Meeting Title: Brainforge x Eden Documentation Sync Date: 2026-01-20 Meeting participants: Amber Lin, Robert Tseng
WEBVTT
1 00:00:55.990 ⇒ 00:00:57.080 Robert Tseng: Hey, Amber.
2 00:01:02.890 ⇒ 00:01:03.900 Robert Tseng: Are you there?
3 00:01:10.650 ⇒ 00:01:11.890 Robert Tseng: I think you’re muted.
4 00:02:15.530 ⇒ 00:02:17.300 Robert Tseng: Hello, hello, hello, can you hear me?
5 00:02:33.400 ⇒ 00:02:34.510 Amber Lin: Hi, Robert.
6 00:02:34.750 ⇒ 00:02:36.480 Amber Lin: Hmm, let me see…
7 00:02:37.700 ⇒ 00:02:39.000 Robert Tseng: Yeah.
8 00:02:39.000 ⇒ 00:02:40.149 Amber Lin: Who are you right now?
9 00:02:40.150 ⇒ 00:02:40.940 Robert Tseng: Oh, okay.
10 00:02:47.540 ⇒ 00:02:49.460 Amber Lin: Do we want to just talk about Eden?
11 00:02:49.830 ⇒ 00:02:50.680 Robert Tseng: Yep.
12 00:02:50.680 ⇒ 00:02:52.170 Amber Lin: Cool. Let’s get started.
13 00:02:52.780 ⇒ 00:02:53.320 Robert Tseng: Okay.
14 00:03:58.310 ⇒ 00:04:01.210 Amber Lin: Sorry, Robert, are you… are you talking right now?
15 00:04:04.650 ⇒ 00:04:05.420 Amber Lin: Huh.
16 00:04:43.190 ⇒ 00:04:44.760 Amber Lin: Robert, can you hear me?
17 00:05:30.190 ⇒ 00:05:36.269 Amber Lin: Robert, I don’t think you can hear me, and I don’t… I can’t hear you right now.
18 00:06:56.760 ⇒ 00:06:59.249 Robert Tseng: Hello? Is that… can you hear me now?
19 00:06:59.250 ⇒ 00:07:00.750 Amber Lin: Yeah, I can hear you now.
20 00:07:01.350 ⇒ 00:07:10.389 Robert Tseng: Oh, bummer. Okay. Well, yeah, sorry, I was… once… once you’re in, like, presenter mode, like, you just don’t see anything, you just see the screen. I see.
21 00:07:10.390 ⇒ 00:07:10.850 Amber Lin: I see.
22 00:07:10.850 ⇒ 00:07:14.319 Robert Tseng: Like, I had no idea you were trying to… contact me.
23 00:07:14.320 ⇒ 00:07:17.279 Amber Lin: All good. I realize that.
24 00:07:19.650 ⇒ 00:07:24.290 Robert Tseng: Okay, so I’ll take it back from the top, so…
25 00:07:24.530 ⇒ 00:07:31.859 Robert Tseng: on the right is the repo. I don’t know if you’ve got a chance to kind of pull this, but I was just saying.
26 00:07:31.860 ⇒ 00:07:44.599 Robert Tseng: Yeah, moving forward, I’m basically driving documentation now. I kind of view this as, like, an internal tool, whereas, like, the data platform documentation is, like, an external-facing kind of resource.
27 00:07:46.950 ⇒ 00:07:54.670 Robert Tseng: yeah, like, I… ideally, these kind of don’t contradict each other. I do think that they’re…
28 00:07:54.810 ⇒ 00:08:09.939 Robert Tseng: you know, this is a little bit more formal, and, like, we’re gonna, like, can’t really do too much iteration on this. I think our problem is just that, like, every tab is owned by a different person, and it just… there is, like.
29 00:08:10.410 ⇒ 00:08:21.440 Robert Tseng: we do need to keep it updated, because actually it is a source, here, but generally, like, I’d probably be pushing more changes in here than I would, in here.
30 00:08:21.440 ⇒ 00:08:31.329 Amber Lin: Cool, yeah. I only have access to our Brainforge repost. I see that this is in Tri-Eden, so I might need to find a way to do that.
31 00:08:31.610 ⇒ 00:08:38.699 Robert Tseng: Yes. So I don’t… I don’t know who would give you access, but I guess you can probably just ask someone to give you that.
32 00:08:40.090 ⇒ 00:08:52.149 Robert Tseng: Yeah, so I was just kind of just going through the priorities and just doing a little bit of throat clearing here so you know, like, the context behind this. These did come from this set of objectives.
33 00:08:52.660 ⇒ 00:08:57.659 Robert Tseng: kind of, like, multiple conversations with leadership. So,
34 00:08:57.860 ⇒ 00:09:16.829 Robert Tseng: I think, like, this is… I own this, because previously, when Henry was the main point of contact, he was pretty much just saying yes to whatever, but also, like, not really knowing how to push on anything, so I think now that I’m back in this role, like, I’m basically gonna be saying no to a lot more things, and…
35 00:09:16.990 ⇒ 00:09:23.819 Robert Tseng: I’m gonna be saying no to more one-off requests, and kind of have our team focus more on doing trainings and
36 00:09:24.530 ⇒ 00:09:29.029 Robert Tseng: like, yeah, like, enablement, I think, is a big, is a big, theme here.
37 00:09:29.390 ⇒ 00:09:31.829 Robert Tseng: This is more directive for WASH.
38 00:09:32.120 ⇒ 00:09:48.690 Robert Tseng: Eden OS is remote. They’re equivalent. It’s no longer remote. Remo doesn’t exist. They’ve more or less been fired, and, like, that’s why we are… we are building it through Surf. And so, as we’re rebuilding BASC, pretty much, we get to decide what data comes in. And so, there
39 00:09:48.690 ⇒ 00:10:08.219 Robert Tseng: There are some best practices that we’ve seen across some of our other e-com clients that Basque didn’t support before that I think would be really relevant to what we’re building over for EdenOS. And so, yeah, I think, like, the reference of, like, Shopify-level data standards is, like, we don’t just want to have, like, BASC-level parity, but we want to be able to
40 00:10:08.220 ⇒ 00:10:20.410 Robert Tseng: kind of go beyond that. So, yeah, even between these two work streams, two very different things. This is, like, what a product manager would do. Like, you’d be… we’re building data product for them, and so,
41 00:10:20.750 ⇒ 00:10:37.100 Robert Tseng: yeah, like, I don’t expect you to participate so much in this. This is more, I guess, gonna be between me and Awash. But, yeah, just, you know, for your knowledge. So that leaves us, like, these three remaining kind of work streams as, like, potential analysis opportunities.
42 00:10:37.410 ⇒ 00:10:41.220 Robert Tseng: This is, like, my bet with Greg, so…
43 00:10:41.950 ⇒ 00:10:50.930 Robert Tseng: Gonna let him kind of run this for now, and see if he can really help drive this forward. Can we actually improve experimentation at Eden?
44 00:10:51.080 ⇒ 00:10:54.329 Robert Tseng: Just, this feels like it’s the lowest hanging fruit, because
45 00:10:54.600 ⇒ 00:11:12.259 Robert Tseng: they’re doing very limited testing right now, and, you know, as you saw with Insomnia, just with, like, some very light recommendations, you can drive significant improvement. So, you know, their overarching company goal is to hit 2X revenue growth this year, which I feel like is very doable, and if we can
46 00:11:12.260 ⇒ 00:11:26.249 Robert Tseng: you know, basically support this. I think this is… that’s a big win. So that kind of leaves you with, like, a couple other areas that you can kind of help with. This affiliate… sorry, I mean, this should actually be deleted. This is a one-time thing.
47 00:11:26.250 ⇒ 00:11:28.340 Amber Lin: Yeah. I know Zoran just did that.
48 00:11:28.340 ⇒ 00:11:38.979 Robert Tseng: So, not really much to say here. So, I think, yeah, we’re just looking… we’re gonna be, like, poking around in other parts of the business to try to,
49 00:11:39.410 ⇒ 00:11:57.359 Robert Tseng: Yeah, just find… find interesting opportunities. So, but in order to do that, we just need, like, a good business understanding. So I think that’s really… there isn’t, like, one single analysis, like, a silver bullet I can point you to yet. I think I just need you to kind of get your… get… get some of these things under your feet.
50 00:11:57.360 ⇒ 00:12:01.670 Robert Tseng: So, like, this… I would probably transfer this over to you first from KC.
51 00:12:01.760 ⇒ 00:12:06.529 Amber Lin: So I’m actually, like, I haven’t gotten around to it yet, but I’m running…
52 00:12:06.540 ⇒ 00:12:08.840 Robert Tseng: This, his, his,
53 00:12:08.920 ⇒ 00:12:33.100 Robert Tseng: he put together this outline, and maybe it’d be helpful just for me to tell you, like, why I don’t like this. I think the hypotheses are okay, but he didn’t, like… you can’t be running an analysis on four hypotheses, just… you’re not gonna go anywhere. So, yeah, you need to, like, kind of drill down, pick, like, one or two, and, like, kind of just stick with that. His data plan is very technical, this is where you get the data, that’s where you go, but it’s all noise to me. Like, I don’t…
54 00:12:33.100 ⇒ 00:12:39.090 Robert Tseng: to me, he’s like, okay, I put this together, but, can you confirm all the assumptions? So I’m like, well, you basically want me to do.
55 00:12:39.090 ⇒ 00:12:50.850 Amber Lin: Yeah. Like, basically do this, like, you’re supposed to go figure that out, like… Yeah, I hear you. This is our analysis template in Notion that we have. I think it’s new to him, so he used the template.
56 00:12:51.060 ⇒ 00:12:59.759 Robert Tseng: Yeah, so, I mean, I just… I don’t feel like he could do it, is basically my conclusion after… this… this took him, like, a week and a half to basically get to this point, so I’m like…
57 00:13:00.060 ⇒ 00:13:10.110 Robert Tseng: I don’t want… I want to pull them off of it. I mean, really, the goal is, like, understand, like, the unit economics of the product, which we should have bits and pieces of those
58 00:13:10.220 ⇒ 00:13:24.440 Robert Tseng: like, what is our true margin? What’s true COGS? What’s true revenue, right? Like, I think if we can have, like, a foundational understanding of those things at the product level, that enables us to go off and do a lot of other analysis, right?
59 00:13:24.770 ⇒ 00:13:45.129 Robert Tseng: I think there will be some assumptions that you have to make, and there’s gonna be some backtesting and stuff like that, and confirming with Jonah. I mean, Sesame touched this a bit, like, Henry touched this a bit, now Casey, I feel like, is a couple steps behind on this, even. So I just feel like nobody has really, like, kind of owned this yet. But if we’re gonna do anything
60 00:13:45.130 ⇒ 00:13:50.610 Robert Tseng: Like, yeah, this to me is just step one, like, we just… we need to know, like, the…
61 00:13:51.150 ⇒ 00:14:00.859 Robert Tseng: yeah, the economics of their… of their product. So, I think that’s… that’s really kind of the first thing for you to really kind of take over.
62 00:14:01.460 ⇒ 00:14:07.919 Robert Tseng: I… we’ll set a loom, and I’ll tag you and Casey in it this afternoon.
63 00:14:08.960 ⇒ 00:14:18.579 Robert Tseng: after I get out of meetings with, kind of, some specific feedback on this, but after that, I’m pretty much gonna have it just move over… move over to you.
64 00:14:18.580 ⇒ 00:14:31.910 Amber Lin: Okay. Do we have a prioritized list of products? I know roughly what products they have. Are we trying to do it for each and every single one, or is it some of them are more important?
65 00:14:32.440 ⇒ 00:14:37.430 Robert Tseng: Yeah, no, I mean, I would… I would just kind of, I think…
66 00:14:43.130 ⇒ 00:14:47.329 Robert Tseng: I have this kind of framework already that I was like.
67 00:14:48.620 ⇒ 00:14:54.290 Robert Tseng: putting together, so this could help. I think you already have this, but I’ll resend it to you.
68 00:14:56.680 ⇒ 00:15:03.830 Robert Tseng: this doesn’t answer your question directly, but it kind of answers all the different things that I think we need to know in order to be able to pursue this.
69 00:15:03.910 ⇒ 00:15:11.570 Robert Tseng: So, they have, like, some COGS target that’s, like, under 40%. I don’t even know if that’s true, I don’t even know what we’re at currently.
70 00:15:11.570 ⇒ 00:15:25.200 Robert Tseng: They want to know, like, if we take certain actions, what’s the margin lift? I think that’s kind of why we need to have this, so that when we do future analysis, we can always re-reference this analysis, and be like.
71 00:15:25.320 ⇒ 00:15:39.919 Robert Tseng: yeah, you can start to make assumptions about how you’re going to impact margin. And then they want to increase… this is Mitesh. He wants to make things more profitable, so that’s more of a pricing exercise. It’s a little bit out of left field, so it’s not really covered in this, but yeah.
72 00:15:40.620 ⇒ 00:15:59.969 Robert Tseng: As far as, like, the products that you should focus on, I mean, live pro… you just… I would suggest going to Tableau. I just spend some time just looking at the core dashboards, go to the executive folder, and look at the… look at the dashboards. I recently reorganized it and renamed everything, so it should be more clear than it was before.
73 00:15:59.970 ⇒ 00:16:06.800 Robert Tseng: Yeah, I think that’ll help you just get a good grasp of how the executives see the business, because they rely on these reports every day.
74 00:16:07.950 ⇒ 00:16:17.239 Robert Tseng: But as far as, like, what to move, what… I think that’s… I don’t really think there’s one we’re biasing for. We kind of want to let the data speak to us. So,
75 00:16:17.880 ⇒ 00:16:24.619 Robert Tseng: like… their best-selling product, the, like, the CAC is high, so, like.
76 00:16:24.850 ⇒ 00:16:33.329 Robert Tseng: Yeah, it’s like, you can’t really go off of, like, their current, like, product portfolio, because their best-selling product is also the most expensive to acquire customers, or one of the high.
77 00:16:33.330 ⇒ 00:16:33.920 Amber Lin: I see.
78 00:16:33.920 ⇒ 00:16:38.079 Robert Tseng: And then there are, like, less mature products where
79 00:16:38.080 ⇒ 00:16:58.710 Robert Tseng: the CACs are lower, so the LTV CAC looks better, but then it’s also a new product, so the LTV is, like, very… it hasn’t… is… is limited, it hasn’t reached their full potential, because a treatment typically is, like, a 12-month plan, 6-12 month plan, and maybe they’ve only launched the product for less than 6 months. And so, like, you’re… I don’t… I don’t think by just, like.
80 00:16:58.850 ⇒ 00:17:08.940 Robert Tseng: Yeah, like, that’s why I’m saying I don’t think we… I could just tell you which products, that we should go maximize yet, like, I just… I don’t… I don’t… I don’t think I would… I would know how to answer that question right now.
81 00:17:08.940 ⇒ 00:17:09.810 Amber Lin: I see. That’s good.
82 00:17:09.819 ⇒ 00:17:10.389 Robert Tseng: Yeah.
83 00:17:11.449 ⇒ 00:17:19.829 Robert Tseng: But yeah, so I mean, just to highlight some of these questions, I don’t know what our estimated COGS is, don’t really know what the levers are currently, like, I…
84 00:17:20.290 ⇒ 00:17:23.119 Robert Tseng: You know, there’s pricing, there’s plan type.
85 00:17:23.260 ⇒ 00:17:42.960 Robert Tseng: There’s certain things that they’ve already done. So, before, they were doing monthly payments, so now, no more monthly payments, 3-month payment plan is the… is the, is the minimum. So we can… we can end up doing things like that, which, you know, once… once… yeah, once again, once you’ve established kind of a baseline understanding of
86 00:17:43.290 ⇒ 00:17:51.239 Robert Tseng: at the product level, revenue, COGS margin, then we can start to go and test these different levers.
87 00:17:51.400 ⇒ 00:18:05.259 Robert Tseng: Yeah, like, patients in the semaglutide journey, I would say semaglutide is obviously their most, is their biggest product, but, like, you know, does the patient journey look different across different products? That’s really kind of the underlying question here.
88 00:18:05.420 ⇒ 00:18:20.060 Robert Tseng: I… I don’t… I think we… there is a cross-product dashboard that shows that, I mean, most customers are not switching products, but some do. Probably something like, 20% of customers switch products mid-treatment.
89 00:18:20.100 ⇒ 00:18:26.570 Robert Tseng: Because, yeah, maybe they’re trying Trouzepatide, they’re like, oh, it doesn’t really work for me. I think I’m gonna go with Ezeptic.
90 00:18:26.800 ⇒ 00:18:33.309 Robert Tseng: So, I think that’s probably what’s unique to, like, a health business, is that
91 00:18:34.540 ⇒ 00:18:43.010 Robert Tseng: Yeah, people can switch their prescriptions to different products, and that completely changes the, profitability, because
92 00:18:43.750 ⇒ 00:18:48.870 Robert Tseng: Ozempic is a less profitable product for them than
93 00:18:48.870 ⇒ 00:19:05.339 Robert Tseng: semaglutide or terzepatide. And it may not be because of anything… like, it’s not price-driven for them, maybe. Like, I… there’s all these qualitative elements that we don’t under… that we don’t have right now to our data for why a patient would switch.
94 00:19:06.920 ⇒ 00:19:17.740 Robert Tseng: Yeah, so I’m just trying to, like, articulate that as, like, a nuanced part, like, that’s kind of where the analysis will… where I foresee you running into roadblocks.
95 00:19:18.240 ⇒ 00:19:23.949 Robert Tseng: Yeah, I don’t think anybody has, like, kind of gone that deep yet to, like, even come to that point.
96 00:19:24.310 ⇒ 00:19:38.919 Amber Lin: Yeah, because that sounds like a point after doing the most basic analysis, just, oh, per product, what is it like? And then after that, maybe it’s looking at a different dimension, okay, in terms of time, how… in terms of people’s journeys, how does that…
97 00:19:39.050 ⇒ 00:19:48.640 Amber Lin: change, and then looking at cross products to see, okay, during their journeys, what happens when they switch versus when they just, it’s about their…
98 00:19:48.950 ⇒ 00:19:55.219 Amber Lin: product journey. But I know, Greg is looking at some A-B tests, so…
99 00:19:55.380 ⇒ 00:20:05.279 Amber Lin: I’m not looking at the conversion or purchase journey, I’m more so looking at after they became a customer, what their journey is like, right?
100 00:20:05.630 ⇒ 00:20:12.900 Robert Tseng: Yeah. Yeah, his directive is, like, how does he bring in more customers? Like, he needs to improve CTAs, he’s doing conversion rate optimization, pretty much.
101 00:20:12.900 ⇒ 00:20:13.299 Amber Lin: I’m mostly.
102 00:20:13.300 ⇒ 00:20:13.780 Robert Tseng: Thank you.
103 00:20:13.780 ⇒ 00:20:14.950 Amber Lin: Yeah, churn, and…
104 00:20:15.560 ⇒ 00:20:22.710 Robert Tseng: Yeah, you know, profitability, churn, and then we’re gonna do some market sizing stuff as well, hopefully, so,
105 00:20:23.190 ⇒ 00:20:24.000 Robert Tseng: Yeah.
106 00:20:24.590 ⇒ 00:20:30.890 Robert Tseng: So, as far as, like, these next group of questions, I kind of view it as… these are all kind of asking something similar. It’s like.
107 00:20:31.080 ⇒ 00:20:34.629 Robert Tseng: What, like, yeah, what’s really, like, the best…
108 00:20:35.290 ⇒ 00:20:38.439 Robert Tseng: Like, how do we think about profitability? Like…
109 00:20:38.440 ⇒ 00:20:39.010 Amber Lin: Hmm.
110 00:20:39.010 ⇒ 00:20:44.010 Robert Tseng: At the, you know, up front, or, like, in the back end, like.
111 00:20:44.010 ⇒ 00:21:00.359 Robert Tseng: in the acquisition stage, like, whatever. I mean, those are all different ways of asking, which I think the silver bullet here is LTV CAC. Like, that is, to me, in my experience in e-com, one of the… this is the most important metric to look like. It’s the easiest one to detect things about your business.
112 00:21:01.320 ⇒ 00:21:16.550 Robert Tseng: CAC is, you know, you measure cost of acquisition up front, and LTV is, like, the full revenue. So, if we’re able to have a really good understanding of LTV CAC and their business, then I think we will be able to, advise a lot, because,
113 00:21:16.750 ⇒ 00:21:25.440 Robert Tseng: yeah, like, I… I think that that’s… that’s… that’s, like, one of the universal, like, CPG metrics that we just… that we just need to… that we just need to have.
114 00:21:25.440 ⇒ 00:21:31.100 Amber Lin: What’s their current understanding of LTVAC? I know they have dashboards for it.
115 00:21:31.100 ⇒ 00:21:45.600 Robert Tseng: Yeah, but that’s where I don’t really mean much. Yeah, what they’re missing is, yeah, so… yeah, we can report on LTV CAC, but there’s a lot of constraints. It’s like, LTV CAC for only, like, products that have 11 in the past year. So, obviously, like.
116 00:21:45.600 ⇒ 00:22:05.170 Robert Tseng: their… LTVAC is, in order to have LTV, you need to know what the full, realized, time period… like, there’s a time component to it. So, what I mentioned about newly launched products, LTVAC is going to look bad. So, like, how do you actually signal, like, what’s the potential LTV for those early, early products?
117 00:22:06.200 ⇒ 00:22:22.810 Robert Tseng: So, yeah, like, at best, what they can do is show a snapshot of LTVAC for products in the past year, like, up until, like, I don’t know, like, a few months ago or something. Like, it’s always going to be a lagging indicator, and it’s only going to be a snapshot. It’s not going to be true
118 00:22:22.810 ⇒ 00:22:29.120 Robert Tseng: LTVAC, for the current bus… for the… for the business at the moment. So,
119 00:22:29.150 ⇒ 00:22:38.309 Robert Tseng: Yeah, I think… so for new products, it’ll be off. For old products, it’s also going to be, like, not really relevant, because CAC numbers change all the time,
120 00:22:38.890 ⇒ 00:23:01.789 Robert Tseng: yeah, campaign efficiency decreases over time, channels are more inefficient, their spend fluctuates as well, so, like, there’s all kinds of variables for, like, why CAC would be changing, and that’s, like, well, we would pick up on that. If we were actually to plot a clean LTV CAC line for a single product, we’d be able to point to, like, okay.
121 00:23:01.790 ⇒ 00:23:02.510 Robert Tseng: this…
122 00:23:02.510 ⇒ 00:23:14.610 Robert Tseng: dipped significantly because CAC, you know, was, like, fluctuating wildly, or it’s usually not LTV, it’s fluctuating wildly. If anything, it’s like LTV is not fully realized, and so it’s obvious in the curve when.
123 00:23:15.040 ⇒ 00:23:23.140 Robert Tseng: the LTV is, like, you’re capturing it too early, and you have to estimate, like, what it… what would… what would it actually be.
124 00:23:23.320 ⇒ 00:23:36.979 Robert Tseng: Right? So, like, for semaglutide, there’s enough data, multi-year kind of business line there to understand, okay, we have a sense of what the LTV is there. But any of the new products that have been launched in the past 6 months.
125 00:23:37.160 ⇒ 00:23:45.850 Robert Tseng: don’t really know. Like, you probably have to benchmark against existing products, and then you would need to do some assumptions, like, yeah, doing, like.
126 00:23:45.850 ⇒ 00:23:48.460 Amber Lin: Yep, you have to do some modeling to try to, like.
127 00:23:48.780 ⇒ 00:24:04.819 Robert Tseng: basically build out a predicted LTV over CAC, that is, like, using what you do have for LTV on the new product, but you have to make some assumptions to get it to something where you can actually compare it with LTV for semaglutide.
128 00:24:05.770 ⇒ 00:24:15.629 Robert Tseng: I think it’s a lot easier to kind of see in a spreadsheet than it is for me to just, like, you know, I’m just saying a bunch of words right now, but but yeah, that’s kind of where I see this headed.
129 00:24:16.090 ⇒ 00:24:18.170 Amber Lin: I see.
130 00:24:18.510 ⇒ 00:24:29.770 Amber Lin: So I think we’ll… I’ll start there, and I’ll start with the more simple stuff. I’ll start with understanding, well, one, what products they have. Two, I know there’s…
131 00:24:30.140 ⇒ 00:24:35.969 Amber Lin: when we look at LTV versus CAC, we’re also considering COGS in it, right?
132 00:24:36.400 ⇒ 00:24:37.120 Amber Lin: Or is caught.
133 00:24:37.560 ⇒ 00:24:38.000 Amber Lin: when we.
134 00:24:38.000 ⇒ 00:24:42.039 Robert Tseng: The clocks are separate, actually. Yeah, LCB is really just a revenue metric.
135 00:24:42.040 ⇒ 00:24:55.300 Amber Lin: I see. So, essentially, we have two things that we’re looking at, channel profitability, which is revenue and COGS. The other is marketing, efficiency, so LTV and CAC.
136 00:24:55.540 ⇒ 00:24:56.110 Robert Tseng: Yep.
137 00:24:56.500 ⇒ 00:25:00.770 Amber Lin: Okay, which one of these are more important?
138 00:25:01.760 ⇒ 00:25:09.589 Robert Tseng: I think the… I think the, the profitability piece is more important. I mean, you’ll pretty much learn LTV
139 00:25:09.760 ⇒ 00:25:22.709 Robert Tseng: and CAC do that, but you won’t, you won’t really do it together. I see. You’ll know, like, that, yeah, once you understand, margins, then, like, you’ll be able to do LTV CAC pretty easily, yeah.
140 00:25:22.710 ⇒ 00:25:36.529 Amber Lin: Cool, okay, so I’ll start there first. I know we were having… well, months back, we had some problems with COGS, so I don’t even know if we have the most up-to-date data, so I’ll go… I’ll go ask again.
141 00:25:36.920 ⇒ 00:25:37.570 Robert Tseng: Yeah.
142 00:25:39.830 ⇒ 00:25:40.820 Amber Lin: Okay.
143 00:25:41.030 ⇒ 00:25:53.739 Amber Lin: Yeah, and then I assume Casey or someone has looked into the data already, so I’ll ask them on where the data is, and then I’ll wait for your… wait for your message later today, too.
144 00:25:53.860 ⇒ 00:25:56.949 Amber Lin: get a better sense of what Casey’s task was.
145 00:25:57.720 ⇒ 00:25:58.540 Robert Tseng: Yeah.
146 00:25:58.720 ⇒ 00:26:03.139 Robert Tseng: I really just had him investigate it, and I wanted him to show me, like.
147 00:26:03.360 ⇒ 00:26:12.669 Robert Tseng: to build me an outline, pretty much, of, like, how he was gonna go about it, that this is what he gave me. So, which, like you said, is just… he just followed our template, like.
148 00:26:12.670 ⇒ 00:26:26.910 Robert Tseng: he’s a good engineer, he did the engineering thing, but he didn’t do the analyst thing. So, like I said, just, I don’t… I don’t… I don’t think I would… I would trust him to run it, because this… I don’t think… I mean, I don’t even understand what he’s trying to do here, and I don’t think he does either, so…
149 00:26:27.860 ⇒ 00:26:28.400 Robert Tseng: Yeah.
150 00:26:28.400 ⇒ 00:26:36.730 Amber Lin: Yeah, I see. Okay. I have a basic understanding, but I need… I also need to see where the data is to…
151 00:26:37.290 ⇒ 00:26:42.049 Amber Lin: to understand the constraints, so once I do that, I think I’ll sync with you again.
152 00:26:42.410 ⇒ 00:26:43.050 Robert Tseng: Okay.
153 00:26:43.740 ⇒ 00:26:46.630 Robert Tseng: Yeah, I mean, there’s really only, like, 5
154 00:26:46.890 ⇒ 00:26:57.359 Robert Tseng: tables that we use for everything. I think orders, order summary probably gives you a fact transactions. This is when the revenue comes in, and then orders is obviously the order journey.
155 00:26:57.570 ⇒ 00:27:10.719 Robert Tseng: Yeah, then there’s a few others that, I guess… I would say Dave Milate could probably help you. I don’t know if Casey really knows. I actually don’t think Zoran knows either, he’s only really looked at marketing data.
156 00:27:10.720 ⇒ 00:27:11.370 Amber Lin: I see.
157 00:27:11.370 ⇒ 00:27:15.769 Robert Tseng: But yeah, once you get… if you’re looking at anything on the marketing side, he should be able to answer that.
158 00:27:16.040 ⇒ 00:27:17.340 Robert Tseng: Zora. I see. Yeah.
159 00:27:17.340 ⇒ 00:27:23.050 Amber Lin: I see. And Demolade probably knows more about the COGS data.
160 00:27:23.050 ⇒ 00:27:26.919 Robert Tseng: Yeah, he does, because he’s kind of been working… He, he’s…
161 00:27:26.920 ⇒ 00:27:29.369 Amber Lin: I’ve been doing that for a fair long time.
162 00:27:29.370 ⇒ 00:27:29.740 Robert Tseng: Yeah.
163 00:27:29.740 ⇒ 00:27:31.370 Amber Lin: Cool. Okay.
164 00:27:32.840 ⇒ 00:27:36.159 Robert Tseng: Okay, great. Thank you.
165 00:27:36.540 ⇒ 00:27:43.649 Amber Lin: Yeah, thank you. I’ll ask for… if we’re the GitHub access, do I need an Eden account to go in there?
166 00:27:43.970 ⇒ 00:27:45.250 Robert Tseng: No, I don’t think so.
167 00:27:45.630 ⇒ 00:27:54.519 Robert Tseng: I don’t know who set up the repo, I think Awash and Utam did, so probably one of Awash is out, but, like, yeah, probably one of those engineers can get you access to it.
168 00:27:54.520 ⇒ 00:27:56.540 Amber Lin: Okay, cool. Thank you.
169 00:27:56.540 ⇒ 00:27:57.680 Robert Tseng: Okay, thanks.
170 00:27:57.680 ⇒ 00:27:58.290 Amber Lin: Right. Bye.