Demandbase ABX

Demandbase, which pushed Account Based Marketing (ABM) as a business strategy a half-decade before other firms picked up the terminology, is now positioning Account-Based Experience (ABX) as the next generation ABM strategy.  ABX supports buyers across the full customer lifecycle and emphasizes messaging timing and an improved customer experience.

“Account-Based Experience takes the same principles as good CX — trust, empathy, and relevance at every stage of the journey — and applies them to the account-based world,” states Demandbase. “One of the fundamental principles of ABX is recognizing that our buyers live in a world of information abundance and attention scarcity, making any form of interruption marketing ineffective.  Instead, companies need to build trust with potential buyers, identify the ‘magic moments’ when customers are open to engaging, and then orchestrate the perfect interactions across Sales, Marketing, and Customer Success teams.”

By broadening the scope of ABM, “it keeps the customer where they should be, at the center of your go-to-market strategy, whether you are in marketing, sales, an SDR, or part of the customer success team,” said Demandbase VP and ABX Evangelist Beki Scarbrough. “In many ways, ABX simply takes the best practices that have emerged around ABM and applies them across your customer experience.”

According to a 2021 ABM Benchmark Study by Demandbase and RevOps Squared, “53% of businesses say that Marketing, Sales, and Customer Success are equally responsible for their account-based customer expansion strategy.”

Demandbase notes that ABM focused on account fit, defining the Ideal Customer Profile as the most valuable accounts for targeting, but failing to account for timing.  Thus, many ABM accounts had a “poor experience” due to mistimed engagement.  When account outreach is mistimed, prospects are unable to engage “on their own terms and on their own schedule.”

Demandbase also recognized that ABM focused on the marketing department and not the broader revenue team.  While ABM starts in the marketing department, it has long been understood that ABM encompasses marketing, sales, and customer success management.

“Our belief in ABX positions us to expand the ABM category within the industry,” said Demandbase CEO Gabe Rogol, calling it a “powerful go-to-market strategy.”

“ABX uses data and insights to orchestrate relevant, trusted marketing and sales actions throughout the B2B customer lifecycle. It’s all about engaging business buyers with relevant messages delivered in a trusted way on their own terms.”

Demandbase CEO Gabe Rogol

One of my criticisms of Demandbase is that they were focused on the marketing department with few tools for other departments.  While they acquired Sales Intelligence vendor Spiderbook five years ago, the service withered.  Their technology partner list is heavily weighted to marketing with few sales-oriented partnerships beyond SalesLoft and Outreach.  Likewise, the ABM Leadership Council that they founded was marketing-centric and lacked vendors that supported other departments.  Conversely, the parallel Flip My Funnel movement, championed by rival Terminus, has long had a broader set of vendors and departments served.

Thus, Demandbase’s shift to ABX is a welcome update to their ABM vision and hopefully involves a broader functional scope of their offerings.  Unfortunately, Demandbase did not reveal any new functionality in support of ABX, so we’ll have to see how they plan to implement this broadened definition.  On April 7th, Jon Miller, Demandbase’s Chief Marketing and Product Officer, will provide additional ABX details at a webinar.

“I’ve always described Account-Based Marketing as ‘fishing with spears’,” said Miller. “It’s a great analogy, but you’ve got to realize that it doesn’t feel very good to get poked by a spear!  Similarly, B2B buyers today want to research potential solutions anonymously, on their own schedule, until the time when they actually do want to engage with a vendor.  ABX lets us work with modern buyers on their own terms: anonymously when they want to be, helpful and relevant when they are ready, and always based on trust. It’s a much better customer experience and it delivers much better long-term results.”

Vainu Workflow Triggers

Sales Intelligence vendor Vainu has added a set of Workflow Triggers that take automated actions based upon CRM data updates.  As Vainu enriches CRMs with financial data mined from European registered data filings, it has raw, current data for triggering activities.  Admins set up the trigger rules, and Vainu creates “smart actions” such as creating CRM Tasks, adding a row in Google Sheets, or sending a Slack notice.

For example, a Workflow Trigger may be set up to look for SaaS companies that meet the “Rule of 40” condition (revenue growth plus profitability margin).

Vainu CEO Mikko Honkanen notes that trigger rules and ratios will vary by industry and may include custom rules specific to each of Vainu’s customers.  Thus, the Rule of 40 “is typical of the software industry but isn’t that critical for other businesses.  For being truly data-driven, each company has its own magic numbers based on the data points of their interest.”

Vainu claims that it supports thousands of data points for triggered workflows, kicking off both sales notifications and custom marketing messages associated with each trigger.

“Some people might want to know when a company starts using lead capture forms on its website.  Someone else might want to be alerted as soon as a company adds a new environmental standard to their corporate social responsibility web page.  Or when a company appoints a new CEO. Or when it adds an auxiliary name that includes the word ‘restaurant’ in it.  The most valuable trigger event is often a change in that specific event.”

Vainu CEO Mikko Honkanen

Along with data changes, actions may be based upon any of seventy event triggers or new accounts meeting ICP criteria.

Vainu, headquartered in Helsinki, emphasizes the value of dynamic data fed into enterprise platforms.  Dynamic data ensures that decision-making is based upon timely and accurate data.  It also allows salespeople to be customer-centric.

“By having access to data that informs them of the current situation of an organization, as well as what recent changes the organization has undergone, salespeople are able to tailor their messaging and offer a personalized experience,” blogged Vainu marketer Nikolai Bang. Vainu covers nearly thirty million companies across Scandinavia, the Netherlands, France, and the United Kingdom.  Triggers are based upon the licensed countries.

Vainu Sales Triggers support automated Workflows.

Cognism Funding Round

UK Sales Intelligence vendor Cognism closed on a $12.5 million funding round led by AXA Venture Partners and joined by Swisscom Ventures.  Existing investors Investiere and VentureFounders also participated.  Cognism will be deploying the funds to expand its presence in the UK and Europe, including additional functionality and solutions for the global market.

The firm is coming off a strong 2020, during which ARR rose 60% to $11 million.  In January, MRR passed $1 million for the first time.  Cognism supports over 1,000 customers spread across 30 countries.

“We continue to invest in making our data compliant in every one of the 30 countries in which we operate,” said CEO James Isilay. “Our patented AI technology solution makes the process of finding the right prospect faster, more accurate, and compliant, which is now a top priority for all businesses.”

Cognism attributed its success to the strong demand for compliant B2B prospecting data and “the company’s ongoing commitment to adhering to global regulations.”

“Sales intelligence is crucial for making sellers more productive, even more so when people are working from home. Cognism is well-positioned to become the leading company in Europe, and we are excited to be part of that journey.”

Stefan Kuentz, Partner at Swisscom Ventures

Isilay said that Cognism is “moving more upmarket towards enterprise” and hiring account executives and managers. “We’ve got a very strong revenue engine, and now we’re really planning out and getting our retention engine to the next level.”

Cognism, which completed acquired Mailtastic and Ricochet least year, has another in the works. “We really want to be that go-to-market intelligence leader in not just Europe, but the world, and I think we’re going in the right direction right now. Things are looking very positive at the moment.” London-based Cognism was founded in 2015 and grew its employment by 60% over the past year to 223 employees.

Echobot Company Profile Now Available

Echobot Company Profile Report Cover Page

I am pleased to announce that my latest Sales Intelligence company profile is available for those looking to purchase a solution for the UK or D-A-CH region. I used the same methodology for Echobot that I employed when I wrote my book “2017 Field Guide to Sales Intelligence Vendors.”  The idea was to write an objective analysis (hence sections on weaknesses and competitors), not simply a puff piece.  I work closely with the vendor to describe content, functionality, connectors, roadmap, strengths, and weaknesses.

As Echobot is based in Germany, I also wrote about their GDPR compliance steps.

While vendors have input, I retain editorial control. I believe that retaining objectivity makes these reports more valuable for vendors as it both provides a roadmap for their future product evolution and provides prospects with a realistic view of a product’s strengths and weaknesses.

Echobot is making the profile available from their website.


Here is my summary from the report:

UK vendors have been launching sales intelligence and B2B DaaS solutions for the European market over the past several years. It is a welcome sign that European vendors now have the confidence to compete in the UK market. One of these vendors is Germany-based Echobot. Echobot is a promising new sales intelligence and B2B DaaS entrant to the UK market. It is the leading sales and marketing intelligence service in the D-A-CH region and enters the UK with a broad set of sales and marketing services. Echobot offers deep coverage of UK and D-A-CH companies, GDPR-compliant contacts, and signals (event triggers), delivered via web browser applications and extensions, mobile apps, Salesforce, and Zapier webhooks.

Along with company profiles, Echobot offers contacts, emails, news, social media mentions, and signals.

CONNECT (sales intelligence) and TARGET (list building) were recently launched in the UK market, but have been available as German-language solutions for the D-A-CH market for several years. As such, the company should move quickly to address any V1.0 bugs and fill content gaps. Since launching in September 2020, Echobot has integrated Google Translate into its platform for free-form text translation and refined its sales trigger precision.

DATACARE provides B2B DaaS hygiene services that verify, enrich, and append company and contact data. DATACARE flags duplicates, verifies emails, updates company names and addresses, and appends missing fields. DATACARE was launched in December.

Michael Levy, GZ Consulting Principal, “Echobot Company Profile,” 2021.

Post-Pandemic Business Travel

There does not appear to be a big rush back to business travel after the pandemic, with demand remaining below the $1.4 trillion commercial spend through 2025, according to the Global Business Travelers Association (GBTA).  Only 27% of US companies expect to be spending money on travel over the next six months.

A Fortune Analytics survey found that only 67% of business professionals that traveled for work pre-pandemic plan to resume previous levels.

These results line up with the stated trend towards Work from Anywhere (WFH), with companies no longer looking to maintain traditional five-day-a-week office settings.  A January Deloitte survey found that 75% of CEOs are considering reducing their commercial space requirements.  

Companies have learned how to coordinate activities internally and with customers and partners digitally.  The need to press the flesh doesn’t seem as vital as it did pre-pandemic.

“The outcomes of meetings held on Zoom vs. those held in person are not that much different, but the costs are night-and-day different,” said Richard Curtin, director of the University of Michigan Survey of Consumers. “It will be hard to justify the costs that were once supported.”

Management Consultancy Oliver Wyman contends that business professionals have found video conferencing and other digital communications tools to be sufficient in maintaining commercial relationships.

The GBTA noted that the pandemic’s impact was ten-times that of 9-11 and the 2008 financial crisis.  After those events, there were also concerns that commercial travel wouldn’t bounce back, but digital channels are much more mature now, and the extended WFH time has normalized video conferencing.

It’s “our expectation that business travel will lag consumer travel,” said Jeff Campbell, CFO of American Express Co., on an earnings call.  

Amazon, which spent $1 billion on travel annually, commented that its “sales teams found new ways to reach customers.”

Forrester Principal Analyst Peter Ostrow suggests that initially, there will be pent-up demand for business travel as individuals yearn to get out of the house. Still, he cautions that this should be a temporary burst, not a return to pre-pandemic travel volume.  Companies should ask three questions for determining the appropriate volume and rationales for travel:

  1. What do Buyers and Customers Prefer?  Not every meeting, particularly those involving disparate buying team members, should be face-to-face.  B2B Sales should recognize that B2B purchasing has adapted over the past year as well.
  2. How Have We Made Things Work Remotely? “Sales leaders must determine what adaptations have supported more productive sales motions, rep productivity, adoption of top-down initiatives, and desired changes in seller behavior.” Being remote has allowed reps to develop new remote selling skills (e.g., prospecting, presentation) that should be retained.  Likewise, CROs should consider whether SDRs should be centralized, or are they better off not commuting each day?  Be careful not to let the voices of those underperformed during WFH drown out those reps who have excelled in the new environment.
  3. What Does the Data Say? Review the data and determine which personas were more or less accessible during WFH, which pipeline stages were faster or slower during WFH, and which product lines suffered due to the loss of in-person pitches.

Failing to address these questions could result in the loss of many of the digital efficiency gains that have sustained B2B sales over the past year.

In short, Ostrow suggests that research and data guide travel decision-making.  Just as companies are re-evaluating the need for centralized offices vs. hybrid models or fully remote staffing, travel decisions should be re-evaluated as well.  Field Sales and weekly exhibitions in different cities have always been expensive propositions.  The focus should be on adopting the most effective interactions, whether remote or face-to-face, for driving long-term revenue growth.     

Remote work also has a demographic impact, with professionals decamping from New York, Seattle, San Jose, and San Francisco for Miami, Austin, Charlotte, Nashville, and Denver.  There are even a set of “Zoom Towns” such as Boulder, CO, Tulsa, OK, and the Hudson Valley (NY) benefiting from in-migration.

“The rise of remote work changes that equation [between work and home locations]—not in all sectors of the economy but in more than ever before. Skilled techies and knowledge workers, in particular, can enjoy the kind of freedom and flexibility that used to be available only to successful novelists, artists and inventors—the ability to work when and where they want to.  They can increasingly “vote with their feet,” selecting the kinds of places that best meet their needs without worrying about what they can earn in the local labor market.  Families may gravitate to smaller cities, updated suburbs or rural areas with outdoor amenities, while ambitious young professionals fresh out of college or graduate school are likely to continue flocking to urban centers for entry-level jobs and social life.”

Richard Florida and Adam Ozimek, “How Remote Work Is Reshaping America’s Urban Geography,” Wall Street Journal (March 5, 2011)

And WFH has not been a productivity loss, but a net positive as workers are no longer saddled with long commutes and water cooler chitchat.  Stanford University economist Nick Bloom found as much as a 2.5% productivity lift from remote work.

According to Outreach CEO Manny Medina, 70 to 80% of buyers want a digital experience.

From a sales and marketing perspective, many of the digital practices that boosted SalesTech and MarTech industry revenues over the past year are likely to continue.  There will still be field sales reps calling on top prospects, but there will be more video conferencing and fewer face-to-face meetings than before.  Likewise, tradeshows and user conferences are likely to be smaller or operate more as roadshows rather than large events.  Tent pole events, such as Dreamforce, will return, but less popular events may downsize or remain virtual.  And even the tent-poles are likely to be hybrid events.  For example, Dreamforce has always recorded and posted its sessions for virtual viewing, so will likely combine live and digital best practices at future events.

BNZSA Intent Activation Engine

B2B IT Marketing Agency BNZSA (pronounced BEN-zah) entered the intent data space with the BNZSA Intent Activation Engine product launch.  The new service identifies, tracks, and activates buyer intent.  BNZSA combines technographic, firmographic, intent, NLP, and B2B telemarketing data to deliver a set of intent-activated leads.

The new service “connects all the disparate tools available to deliver the most accurate buyer Intent data, with the highest possible lead qualification and industry-standard GDPR compliance.”

Madrid-based BNZSA supports buying committee identification; intent, firmographic and technographic insight; and prospect engagement.

“At the heart of the BNZSA Intent Activation Engine is a combination of data and digital capabilities with inter-personal engagement,” stated CEO Brahim Samhoud.  “No one else offers this. There are intent vendors, technographic vendors, firmographic vendors, contact vendors, digital agencies, and tele-agencies.  Some provide pieces of the puzzle, but none does everything – until now.  No other offering provides B2B sales and marketing leaders with so many different execution options.”

BNZSA describes itself as a customizable, full lifecycle intent data solution for B2B sales and marketing teams.  

“The BNZSA Intent Activation Engine realises an end-to-end value journey through information enrichment via broad-based Intent, firmographics, and technographics, to digital warming through social media, content syndication, email, display, and PR, to local language phone-based BANT qualification,” wrote the firm.

The BNZSA Intent Activation Engine supports the following processes:

  • BNZSA Intent Data Pool: An aggregated database of billions of global, weekly intent records.
  • BNZSA Tech-Lab: An AI, NLP platform that analyzes intent potential and selects relevant records.  The NLP supports twelve European languages and combines it with machine learning and knowledge graphs.  High-intent records are matched with “client TALs [tele-prospecting accepted leads] for advanced re-targeting and adapted nurture tracks” while “the remaining selected data is further filtered by criteria specific to clients’ needs.”
  • BNZSA OmniDatabase: A reference database holding millions of company records for firmographic and technographic enrichment.  The OmniDatabase gathers data from half a dozen third-party data sources and is enriched by BNZSA’s data research team.
  • BNZSA Pipeline: Local-language demand-generation teams engage with prospects to generate a “predetermined number of highly qualified, information-rich leads” that are delivered to client sales and marketing teams.  The demand-generation teams support fifteen languages and places 15,000 calls per day.

BNZSA does not publicly disclose its data partners, but they are all respected firmographic, technographic, and intent data sources.

Leads are fed to Marketo, Salesforce, PipeDrive, and Microsoft Dynamics.  They also support warm handovers to clients where the demand generation rep schedules the call and joins the first meeting.  Because leads are BANT qualified, 70% of leads convert to opportunities with a 35% faster lead-to-close window.         

UK Country Manager Paul Stacey argues that personalizing messaging through digital campaigns alone is difficult and that ABM campaigns should never be purely digital.  The need for a human touch is even more important during the pandemic when face-to-face meetings are no longer possible.

“If you read the ABM technology vendor’s marketing claims, you would be led to think that automation can overcome marketing and sales teams’ current challenge for intimacy with clients and do it all instead – identify, reach, and engage with your highest-value prospects – at the touch of a button.  But can these off-the-shelf solutions truly automate at scale while retaining key customer insights and preserving intimacy?  I think not.

There is a place for automation of course, but it’s worthless without high-quality data, and essentially, the intervention of people. 

I would argue that the human touch is necessary in at least one, if not multiple, touchpoints in any company’s ABM campaigns.  Demand generation must ultimately be powered by people.”

BNZSA UK Country Manager Paul Stacey

BNZSA is based in Europe, so it is well-positioned to conform to GDPR and country-specific data privacy regulations.  It was founded seven years ago as a marketing agency focused on tele-based demand generation.  It has steadily grown at 30% per annum since launch and employs 200 in Spain, the UK, France, and Morocco.  Last year, it grew revenue by 38%.

BNZSA has over 100 clients and a 95% client retention rate.

Competitive Intelligence Drives Revenue

As a member of SCIP (Strategic & Competitive Intelligence Professionals) and a former CI practitioner (I am more of an industry analyst and market researcher these days, but the skills and tools often overlap), I pay attention to research on the efficacy and ROI of CI. Unfortunately, CI’s role is often diffuse across the organization, providing both strategic and tactical assistance across a broad set of functions. Thus, the impact is often difficult to properly attribute.

Thus, I wasn’t surprised when a Crayon survey on the State of Competitive Intelligence found that only 61% of CI Professionals and Stakeholders believed that CI boosts revenue (26% felt that it did not). And it may be that some of those professionals that hold a dim view of CI worked at companies that lacked somebody in that role or simply assigned a product marketing manager to perform CI along with several other duties.

But the confidence level should be higher. After all, a good CI person or team:

  • Monitors the market for general trends, new product launches, product enhancements, emerging technologies, key events (partnerships, funding, acquisitions, executive changes, filings), and competitors.
  • Briefs senior level management on the market, highlighting opportunities and threats.
  • Briefs product management on product gaps and weaknesses that place the company at a market disadvantage.
  • Performs competitive benchmarking, collects pricing data and market collateral, and monitors competitive positioning.
  • Assesses competitor’s product launches and major upgrades and briefs internal stakeholders.
  • Assists with product launches by briefing marketing and sales on competitive positioning, addressing the question of how new products and features stack up in the marketplace.
  • Supports new hire onboarding, particularly for product management, product marketing, executives, and sales professionals.
  • Trains sales reps in how to position vs. competitors, lay landmines for competitors, parry competitive charges, and stay above the fray (i.e. remain professional and avoid slinging mud).
  • Manages or participates in win/loss analyses.
  • Joins sales calls (usually virtually) when the client wishes to discuss the competitive landscape.
  • Provide on-demand support to sales reps.
  • Review RFPs and RFIs to determine whether they are neutral or one of the competitors has influenced the process.
  • Collects internal competitive data from CRMs and competitive mentions during sales calls. Conversational Intelligence from vendors such as Chorus and Gong is an emerging data collection opportunity.

If a CI team is performing these duties in a timely and accurate manner, then there is no doubt that they influence revenue generation both in the short and long-term.

Source: Crayon, “NEW DATA: 61% of Businesses Say Competitive Intelligence Directly Impacts Revenue,” March 2021

Crayon also found that the impact to CI was strongly related to the creation of KPIs for the program. Without KPIs, 57% of professionals were unsure about the impact of CI on revenue. When KPIs were in place, 78% of survey respondents were confident that CI helped drive revenue.

The frequency of CI distribution is also strongly related to its impact. 70% of respondents with daily or weekly intelligence distribution said that CI helped increase revenue, falling to 55% monthly and 46% quarterly. The frequency of messaging probably has several effects: it reinforces the role of CI in the organization, it delivers a timelier and more comprehensive work product, and it embeds CI into the knowledge flow and company discussions.

Competitive Intelligence professionals help drive revenue growth through their interactions with sales, marketing, product management, and c-level executives, fostering better planning, messaging, and product development.

Rhetorik UK Expansion Pack

Rhetorik announced a UK expansion pack to its NetFinder+ technology sales intelligence service.   The expansion pack adds 90,000 companies and 200,000 contacts and emails to Rhetorik’s UK coverage.  NetFinder+ data includes firmographics, contacts, and technographics.  

The Rhetorik Technology Classification (RTC), a proprietary taxonomy, spans 7,000 vendors across ten million installs. Rhetorik’s technographics cover

  • Installed IT assets such as telecoms equipment, networking devices, and server and desktop hardware
  • Software products from traditional enterprise applications and operating systems to new cloud platforms and vertical industry applications
  • Services and consumables suppliers

“We have invested heavily in our international coverage, now offering sales and marketing intelligence across 30+ countries, but the UK remains the largest and fastest-growing IT market in Europe for a range of enterprise software and cloud services. This fully GDPR-compliant SMB expansion enables marketers to reach deeper into that market than ever before.”

Rhetorik CEO Meredith Amdur

The expanded coverage profiles UK companies with five to 100 employees.  Rhetorik expects to “significantly” grow their coverage this year.  They have a “stand-by database” of companies and contacts “awaiting final cleaning and compliance.  “Existing clients will gain free access for three months to all the new accounts and contacts that meet their existing data criteria,” wrote CRO Kevin Savage.

Rhetorik covers Western European along with

  • Former Soviet Union: The Ukraine, Estonia, and Latvia
  • Balkans: Slovenia, Croatia, and Greece
  • Eastern Europe: Poland, Czech Republic, Hungary, Bulgaria, and Romania

Additional EMEA countries include the UAE, Saudi Arabia, Israel, and South Africa, with ten more countries in development.

In January, Rhetorik released its DataCliniq DaaS enrichment service for maintaining data hygiene.  DataCliniq diagnoses, cleanses, and enriches account, contact, and lead records.  It supports both batch file uploads and channel partner integrations with data marketplaces.  The service also directly integrates with Salesforce, MS Dynamics, HubSpot, and Marketo.

Rhetorik’s year-to-date revenue is up 50%.

Clari Series E

Revenue Intelligence vendor Clari closed on a $150 million Series E that valued the firm at $1.6 billion.  The round more than triples its 2019 Series D valuation. The financing was led by Silver Lake with B Capital Group and existing investors Sequoia Capital, Bain Capital Ventures, Sapphire Ventures, Madrona Ventures, Thomvest, and Tenaya Capital also participating.   To date, Clari has raised $285 million.

Clari will deploy the funds to accelerate product development, expand ecosystem partnerships, and drive global expansion.  It is planning on doubling its headcount to 600 by the end of this year.  San Francisco-based Clari is “hiring across all departments.”

The firm’s ability to predict revenue was crucial over the past year as firms scrambled to understand their pipeline and opportunities during the pandemic.  Platform usage doubled last year and executive time increased 50%.  The firm also saw deal updates increase 80% last year while pipeline and forecast revenue doubled.

Seventy percent of Clari’s new customers inked multi-year deals, and 60% of existing customers increased their seat counts or invested in additional product capabilities last year.

The round comes at a time when Gartner is bullish on the RevOpps segment.

“By 2025, Gartner predicts 75 percent of high-growth tech companies will use RevOps for end-to-end revenue production enabling hyperautomated sales and omnichannel customer engagement. RevOps is a holistic organizational model that aligns the company around three elements of centralized ops and processes, a communal shared-data layer, and a continuous customer engagement capability, all measured around revenue production.”

Alastair Woolcock, Senior Director Analyst at Gartner.

“Today’s news is more than just the next phase in Clari’s evolution,” said CEO Andy Byrne. “It’s validation for the entire revenue operations movement.  It’s a call to every company and every leader working to manage revenue generation as a predictable process, one that can be controlled, automated, and optimized, like any other business process.”

Byrne did not disclose 2020 revenue but noted that it beat the original plan by 110%.

“That’s why we’ve had such great investor interest…[VCs] were hearing in the investment community about how transformative Clari has been…Giving companies what we call revenue confidence, being able to go and understand where you’re going to be and to accurately predict the impact the pandemic is going to have on your trajectory, good or bad,” Byrne explained.

With strong revenue momentum and a healthy valuation, an IPO may be in Clari’s future.

“I would say the answer is unequivocally yes, and we’re building toward this,” said Byrne. “We don’t have a time frame upon which we know where we’re going to go public, but the next goal is to get to the IPO starting line.”


Part II, which discusses Clari’s recent enhancements, posts tomorrow.

Cognism Growth

UK Sales Intelligence vendor Cognism continues its rapid growth with $11.5 million in 2020 revenue.  CEO James Isilay anticipates 2021 revenue of $20 million.  ACV is around $14,000 with over 1,000 customers.

Cognism had an initial one-month hiccup due to COVID as customers in the recruitment and events space were hit hard, and the firm needed to transition to a WFH sales environment.  However, the firm is back to growing “and hitting its targets every month.”

“COVID helped us get way more efficient.  We didn’t need an office anymore, it slowed our headcount growth,” said Isilay.” We really have an engine now where we can just put more money into headcount in terms of SDRs or into marketing and then get more growth.  So it’s really just a question of how much we want to put the foot down on the pedal.”

Cognism CEO James Isilay

By the end of October, employment hit 179 with sixty headcount in Croatia and Macedonia.

When the firm acquired email signature marketing vendor Mailtastic back in May, they paid roughly $4 million for the company in a stock and cash deal.

Mailtastic’s net retention is around 110%, and the prospecting service is approaching 90%.  However, there is a high percentage of returning customers post-churn.  The company started in the SMB space and has moved up-market, so net retention should improve.

While the firm has a negative cash flow, it burns only $200K per month with six to seven million from the last raise sitting in the bank.  The August funding round valued the firm at a bit under $100 million.

Cognism offers sales intelligence, B2B DaaS, and sales engagement services. It maintains over 55 million European company profiles.