David PottsGuest
Jeffrey BermanHost
So h- but what was, what was really the catalyst? Because you said you had this integration engine which the...

which your retail clients and customers liked, but you saw them utilizing the integration platform, which I suppose, if I'm hearing correctly, became- What is CloudQuix today?

What was, what was the, what was the catalyst where you said, "Hey, we're gonna favor..." Like, as, as the, as the company, as the trajectory of the company moves from where it's been to where it's going, we're gonna keep SalesWarp running, like you said earlier, it's a profitable company, but it's now a subsidiary of CloudQuix.

What was that thinking like? What was the-- What were the conversations internally-

So, um, both subsidiaries run completely independent, so they're, they're wholly owned subsidiaries of the parent company.

Uh, so splitting those off, part of the preparation was the product is tightly coupled into SalesWarp, right? Um, and as a standalone product, it was sold as a, as an add-on product to SalesWarp.

So primary need we were s- we were solving was looking to diversify into other markets where we had a lot of interest.

Um, and also positioning CloudQuix so it could evolve quickly enough to, to catch the AI adoption curve, and that's also accelerating the CloudQuix product line, uh, very rapidly now, Jeff.

So, but what was the specific project or client failure that made you say, "This internal tool is actually now a company?"

It was really our, our need to look for other markets for growth, right? We, we didn't wanna continue trying to push SalesWarp and, you know, another feature for SalesWarp to raise the, raise the average, you know, license price for existing clients or go into markets that we felt there was considerable margin pressure on.

So we were looking for places where we could, you know, take a product which was doing well, getting used, used in, used in, uh, unique situations, and then really go find a vertical to attack with that product.

And so that begs the question, what's the vertical that you've, uh, uh, decided to go after?

So h- but what was, what was really the catalyst? Because you said you had this integration engine which the...

which your retail clients and customers liked, but you saw them utilizing the integration platform, which I suppose, if I'm hearing correctly, became- What is CloudQuix today?

What was, what was the, what was the catalyst where you said, "Hey, we're gonna favor..." Like, as, as the, as the company, as the trajectory of the company moves from where it's been to where it's going, we're gonna keep SalesWarp running, like you said earlier, it's a profitable company, but it's now a subsidiary of CloudQuix.

What was that thinking like? What was the-- What were the conversations internally-

So, um, both subsidiaries run completely independent, so they're, they're wholly owned subsidiaries of the parent company.

Uh, so splitting those off, part of the preparation was the product is tightly coupled into SalesWarp, right? Um, and as a standalone product, it was sold as a, as an add-on product to SalesWarp.

So primary need we were s- we were solving was looking to diversify into other markets where we had a lot of interest.

Um, and also positioning CloudQuix so it could evolve quickly enough to, to catch the AI adoption curve, and that's also accelerating the CloudQuix product line, uh, very rapidly now, Jeff.

So, but what was the specific project or client failure that made you say, "This internal tool is actually now a company?"

It was really our, our need to look for other markets for growth, right? We, we didn't wanna continue trying to push SalesWarp and, you know, another feature for SalesWarp to raise the, raise the average, you know, license price for existing clients or go into markets that we felt there was considerable margin pressure on.

So we were looking for places where we could, you know, take a product which was doing well, getting used, used in, used in, uh, unique situations, and then really go find a vertical to attack with that product.

And so that begs the question, what's the vertical that you've, uh, uh, decided to go after?
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