day, like, this is a marketing-driven company, you know, like, if you look at it, most of their sales…
177 00:20:58.560 ⇒ 00:21:08.609 Robert Tseng: is… I mean, all net new sales are driven through, through paid… payday, paid spend. And so, like, I think that’s… that’s always… there’s always gotta be, like, some…
178 00:21:08.940 ⇒ 00:21:27.299 Robert Tseng: big bets that we’re making on, like, how we’re… how we’re driving, like, the marketing team forward. And then, like, alongside that, I think product insights is a good opportunity. And we obviously can’t cover all of these categories, so I think we just need to be able to, like.
179 00:21:27.750 ⇒ 00:21:40.459 Robert Tseng: if you’re… if you’re saying forecast is necessary in order to improve operations, then yeah, like, I think it’s focus on the financial forecast, and then you can… and then it unlocks the operational… operational stuff later.
180 00:21:40.460 ⇒ 00:21:57.609 Robert Tseng: marketing should always be kind of something that we’re continuing to push forward, and maybe those are just the two work streams that we’re pushing. Like, the goal isn’t here… the goal here isn’t to, like, kind of pull in a project from every category into January, right? So, I think those are some of the
181 00:21:57.610 ⇒ 00:22:03.579 Robert Tseng: the considerations that I, I want, I want to s- to… to… to see from… from this.
182 00:22:05.000 ⇒ 00:22:09.110 Robert Tseng: Yeah, so, once again, like, the goal is that
183 00:22:09.250 ⇒ 00:22:11.379 Robert Tseng: I want to hand this to ELT,
184 00:22:11.380 ⇒ 00:22:31.749 Robert Tseng: I want them to know what our recommendation is for the next quor… for the… for all the things that we have in the next quarter, but specifically what we… what we are going… what we’re… what we’re recommending them to… to let us do in January, and then they need to be able to, like, qualify, disqualify, or, like, kind of change the priority. Like, that’s… that’s what this exercise is.
185 00:22:32.190 ⇒ 00:22:49.180 Henry Zhao: Yeah, so I’m gonna share this doc in the Client Eden channel today, and I’d love if the team could just go in and provide, like, additional feedback, or if you guys have any other ideas, just please add them here. Then I’ll clean this up, organize it so that it’s ELT ready, and then maybe… and then I’ll ping you, Robert, to see if you think it’s good to go.
186 00:22:49.380 ⇒ 00:22:58.950 Robert Tseng: Okay, yeah, I mean, I told them that this would be sent out today, so, like, this is, like, you know, they’ve been waiting for something like this for weeks, so, they brought it up again yesterday.
187 00:22:58.950 ⇒ 00:23:00.090 Henry Zhao: Okay. Yeah.
188 00:23:00.190 ⇒ 00:23:07.659 Henry Zhao: So yeah, team, if you guys could go in the next few hours, I will share this already, just give some additional feedback if you have any, or leave any comments, and then I’ll clean it up after lunch.
189 00:23:08.630 ⇒ 00:23:33.310 Clarence Stone: Hey, Robert, I definitely do not want to hijack stand up, but one thing I want to note is, Henry, I’m happy to help you with this as well, but my biggest recommendation, I think everyone else should hear this, is if you’re not quite sure what framework you want to use to provide recommendations, Henry, I’d suggest you do some deep research on, like, what is the industry standard on the metrics that they track.
190 00:23:33.580 ⇒ 00:23:40.680 Clarence Stone: That should be the baseline that Eden does, right? And then try to look at the things that are tracked within that certain industry.
191 00:23:40.770 ⇒ 00:23:54.919 Clarence Stone: Add that. And then, from your understanding of Eden and their positioning, add those metrics, right? And then I do another deep research run on each one of those things, and say, typically, if we make these improvements, what is the ROI that’s expected as a projection?
192 00:23:54.920 ⇒ 00:24:10.550 Clarence Stone: Right? Take a look at those numbers, make sure they make sense, right? And then, then you can stack rank your recommendations, because you can say, hey, if, you know, we’re recommending 1, 2, and 3, because those are going to be your biggest driver of results based on industry standards.
193 00:24:11.300 ⇒ 00:24:12.050 Clarence Stone: That’s right.
194 00:24:12.270 ⇒ 00:24:12.820 Henry Zhao: Yeah.
195 00:24:12.970 ⇒ 00:24:17.970 Clarence Stone: That way, there’s some framing and grounding for the recommendation that you’re about to make here.
196 00:24:19.910 ⇒ 00:24:26.560 Henry Zhao: Okay, and industry just… you mean just, like, like, health products, on B2B online?
197 00:24:26.560 ⇒ 00:24:34.670 Clarence Stone: Yeah, so there’s bubbles to those industries, and I don’t want to take too much time here, but, like, you know, think about econ as a whole first, online econ, and then health.
198 00:24:34.780 ⇒ 00:24:40.469 Clarence Stone: within online e-com, right? And then Eden itself, as those three buckets.
199 00:24:41.620 ⇒ 00:24:42.459 Henry Zhao: Okay, makes sense.
200 00:24:42.460 ⇒ 00:24:43.240 Clarence Stone: Yeah.
201 00:24:48.100 ⇒ 00:25:00.440 Robert Tseng: Okay, yeah, I don’t really think that’s, like, relying on the team to give feedback on this is, like, it’s not, like, I don’t know what they’re gonna say, like, they may, like, add a question here or there, but, like…
202 00:25:00.610 ⇒ 00:25:14.480 Robert Tseng: Yeah, I mean, like, the prioritization exercise is… it’s like… I mean, I think that’s… that’s… that’s… that’s what… that’s what you should do. So, like, I… I don’t really know if I would be waiting a few hours for the team to kind of…
203 00:25:14.760 ⇒ 00:25:24.799 Robert Tseng: I don’t… like, you’re just gonna get confused, because everybody’s just gonna come in and just, like, double-click on the thing that they know… that they know best, right? It’s just, like, I don’t really know how that’s gonna help.
204 00:25:24.800 ⇒ 00:25:26.330 Henry Zhao: Okay, got it.
205 00:25:27.120 ⇒ 00:25:27.730 Robert Tseng: Okay.
206 00:25:36.150 ⇒ 00:25:37.530 Robert Tseng: For now…
207 00:25:39.460 ⇒ 00:25:49.999 Robert Tseng: Yeah, I think other than that, since it’s just, like, this group, I guess I can kind of share what… talk through some of the things that I’m thinking about, that could be helpful.
208 00:25:51.920 ⇒ 00:25:53.160 Robert Tseng: So…
209 00:25:58.210 ⇒ 00:26:00.910 Robert Tseng: Yeah, and I’ll, like… so, like…
210 00:26:01.080 ⇒ 00:26:19.939 Robert Tseng: with Element, this is, like, what the readout that we did for them yesterday. I think we kind of walked through a little bit of this with the team, and but basically, I spent, like, a couple sessions, like, doing discovery with their wholesale and their partnerships team, right? So I got some context about, kind of, like, the constraints that they’re dealing with right now.
211 00:26:19.990 ⇒ 00:26:21.920 Robert Tseng: And…
212 00:26:21.940 ⇒ 00:26:35.669 Robert Tseng: Yeah, like, this is the process that we’re pushing for. They understand that working with Brainforge, we’re gonna do this data engineering piece, and we’re gonna push… we’re gonna grab all these data sources, we’re gonna put it into the warehouse. This is the exact same playbook we ran with Eden.
213 00:26:35.670 ⇒ 00:26:45.739 Robert Tseng: Although, like, the specific kind of difference is, like, they want to… a Shopify tagging is a lot more important here, because, like, they’re just,
214 00:26:45.740 ⇒ 00:27:01.580 Robert Tseng: I mean, Eden is purely B2C right now, but Element actually, you know, most, like, half their business, or 60% of their business is B2B, meaning that they are selling wholesale to other, partners, re… like, retailers, other wholesale accounts, etc.
215 00:27:01.730 ⇒ 00:27:12.359 Robert Tseng: And so there’s just, like, a need for, kind of what you would see in, like, an account-based, management, like, SaaS kind of way of organizing data.
216 00:27:12.430 ⇒ 00:27:14.430 Robert Tseng: And…
217 00:27:14.430 ⇒ 00:27:39.329 Robert Tseng: Yeah, I mean, like, for them, the quantification is not so important, because they know this is important. Like, I think they… the magnitude of it, like, I didn’t really need to do this whole opportunity exercising exercise for them, like I did maybe for other clients, because they know, it’s like, great, we scaled our partnerships program in the past 2 years from 200 to 13,000, and they feel the pain. So, they have some goals, like, they want to be able to do some future
218 00:27:39.330 ⇒ 00:28:00.320 Robert Tseng: planning, and so we’re trying to unlock some things for them, but, like, this was, like, enough for them to be like, okay, okay, we understand, like, how you’re going to approach, approach wholesale. So, kind of next steps coming out of this, like, we understand that they… they’re trying to build, like, a five-year plan, like, for this, for this channel plan. So that’s… that’s what I’m working on with them over the next, kind of, like, month.
219 00:28:00.320 ⇒ 00:28:18.369 Robert Tseng: well, probably… probably more than a month with them. Yeah, whereas, like, Eden’s forecast is still just, like, they just want to forecast Q1, or, like, even the next month. So, like, there’s a few… Eden’s a few steps behind this, and, like, I… I think in order for them to justify, like, any kind of…
220 00:28:18.370 ⇒ 00:28:36.400 Robert Tseng: this, like, kind of art analysis or artifact that we’re gonna push for them, they need to… they need to get, like, a sense of, like, what the ROI will be. And so, that’s why I think, like, the Eden exercise, the prioritization exercise you’re doing, Henry, is… is… is different, because, like, you… you do need to, like, help
221 00:28:36.750 ⇒ 00:28:38.409 Robert Tseng: Them see, like.
222 00:28:38.550 ⇒ 00:29:03.500 Robert Tseng: okay, from our experience, what we understand across CPG, across e-comm, and what we understand about their business, like, what is really going to move the needle for them? And, like, that’s… that’s really all the… that’s… that’s what they’re… that’s… that’s what they’re thinking about. Like, they don’t really have any channel where they’re really mature in, that, like, they can really just lock in and be like, yeah, this channel’s gonna exist for 5 years, and we
223 00:29:03.500 ⇒ 00:29:06.130 Robert Tseng: need to know, like, how we’re going to, like, approach that.
224 00:29:06.130 ⇒ 00:29:06.830 Robert Tseng: Hmm.
225 00:29:06.830 ⇒ 00:29:12.279 Robert Tseng: Whereas, like, partnerships is a bit different. Like, to them, Element doesn’t… is unlike…
226 00:29:12.280 ⇒ 00:29:28.869 Robert Tseng: eat in, like, they… they spend, like, $60 million a year on partnerships, or on partnership spend, specifically. So, they’re not really doing so much, like, social media advertising. Like, it’s probably, like, you know, 20-30% of their ad spend, or their paid spend.
227 00:29:29.290 ⇒ 00:29:35.089 Robert Tseng: And so, like, yeah, I mean, they’ve got a really cool model, which I can share later, but, like.
228 00:29:35.100 ⇒ 00:29:57.899 Robert Tseng: they… I mean, this is the same metric that Mitesh cares about, CAC LTV, like, we have this in the marketing dashboard, we have MER reporting. In some ways, the reporting that we’ve built for Eden is more mature than what Element has. But, like, I guess, like, they just have this, like, massive spreadsheet that just, like, they have two full-time people keying it in, updating it every single day.
229 00:29:57.900 ⇒ 00:30:04.330 Robert Tseng: Right? And, like, because they’re not able to map spend data to campaigns, like we have been able to in Eden.
230 00:30:04.330 ⇒ 00:30:23.169 Robert Tseng: So, like, I think this is, like, this is wild to me that this business is, like, 7X the size of Eden, and they don’t have anything close to what we’ve built for Eden. And instead, like, they’ve kind of just, like, kind of hacked their way to, like, continue to scale out their paid motion. So, I think, like, it’s… but what’s… what’s…
231 00:30:23.340 ⇒ 00:30:48.139 Robert Tseng: I guess, like, that tells me two things. Like, one is, like, you don’t actually need accurate data to make decisions. Like, it’s, like, not necessary, at least for paid media. Like, the fact that they run… the way they do attribution right now is they just, like, they assume that it’s off by 7X. Whatever dollar they spend in attribution, and whatever they see from their GA4 reporting, they’re like, alright, the assumption in our model is it’s off by 7X.
232 00:30:48.240 ⇒ 00:31:05.009 Robert Tseng: And they just, like, roll with that. And that has, you know… and that’s been okay with them to this point. Now they are wanting to actually back-test it and do some tracking enhancement, which is why I’m, like, kind of recommending this outcome, and we’re trying to loop Zoran into this work.
233 00:31:05.010 ⇒ 00:31:10.209 Robert Tseng: But, like, yeah, I kind of just wanted to share this, because it’s like…
234 00:31:10.210 ⇒ 00:31:19.609 Robert Tseng: I feel like we’ve… I mean, our team is really good at doing the engineering. We’ve built Eden a world-class, like, data kind of, like, stack,
235 00:31:19.610 ⇒ 00:31:32.150 Robert Tseng: but, like, it’s severely under-leveraged, and so, like, our goal is really to try to push their, like, you know, once again, push our counterparts on Eden to actually, like.
236 00:31:32.630 ⇒ 00:31:56.960 Robert Tseng: operationalize, like, kind of what we’re using. So, I think the change management piece is maybe a little bit out of, like, left pocket for… for most of the people on our team, but, like, I think we are well equipped to be able to do so, and yeah, like, I… it’s… it’s, like, kind of crazy to me. The element is, like, this is, like, where Eden was, like, 6 months ago, with regards to, like, media spend or whatever, so…
237 00:31:56.960 ⇒ 00:32:06.470 Robert Tseng: Yeah, we’re gonna basically kind of run a similar motion to what we did with Eden on the marketing, kind of data engineering side.
238 00:32:06.470 ⇒ 00:32:16.759 Robert Tseng: But yeah, I just wanted to… to share… share that. Like, this… this is… this is pretty fresh on my mind. I just… I just ran this call with them yesterday, so…
239 00:32:16.760 ⇒ 00:32:27.439 Robert Tseng: Yeah, I guess, like, Henry’s wrong, like, you two guys, like, I want to at least get, you know, reactions to what I’m showing you. What do you think?
240 00:32:32.740 ⇒ 00:32:37.199 Zoran Selinger: I mean, yeah, it seems like there’s… there is,
241 00:32:37.690 ⇒ 00:32:49.620 Zoran Selinger: And we like when there’s low-hanging fruit in there. We’ll be able to do a lot in a short period of time, that I think it’ll be easy to demonstrate value.
242 00:32:49.680 ⇒ 00:33:03.430 Zoran Selinger: Just from the first deliverables that we do in terms of, in terms of modeling, even just, you know, standardizing UTMs and, and just, clean merging, I mean.
243 00:33:03.730 ⇒ 00:33:14.789 Zoran Selinger: That’s gonna… I think we’re gonna have a good, at least a couple of months there, where it’s gonna be really, really clear, what the value… value is.
244 00:33:14.790 ⇒ 00:33:23.889 Robert Tseng: Yeah, and when you get into ABCs or on, like, when UTAM’s looping you in, like, you’re basically gonna do a similar exercise to this, right? You’re gonna, like…
245 00:33:23.940 ⇒ 00:33:46.560 Robert Tseng: I mean, we know what they need, but, like, you kind of have to build the case for it. Like, I think for them, you know, ABC is also, like, a $200 million a year business, like, I think you’ll be… you’ll kind of figure out, like, it’s a lot of the same kind of, like, problems that we’re dealing with. I think it’d be interesting for you to go and figure out, like, what are those, like, crazy assumptions that they’re making because they’re flying blind, and they don’t have accurate data.
246 00:33:46.560 ⇒ 00:34:05.660 Robert Tseng: And, you know, and it’s not, like, we’re not gonna be there and just, like, you know, hit them with a stick and be like, oh, you guys are, like, dumb and you haven’t been doing it right. Like, clearly it’s… it’s… it’s, you know, it’s… they’ve been… they’ve gotten to where they were without it, but it’s more kind of, like, kind of showing them, like, the vision of, like, okay, well.
247 00:34:05.660 ⇒ 00:34:26.070 Robert Tseng: this is where things are currently, but if you, you know, if you… if we, you know, if we work together and we were able to improve accuracy, like, this is what you’re able… we’re able to drive certain results, right? And those things you’ve articulated to Eden before, we’re able to capture 70% more, of, like, the, of transactions, and so…
248 00:34:26.070 ⇒ 00:34:26.420 Zoran Selinger: Yeah.
249 00:34:26.420 ⇒ 00:34:47.220 Robert Tseng: you’re just able to… you’re able to see 17% more of your revenue, and, like, identify your customers, and, like, all… all that stuff, like, it feeds in… it has… it creates this, like, positive feedback loop, it improves your targeting on all your paid media sites, like, you know, the same story that you… you told Eden, like, that there, yeah, like, that… that’s kind of how, you know, you’re gonna… you’re gonna tee up that conversation, so…
250 00:34:47.219 ⇒ 00:35:03.040 Robert Tseng: you know, I’m… I’m just… I know you haven’t started on ABC yet, but, like, this is kind of, you know, we’ll work together. Like, I want you to be able to kind of put together something like this for them, so that they’re… so that they’ll, you know, so they’ll want to kind of work… work
251 00:35:03.040 ⇒ 00:35:12.730 Robert Tseng: I’ll, you know, let you jump in and do your thing. But yeah, I’m just trying to show you, like, kind of how we build the case before we actually go and execute the work.
252 00:35:14.260 ⇒ 00:35:14.990 Zoran Selinger: Okay.
253 00:35:14.990 ⇒ 00:35:29.739 Henry Zhao: Yeah, and I also agree that, like, data doesn’t need to be perfect to make… to have insights. Like, not just attribution, but as long as it’s directionally okay, I think we can kind of help them understand why the data is directionally okay and what insights that we can feel comfortable sharing and making decisions on.
254 00:35:30.030 ⇒ 00:35:47.299 Robert Tseng: Yeah, so, like, Henry, on that note, like, you know, you’re talking to Brad, you’re talking to Judd, like, both of those guys were like, great, our goal is just to reduce this error by, like, 2%, or whatever. Like, that’s not… that’s not the goal. Like, that is not the goal, right? Like, that is…
255 00:35:47.300 ⇒ 00:36:00.100 Robert Tseng: that’s what they think the goal is, but, like, that’s their limited view. And so, I think, like, yeah, you gotta… that’s kind of where we’re there to kind of expand their vision a bit. Like, they… I’m sure they’re not thinking about…
256 00:36:01.220 ⇒ 00:36:25.100 Robert Tseng: kind of opportunity sizing, and, like, they don’t really see the bigger… they don’t really see the bigger picture. So, I think that’s kind of why your prioritization exercise is, like, necessary, and, like, yeah, like, maybe in a sense, like, you’re kind of increasing their scope. You’re pushing them to take on more, to, like, to kind of, like, actually grow as leaders in their organization, so…
257 00:36:25.310 ⇒ 00:36:43.859 Robert Tseng: Yeah, I think, like… and this is exactly what, you know, ELT is asking for from us at this point. Like, I… you know, and, you know, it… anyway, so, like, I don’t… I’m just trying to, like, kind of connect the dots for you guys. Like, these aren’t just, like, random, like.
258 00:36:43.880 ⇒ 00:36:45.429 Robert Tseng: You know, exit, like, kind of…
259 00:36:45.790 ⇒ 00:37:03.539 Robert Tseng: thought exercises that you’re doing, like, for us internally, but, like, you know, this… this is, like, how we… how we build roadmap and, like, actually go win business. Like, Utam and I are doing this, all the time to justify, like, these clients, like, paying us for us to kind of come and bring our team to work for them, right?
260 00:37:05.000 ⇒ 00:37:05.440 Henry Zhao: Yeah.
261 00:37:05.440 ⇒ 00:37:05.990 Robert Tseng: Yeah.
262 00:37:06.210 ⇒ 00:37:08.969 Henry Zhao: It really is, like, kind of the role of a consultant, right, is to…
263 00:37:09.260 ⇒ 00:37:11.070 Henry Zhao: To come up with these big bets, and…
264 00:37:11.300 ⇒ 00:37:15.119 Henry Zhao: More meaningful work, basically, than just being data janitors.
265 00:37:15.120 ⇒ 00:37:22.080 Robert Tseng: Yes, exactly. And I’m just, like, reiterating the fact that, like, the status quo for our clients is that we don’t exist.
266 00:37:22.080 ⇒ 00:37:46.920 Robert Tseng: Like, if they… if we are not pushing things forward, we will be pushed out. Like, that’s kind of the life of the… of the consultant, which is fine. It’s been a good run with Eden, we’ve worked with them for almost a year. You know, nobody would say that if we wrapped up with them, like, that would be a failure. But, like, obviously, like, you know, that’s, you know, $50K a month on the table. Like, I don’t want to just give up. Like, I want to, you know…
267 00:37:46.920 ⇒ 00:37:56.589 Robert Tseng: I want us to keep… to keep… to keep that going. So, you know, that’s… that should motivate us to keep putting stuff on the roadmap, and, like, giving them…
268 00:37:56.700 ⇒ 00:38:01.649 Robert Tseng: Yeah, like, it’s a balance of, like, you know, as a services company.
269 00:38:01.650 ⇒ 00:38:25.299 Robert Tseng: you know, we don’t… the barrier to entry is not as hard for us, because we don’t have to have, like, a working product for them to go and buy into. They’re not, like, demoing our service at this point. We’re, like, very embedded into them. So there’s always this, like, exchange of, like, we’re promising, like, something that we can help them accomplish, and then if they think it solves a pain that they find is meaningful enough, they’ll be like, alright, go
270 00:38:25.300 ⇒ 00:38:34.890 Robert Tseng: and do it, and we have the time to go and execute it. There’s not been a single project that we’ve taken on that we’ve, like, fallen flat in our face on. I mean, at least
271 00:38:34.960 ⇒ 00:38:46.590 Robert Tseng: Actually, that’s not true. Like, we probably have, and I can think of a couple, but I would say most of the time, that’s not what happens. It’s not an engineering problem. It’s more of, you know, like.
272 00:38:46.590 ⇒ 00:39:10.019 Robert Tseng: Yeah, like, with Insomnia, it’s very frustrating to me, because it’s, like, there’s so much stuff that we do… we can do, like, Amber’s recommendation had already improved their lifecycle campaign up, like, we ran an email campaign through Amber’s recommendation, who has never been in lifecycle marketing, that performed, like, 5 times better than, like, their average. So, like, I don’t know, there’s, like, stuff like that, just, like.
273 00:39:10.020 ⇒ 00:39:12.909 Robert Tseng: You know, it’s just crazy to me how, like,
274 00:39:13.220 ⇒ 00:39:21.209 Robert Tseng: You know, there will be just organizational, like, bloat that just, like, stops us from moving forward.
275 00:39:21.210 ⇒ 00:39:43.340 Robert Tseng: But, like, for the organizations that are really bought in with us, like, we… we should, you know, not, you know, take those opportunities for… for granted, and… and really try… try to push, because, like, I think that’s… and I do think that Eden is a client where, like, we have all… we have everything that we need to really make that push. So, I don’t… I don’t wanna…
276 00:39:43.340 ⇒ 00:39:44.569 Robert Tseng: Be sit on a…
277 00:39:44.670 ⇒ 00:39:50.750 Robert Tseng: soapbox wouldn’t like to do any more of this, of this, like, kind of,
278 00:39:51.560 ⇒ 00:39:57.400 Robert Tseng: I don’t know, not to sound preachy. Okay, I think that’s… that’s all I’ll say about… about that.
279 00:39:58.760 ⇒ 00:40:00.670 Robert Tseng: Okay.
280 00:40:02.130 ⇒ 00:40:16.760 Robert Tseng: Yeah, I mean, like, to me, this is, like, what our strategy and analytics, like, chats should be about, like, I want you guys to be coming to me with hard problems, not telling… showing me lists and tickets and stuff, like, I want you to, like, walk me through.
281 00:40:16.760 ⇒ 00:40:39.750 Robert Tseng: hey, is this how I’m, like, this is how I’m thinking about, you know, this analysis, the opportunity size, like, what do you think? Like, and we can have a discussion where we’re pushing… where I get to push back on, like, no, I actually think you made some wrong assumptions there. Did you even look at the data? Our revenue doesn’t even match up there. Like, that’s the kind of… that’s where I think that this is valuable. Like, I don’t… more and more, especially with
282 00:40:39.750 ⇒ 00:40:47.930 Robert Tseng: the senior folks on this call, like, I’m not here to push tickets for you guys, so, like, yeah, I think that’s… oops, that’s not…
283 00:40:47.990 ⇒ 00:40:53.910 Robert Tseng: I mean, we will still go through these rituals, I mean, obviously throughout the day, but, you know.
284 00:40:53.910 ⇒ 00:41:08.450 Robert Tseng: Mondays, Fridays, like, I kind of expect we’re not shipping anything new at this point, like, you know, no… you know, we do code freezes on Friday, we’re not really pushing new changes, so to me, like, these are kind of your two days to really, like.
285 00:41:08.460 ⇒ 00:41:18.300 Robert Tseng: kind of just take a step back and kind of recap, like, how the week went to think about how we should, attack the week moving forward.
286 00:41:18.570 ⇒ 00:41:19.320 Robert Tseng: Yeah.
287 00:41:21.960 ⇒ 00:41:23.300 Henry Zhao: Okay, loud and clear.
288 00:41:23.570 ⇒ 00:41:24.420 Robert Tseng: Okay.
289 00:41:24.920 ⇒ 00:41:25.600 Robert Tseng: Cool.
290 00:41:25.800 ⇒ 00:41:37.660 Robert Tseng: Yeah, I mean, other than that, I don’t need to share anything else. Like, I… I, I am working something on with Honey Stinger. I’m, I guess.
291 00:41:38.570 ⇒ 00:41:41.219 Robert Tseng: Yeah, we’re doing our,
292 00:41:41.340 ⇒ 00:41:54.779 Robert Tseng: you know, we have some follow-up analysis with them, but I’m also doing a project review, or I’m trying to get ready for one with them. So, you know, to me, the exercise I’m going through is like, hey, look, we have this original scope that we signed off with them on.
293 00:41:54.780 ⇒ 00:42:09.039 Robert Tseng: I’m trying to, like, triangulate, okay, I know what we promised, or what we said we were going to do, we got blocked in some areas, but then in other areas, like, we kind of ran it through more than what we said we would. And so, I’m trying to, like, kind of…
294 00:42:09.040 ⇒ 00:42:16.279 Robert Tseng: align Byron on, like, kind of where we’re at today, our contract’s up in 2 weeks, or, you know, less than that.
295 00:42:16.710 ⇒ 00:42:27.550 Robert Tseng: So, I’m… I’m gonna, gonna put up a renewal. But yeah, like, I guess, you know, this is what I’m working on, for the next, probably.
296 00:42:27.910 ⇒ 00:42:31.070 Robert Tseng: Hour, hour and a half before my call with Honey Stinger.
297 00:42:34.830 ⇒ 00:42:43.389 Robert Tseng: Okay, cool. Any other questions? Things that you guys want to talk about? I mean, am I blocked on any, any, any work?
298 00:42:49.960 ⇒ 00:42:51.410 Zoran Selinger: Well, good on my side.
299 00:42:51.750 ⇒ 00:43:02.939 Robert Tseng: Okay, cool. Yeah, Yazaron, I’ll reschedule Mitesh. I saw his email, and then I guess, we’re not gonna talk through the prep today, like, we’ll probably… I’ll probably deflect that until Monday.
300 00:43:03.190 ⇒ 00:43:03.740 Zoran Selinger: Yeah.
301 00:43:03.740 ⇒ 00:43:04.630 Robert Tseng: Okay. Yeah.
302 00:43:04.790 ⇒ 00:43:05.480 Robert Tseng: Alright.
303 00:43:05.760 ⇒ 00:43:06.470 Zoran Selinger: Okay.
304 00:43:06.470 ⇒ 00:43:07.730 Robert Tseng: Alright, thanks everyone.
305 00:43:07.730 ⇒ 00:43:08.400 Zoran Selinger: Good luck.
306 00:43:08.400 ⇒ 00:43:09.000 Robert Tseng: Bye.
307 00:43:09.660 ⇒ 00:43:10.330 Sezim Zhenishbekova: Bye.