Adam X with Neel Kamal

Outline Summary: Adam X and the Buyer-Centric Evolution of GTM

Intro

• This dialogue centers on Neil Kamal, serial entrepreneur and founder of Boost Up, and his pivot to Atom X, an AI-first company aimed at revolutionizing go-to-market (GTM) and revenue operations. The conversation weaves personal experience, buyer psychology, and a concrete product framework that rethinks how B2B buyers perceive vendors.

Center: Key Concepts and Structure

• From Boost Up to Atom X: the spark

  • Boost Up delivered revenue intelligence by mapping GTM landscapes; recurring pain emerged: only a portion of prospects convert, even when the product is strong.

  • The insight: buyers see you through their own lens; the journey is multi-stakeholder, multi-touch, and opaque to vendors.

• The buyer journey, reimagined

  • Classic path: curiosity → search → demos → due diligence → ROI evaluation.

  • Critical realization: the impression formed early (60–70% into the journey) strongly predicts who wins. The “number one vendor” on a buyer’s short list wins ~84% of the time.

  • Two big problems: marketing’s anonymity of the buyer and sales’ need to impress a well-informed buyer in the first meeting.

• Atom X: synthetic buyer as the solution

  • Idea: train a large language model to “think” like the buyer of a target customer (e.g., MongoDB’s buyer persona).

  • Build synthetic buyers for different roles, company sizes, and pain points to simulate the buyer journey across 400–600 touchpoints, episodes, and personas.

  • Output: a precise baseline of a company’s GTM performance against competitors, with actionable gaps.

• What Atom X measures and why it matters

  • Focus on impression quality over vanity metrics (web visits, webinars).

  • Identify frictions: missing testimonials, weak third-party validation, inconsistent messaging across journey stages.

  • Emphasize external benchmarking: measure against competitors to determine relative standing.

• Three product pillars: Top Journey, Top Rep, Role Play

  • Top Journey: maps the entire buyer journey at the episode level; reveals where impressions falter and how to beat competitor signals.

  • Top Rep: uses synthetic buyer feedback on real sales calls to coach reps; highlights coaching needs, call demeanor, and closing signals.

  • Role Play: scenario-based practice with a synthetic buyer to ramp reps efficiently—bridging the gap between training and performance.

• Golden moments and customer voice

  • Extract “golden moments” from calls — authentic buyer praise or critical product feedback — and repurpose as testimonials, product feedback, and marketing ammunition.

  • Avoid noisy, non-actionable feedback; prioritize the precise moments that shift perception.

• Enablement reimagined: continuous, data-driven coaching

  • Move away from classroom basics to targeted, real-time coaching.

  • Role play plus Top Rep creates scalable, personalized enablement without the one-on-one bottleneck.

• Strategic implications for CEOs and boards

  • The intelligent GTM layer is not optional; it’s a competitive necessity.

  • Firms must chase “being the best” in buyer perception, not merely “being good.”

  • Implementing Atom X promises faster ramp, reduced cycle times, and better resource allocation.

Outro

• Neil’s message: apply transformative AI thoughtfully, one use case at a time, to convert the buyer’s perception into sustainable revenue gains.

• The host concurs: Atom X could redefine GTM norms, enabling organizations to be top-of-mind for their buyers and top-of-wallet for growth.

• The conversation closes with optimism about Atom X’s potential and a nod to future collaboration.

Notes on Style

• Bold: key terms (buyer journey, synthetic buyer, Top Journey, Golden moments).

• Italics: emphasis on concepts (impression, benchmarks).

• Tables: concept-to-impact comparisons (Traditional GTM vs. Atom X approach).

• Headings: structured sections with concise bullets for clarity.

• Center: core idea emphasized in a centered, highlighted block.

Full Transcript

[Music] We have Neil Kamal here today. So excited, Neil, for you to be on our podcast. Neil is a serial entrepreneur, founder of Boostup, which is one of my favorite revenue intelligence platforms and is so good at understanding the goto market landscape. Since Boost Up, Neil has founded Atom X, which is a new AI built first company, which he's going to walk us through. Neil, you and I have been working together for a long time. I think we have been in the trenches of go to market and have really felt the pain of what a lot of these companies are trying to do as they're building. So just really excited to to dive in. Um I think a great way to kick this off. You built Boost up such an impressive platform and I think that created a lot of the inspiration that you have for Adam X. would love to just hear the story, hear the pain that you felt and what gave you the inspiration to start this new venture. Yeah, great question. And first of all, thank you for having me, Anthony, and thank you um for the shared journey we have had. Uh the first time we met, uh we what we were doing 8 years ago and what both you and I are doing now obviously is greatly transformed. We live in the era of intelligence and the intelligence layer is not like just a new technology. It's such a big paradigm shift. I don't think it's even like internet. It's like fire. Our discovery of fire that we are still figuring out what to do with it. We just have the fire. Somebody still have to invent the pan using which we can cook something on fire and things like that. So it is an exciting time. uh that we are uh in the world. Exciting time to be here in the middle of technology innovation and it's really exciting to be here on your show. Um like you said you know um when we were building Boost uh and you'll relate with this journey and so would your audience founders and early uh team engineers developers everybody else they put their heart and soul in building a company and as they do that uh they are striving for the moon everybody wanting to the build the best product that they possibly can for Some portion of those companies they get lucky and are successful in building truly building great product out there. We did that. We felt by the time 2020 arrived we were two two and a half years into building our company and our product. We had already gotten several customers and several and many of those had used our competitive product in past and then left that to come join Boosta. Which means in our mind as founders we felt like we have arrived we have built something of value that our customer like. I would go talk to these customer would try to understand what they are liking about Bootop and would try to then present it to our future customers, buyers, prospects. But one thing always haunted me which was why 100% of these prospects are not buying into booster. Why do we have a rate called conversion rate? Why only certain percentage whether it is 5, 10, 15 or 50? What about the others? Why are they not seeing what I am seeing or what many others have seen? At the time I always used to approach it from inside. what I know I will tell you and therefore you must know what I know and therefore you must conclude that I'm the best product and therefore you should buy our product why would you go buy anything else the world is not that simple and this and the portion here is that the buyer have their own set of lenses uh 2020 um was also interesting in the world because of co we started having a lot more meetings because of co uh but obviously remote meetings world figured out a way to get efficient and our conversion rate only started looking worse. It took a beating. It did not get better. In fact, it was trending in the wrong direction. Uh then came 22, the slowdown and also towards the end of 22, a little known birdie, the charg shocked each one of us. And then 23 when it became more mainstream available that's when a couple of us got together and started experimenting with um with this idea that uh trying to solve the problem of boost up on why is our revenue not as great as it would want to be. In our in that process, we ended up inventing something so cool, so powerful that it became a foundational change in our mind and that led me and my partner at that time Abhishek Gutya to start Adam. We formally started in April 2024 and uh it has been an exciting journey. It has been every day has been a day of innovation uh struggles and opportunities all at the same time and and that's the journey so far. That's amazing. I think the best innovations, the best products are really built from that organic hands-on I've had this issue myself experience and especially knowing, hey, this is something that you use to help build boost up that this is so powerful that you've already used your own company as a case study. Uh to be able to bring this to the market is is really really impressive. Thank you. And I really um dive inspiration from you know the the struggles of leaders, CEOs, CRO's, CMOs. Many many many hours of countless hours of effort and work goes into building a great technology. But what is hard is how is your buyer seeing you and they always see the way they see you. You might have built the world's best stuff in there and if they are not able to see it then they are not able to see it and especially in B2B companies the discovery process is not as simple and you you know the process of going through it first of all the substance is of high dollar value secondly it is not one person but a committee of people who are in the buying group right third you might be serving more than one type of audience, enterprise, mid-market, consumer and different kind. And in their journey, you might not have just one product, but more than one product. And so, how do you consol that you will be graded number one? In fact, if you let me, I'll share what the buyer journey looks like from from the at the current time. Yeah, we'd love to see it. I think that'll be a good framework to set the stage and and tone for how AtomX is helping to accelerate that and provide visibility. So, I think taking a look at that framework would be great. Let's look at this, right? Everybody wants to understand and create the best experience for their buyer. That's why we have good the entire go to marketing team starting from top of the funnel all the way. But try to think from a buyer perspective. What is buyer doing? So this is a typical journey. Buyer is starting with curiosity or pain. They go through various searches, social media, publications, videos, webinar, forums, research, checking the ratings, asking peers. Eventually they um either by the vendor reaching out to them or they deciding that they are ready for demo. Then they go into demo, use case discussion, detailed demo, due diligence, ROI, business case evaluation and so on and so forth. This is the journey that the traditional um software but even hardware companies would go through and their buyer would go through. The interesting thing about this journey is that the buyer is forming impression about you from get-go, right? They are grading you from very first search. Where were you in the search? Were you in the top 10 or not in the top 10? What happened in the forums? What happened in the social media? It's everything is adding to an impression. Then somewhere around 60 70% mark depending upon the uh company the buyer your buyer will build a short list. Well, one of the reason they build a short list is because they can't possibly work with everybody in the world. other is that they already have gotten more than enough evidence that these three or four vendors will be able to satisfy their need. Right? Right. So this is a short list and what's so powerful about this short list shown through empirical data is that the number one vendor wins 84% of the time. Now who is the number one vendor? The number one vendor is not a selected vendor yet. It is just part of the short list but it is the vendor who you have the best impressions so far and you are still at 60 70% of the journey which means the game is over even before your full-on sales team had a chance right so so when we when I saw this data for the first time my mind went into two things first I did remember some of the deals where I was part of the 16% and I won them and I was very proud of those deals because it take a heroism. Yeah. But those were brutal wins. Those those weren't wins where you just like had an easy path across the finish line. You probably had to go through so many objections. Somebody on the buyer committee was already convinced that they should be using a different vendor. And like those are the most brutal wins. Probably a longer sales cycle too. Even if you do win, the amount of effort is probably 10x that you put into something where you were shortlisted as vendor A. precisely and we all remember you know the CA calculation and so on and so forth. The more times we are in B and C and D the CA goes high because you're losing more than winning and and therefore your cost will be high because from a buyer perspective they have they are going to engage with all of these four vendor all the way till the end. So all the resources the time spent there will be four company which will be forecasting this deal and only one would win and winner takes it all obviously in any purchase. So that's a very interesting data which means as executives founders or leaders in the company we would want to be number one in the journey obviously but the problem is becoming number one is complex and I'm dividing this complexity in two part the marketing complexity and the sales complexity the marketing side complexity is that the buyer is anonymous you don't know what they want what is their current situation What are they coming from? What are they shooting for? You know, how much does it hurt? What have they looked at? Where they looked at the information. None of that is visible. You don't even know when they start their journey. You don't know the timeline. You as a vendor start seeing that much later when the first time they'll download something and they're willing to share their real the real email or real phone number on your website, right? and they are spending probably 15% of their time on your website and another 15% on competitor and everybody else first party third party everything else. So, so in marketing side the problem is the buyer is anonymous and you do not know them that very well on what do they want. On the sales side the challenge is buyer is coming in highly informed. By the time they meet you they have gone through an understanding of problem space because that's what they lived. They understand a little bit about solution space, various offerings, and they understand the competitive landscape very, very well, right? You against your competition. So, they're coming in because they still want to talk to you. They want to give you a chance to tell the best version of yourself. But the sales rep, they will have to be so good in that first second meeting that they will have to form an impression of oneup over your buyer where you are not just qualifying them but you are also impressing them with what you got and the relationship building and everything else that the salesmanship is. This is hard for sales team and that's why it takes so much time and effort uh into building and enabling a sales team. So both of these challenge are related to we don't know our buyer very well and this is not about identifying a buyer it's about thinking how the buyer thinks so jokingly in boostup I used to say that if I could just put a chip in their head and get all the data of what they are thinking I can win any deal my team is ready to close and the hardest customer there is if we could just know what they are thinking obviously ly that's not possible. So we ended up at AdamX we ended up inventing the next best thing which is we built our own buyer. Basically what we did was we took a model and large language model a thinking model and then we trained that model to think like the buyer of our customer. Let's say we are working with MongoDB as as a customer. Then we train a buyer to be the buyer of MongoDB. Now MongoDB might identify that for one of their buyer is a midsize enterprise customer between 2,000 to 4,000 employees where the buyer is or buying committee includes a database engineer architect and a VP of engineering and maybe even a DevOps person. Then we train the model based on internet data to think like those personalities what they have gone through. That buyer also has a company. That company has a a size, an organization, a hierarchy and um you know a a set of things that they are bringing out in the market. So we synthetically create that information and then that company also has a problem or pain. They might have several applications. The applications are running low. the queries are high or you know some application went down and the board is saying that this is not acceptable or the CEO is pissed about it and the CFO is beating down their neck on why they are spending so much money and yet this is so reliable that is also something we synthetically create just like a real buyer but once we have created those situation and scenarios we feed that to the model this model is a very good representative set of your real buyers And then we do something beautiful with it. Then we have this buyer go through your journey, your buyer journey and your competitor's journey and is able to give you a baseline of what does your buying journey look like, how good you are against your competition. A buying journey roughly consists of 400 to 600 different touch point. We organize that in form of episodes. Then episodes become the part of journey journey under the part of buying persona. So we organize all that data and then present it in such a way that you would be clearly able to understand where you are hurting. If you are hurting let's say in the area of customer testimonials because you don't have enough you should fix that problem versus having lots of webinar. If you're hurting because you don't have third party validation, then you should fix that problem rather than doing a website refresh. If you're hurting because your initial journey message is different from your later journey message, then you should fix that problem rather than having a marketing automation tool implemented. So as in in my own experience at boostup in five plus years we solved so many problems without fully understanding that those were problems of our buyer and that is where you know the resource organization what we need to fix when and why we are not seeing the results that we want why we are not getting the revenue all of that fall in trap in because of that and it is so hard to get this data it's so hard to know all the touch points that your buyer might even go through to even give it a proper evaluation, let alone what your competitors have set up out in the market and what third party websites might be saying about you or not saying about you. So to and to go through this with an unbiased lens nearly impossible. If I'm looking at things, I'm immediately filtering what I'm looking at based on my perspective from inside my company. So if I were to use lean scale as an example, if I'm looking to comparison to revops, go to market agencies or other people, I'm immediately disqualifying things that I don't agree with. And that's not helping me. that's that's not putting me in a position to really identify where they're positioned better than we are and where we can fill in gaps because I'm just going to be having confirmation bias of what I believe in being inside the dome of lean scale. So not only the amount of data you have to collect, but then to do it in a way that is actually going to be done correctly without as much bias as possible. That part I feel like might even be the harder part than the data part. And the values that you get out of it is is um you don't have to depend upon these uh you know the the old school metrics you know you like for example we used to track you know how many G2 reviews are we getting how many uh webinars are we doing per month how many website page visits are we taking what is our drop off rate what is our you know top of the top of the funnel conversion rate, what is bottom of the A lot of these things that we are tracking ultimately gets simplified to a very simple thing. How does our buyer look at us? If your buyer is treating you number one, you will start winning. If your buyer is treating you number four, you doesn't matter how good one tracking system versus another tracking system it is, you are not winning because you do not create the best impression in minds of your buyer. Now you will win some deals irrespective because there will be a buyer who would who hate every other competitor. So you become the default choice and I have won such deals myself and my team has. But predominantly the only metric that matter is how your buyer like you and what do they rate you? And unfortunately so far there was not a good way to measure that consistently and like you said in an objective fashion where you're not biased from inside right many many years ago during my you know master's program I had heard the concept of secret shopper that consumer technology companies would do. Mhm. But you can't deploy that to B2B world because for two problems one you know secret shopper the buyer is a consumer like if you're buying you know water bottle you don't need to be an expert in water bottle but if you're buying an relational database or NoSQL database there is a lot more that you need to know and and the second problem is that the entire process is built to progress or reject you as a buyer. So if you're not really answering the question in a discovery call, then you will be rejected. You won't be able to go to the next level. If you're not providing information correctly, you won't be sent that Gartner white paper and so on and so forth. Just giving some examples. And normally it's going to be filtered out right out of the gate. If if I were to go request a demo from a another RevOps agency, immediately they're going to say, "No, I'm not having a meeting with Anthony Enrico, founder of Leanscale. That I'm not going to have a meeting." But going taking the consumer approach, like you're saying, I uh when I was in college, I worked at a restaurant. We would often go to restaurants that were similar. You could call them competitors if you want. And then understand like how are they preparing things? What is their service like? What are they doing that might be working? And we would have people come into our restaurant and test, hey, how are we doing? And write everything down. You know, how long did it take to get to the table? How long did it take for my food to come out? Was the server friendly, knowledgeable, did they know everything? So, we were able to test how good of an experience are we providing? And we it was relatively easy to have that process in place. But you're right in B2B all of this information and data is gated and really really difficult to get and really difficult to test yourself. Let alone try to see what competitors are doing precisely. And the definition of what good looks like, what are they doing right, what is they not doing right is a biased internal perspective is not going to help it. And in past I have you know I personally have tried asking some of my friends to go through the buyer journey of our competitor. But the problem is that they don't remember the details. Like if the feedback you're receiving from a friend who is going to see your competitor's site or demo saying that ah I didn't like your website. That doesn't help you because what are you going to do about that feedback? How do you change that? Versus if you said I went to your website and I looked at the pricing page and when I looked at the competitor pricing page they had at least given information even though they did not share the pricing they had at least given the pricing explained their pricing methodology but your site didn't even have pricing page that's a valid details that you can incorporate and make change with. But when we ask our friends to do this for us, we get very high level. It's like, okay, when you went to a sales call, uh, what do you like, didn't like? Uh, well, you know, the rep was warm and fuzzy, but I didn't get impressed. How do you solve that? What do you do with it? The other attempt that I have personally tried at Boostup was we paid an agency uh solid amount of money to do exit interviews with our buyer. Mhm. Some of them were our customers and others who actually chose our competitor and and the exit interview data while it was very lucrative to get that data, we were not able to act on that data because of the same problem because it is very highlevel readout of what is good not good. But the advantage with synthetic buyer is it is telling you precisely where it went precisely what it heard on a call precisely why it get confused and why it didn't like something and precisely what they saw somewhere else in your competitor's space and they liked it. So that level of details allows somebody within your team to actually do something about it and fix it and improve it and then rerun the top journey and see if you have improved. Well, I would love to see I agree with the problem statement. I know how valuable the data is. Um, and I think if you tested yourself and had competitive intelligence, you could do so much with it. I'd love to see how you've done this with Atom X. Take a look at the product behind the scenes in the platform and see exactly how you can tee up this intelligence for somebody. Absolutely. And before I do that, let me tell you about the other side which is top rep which we forgot to talk about because top journey is so exciting. So even after you Even after you build the journey, a big a part of the journey is also the engagement with the sales team. So if you have built the perfect journey, but your sales team comes in and they just qualify the prospect didn't do anything to actually create a good impression, you're back to the same problem. So you got to solve both sides, the marketing side or product product and marketing side as well as the sales side. So on sales side what we do is you know these days most of the call sales calls are being recorded anyway. We feed those calls to the synthetic buyer and we say listen to these call. The synthetic buyer is already aware of the journey already have a brain and training of your ideal customer. And so now we ask them to go through the calls and say based on what you heard analyze the rep and tell me what did you what did what are they doing well and what are they not doing well. You know in modern times while we are recording the calls nobody listens to these calls. Mhm. It becomes overwhelming in fact inhumane to ask somebody to listen to the call. And even if you could listen to a rep's call, how do you listen to the entire company's call? Those will be in hundreds if not thousands if you look at a cohort of him. And even if you could, how could you pull out the right information that's necessary to judge whether it's good or not? Correct. A classic example is when a sales manager listen to a call says, "Hey, you forgot to hey, you forgot to book the next meeting or you you forgot to ask medic questions because our process is for you to do medic." That's a very sales manager's point of view and there is merit in that. But guess what? Your buyer doesn't care about you booking the next meeting. and they don't like you more than your competitor because you booked the next meeting or you asked the medic questions or not. No buyers care about that. So, you're not scoring any points with the buyer. You're not creating the perfect impression by following the internal playbook, although that is necessary. But if the buyer asked you a question about pricing and you danced around that question rather than answering that, then they get irritated because they just had another call with a competitor where they were willing to share that information. So now they're thinking there must be something fuzzy about it or these guys are not ready to sell into us and that's why you're not willing to share. If you give an overlofty explanation to uh uh a call and I'll show you some examples. These type of problems are happening in our sales call all day. We all know it as a leader but we don't have a opportunity to go listen to each one of these calls. It's inhumane. It's impossible and therefore we are just living with the problem. So what are what are our our alternative? We basically say well the ramp time for a for a rep to be great will be 2 years. So till the time we just have to suck it in which is what I did at push up and and that leads to all kinds of problems and the idea of top rep is so that you can immediately understand what you're doing well and not doing well and related to that and the final thing that we offer is what we call roleplay where by this time your synthetic buyer would have become the most intelligent buyer that you could ever find. It has gone through your journey. It has listened to all variations of your sales call. And if you can get to practice with the toughest customer that you can have, imagine how good can you become through that. It's like if you can play tennis against the best world's best player, that's or best push. That's how that's the training you're going to get. And so we offer top journey to help your journey, top rep to help your rep, and role play to ramp them up and actually get them to the best level. Yeah, it's so smart. We would normally wait, like you said, especially a lot of the companies you work at, they have a six-month sales cycle. So you hire someone, you wait six months to see if they closed anything, then you give them another three months because maybe there's some excuse on pipeline or they have a couple deals that are just about to close. And then you realize that you made a bad call and that whole time you had somebody not good in seat you should have. You're wasting opportunity cost of getting a good rep in seat. No, it's a huge time delay to be able to assess your talent. And I'm not only blaming uh hiring poorly, it's also a lot of time to enable people. So I'm excited to see that aspect of the platform as well because I think that's super valuable. So um this is a demo involvement. Uh you see three products in here. Top journey, top rep, role play. I'm going to right now I'm at top rep. Let's start there. Then I'll take you the journey and role play. So we are looking at a particular CRO of the demo company. We have the last month of call which is 164 calls. Synthetic buyer has listened to each one of these calls and it has done the analysis at every level. You can look at at that CRO level. You can go to the VP level. You can go to even down to a rep level. So I'm going to show that to you one by one. At a CRO level, it is saying that there is excellence in AI capability differentiation. That's great. Your team is doing that very well. However, there is inconsistent pricing discussion management. There is poor security requirement handling. At this point, if you're a sales manager like me who believe in your team, you'll be like, tell me more like where uh give me some evidence of this. So, click on any one of these things and you get to see clips, not calls or not three 157 hours of call, but a 53 second clip or the next one, which would be a 50-second clip or the next one. And here you can listen to the clip or you can see a summary of what happened and what does the synthetic buyer's recommendation is for you to do in this situation. For example, the salesperson appears uncertain about the status of security documentation and compliance requirement expressing concerns about reminder without clear resolution. Right? You go to the next one. deferred important security question to future discussion rather than addressing them right right away should have provided key security certification encryption standard and so on and so forth. So at at this level if this is doing a pattern recognition it's not about that there was this one time that your team or did not handle the security question. There is many many many evidence and almost a pattern in last month and that's why it is flagging this up so that as a leader you can create a program and then say guys we need to get better at handling security requirements and I'm creating a program and we will make this quarter about becoming really really good with requirement or it could be about becoming really really good with discovery. How do we do discovery? How do we do intelligent discovery without offending or taking too much time with the buyer? These are programs that could be created. All these clusters are in relevance to so you have Michael's team up there. So let's say Michael's running the commercial sales team and you know Anony's running the enterprise sales team. You might have different insights based on what products or fmographic segment or region they're uh going to market. Correct. That's right. If you go to for example another person's team, you will see um uh different analysis for that team. And in this case, this team had 56 call. They actually show excellence in implementation transparency, strong product evolution and technical storytelling, but consistent weaken in meeting closure, taking too much time, run out of time, is not able to close the meeting on time, so on and so forth. very different type of problem which is a pattern in this and that's helpful for this manager to then focus on in his call with his team. Right. Nice. So smart. You're also seeing something that is really important. See more and more selling is about uh about you know doing this calls very very well. Right? the call skills are directly proportional to salesmanship and and so you are getting the synthetic buyer rate your team based on their call performance last month right so if Andrea is doing really well in the call you can click on Andrea and say what is she doing so right and you can go into her now we are looking at analysis of 10 calls of Andrea you can go into a specific call itself you can say okay she did really well on this green cross deal. What happened? And then you can click and see directly the red clips. The speaker introduces two account executives without clearly def defining their roles on the transition timeline, properly creating confusion about her own relationship. You know, things like Henria provides scattered handoff to Mitch diminishing both their credibility by appearing unprepared and unfocused and you can listen to these calls and then accordingly train her. This way you don't have the burden to listen to a full-on 50 60 80 minutes call each one of these calls and yet you are able to directly help Andrea and that and that makes a chop for the manager easier too because that's some ruthless feedback that she got unfortunately. Um but sometimes that feedback is a little tough even if you did see it. Um it's pretty easy to lean on the crutch like well this is what it said do you agree with it or not? Um, so I think that's given the manager some tools for sure to have those tough conversations with their team. Absolutely. Precisely. It does another very powerful thing. You know these days buried inside these calls is also what our customer love about our technology right and they are saying that with expression during these calls and we hungry to know that. Why are we hungry? What can I do with it? We we can use that as a feedback for our product. We can use that for internal awareness. We can use that for customer testimonial. We can use that for case studies. There are so many so much value in these golden moments. So we actually call it golden moments and we capture all of that for you. So you can click on it and directly buyer shows strong excitement about automatic data extraction capability especially comparing it to previous manual processes. Buyer explicitly state they are sold on the solution and ready to move forward. These are colden words but I express strong enthusiasm about AI contract review particularly in consider uh customization capabilities on and on buried inside these hundreds of call 164 call are these golden moments in fact we were so excited about this feature that we ran it on AdamX and I'll show you what it created just within last one year of having spoken to our customers prospects. We were able to capture hundreds of such golden moment and we put them on our website in form of testimonial. So if you go to testimonial on our website, you see these golden moments being said by people which were took us all of half a day to put this together because the synthetic wire is automatically capturing it. It is dduping it. It is telling what is powerful. For example, buried inside these calls are also a comment where some a buyer would say, "Thank you so much for waiting. I am sorry that I was 5 minutes late." That's not a testimonial that you should put on your website. They also are saying that I love your background, the Zoom background that you have. Uh I love the the picture of your family or things like that. That's not a testimonial that you should put on our web your website. But if they said, I really like this feature. In fact, this beats your competition hands down. That's a testimonial, right? So the only way you can know that if you are a buyer yourself, which is what we have invented for you, synthetic buyer. So on and on and on. This is what these buyers have said about Adam X. And we did that by training a buyer for Adam X. and they are listening to the call and they're mining this and presenting this nice in bootstrap. This would have taken me hundreds of hours of work and then to I won't be this good at it because I'll have to go talk to my customer success leader who would then identify a few customers who are very happy. I'll then go talk to them, then I schedule a meeting and then you know there like it is an infinite long process of getting assuming you could even get to that point and then you're still going to miss things. Even if you put in 10 out of 10 effort, you're going to miss those items. You're not even going to have a chance to get there. Correct? Because your consumer is not one person. It's it might be 15 people in that organization and you will never be talking to all 15 despite your best effort. Right? So this is very powerful golden moment. So so far we have talked about the observation which is going to help the managers and the reps. We've talked about ranking which helps enablement. We've talked about golden moments which helps product marketing and marketing in general. We talked and product feedback. Now let's say that you are one of these reps and you're facing a particular problem. You don't have and you are a new rep. You don't have to wait to be beaten down by your CRO or your VP of sales. You can in your comfort of your own time. You can go to role play and you can say all right I want to practice and there will be readym made scenario based on your problems as a rep. So you're not generically practicing things. Let's say that you are struggling with meeting closing then that would be a scenario here. Let's say you are struggling with discovery questions. That is a scenario here. You go here and you're able to talk to and then if I say join call and I don't know if audio over audio will record but we can give it a try. If I say join call we would have a synthetic buyer join this conversation. Hey Maya, can you hear us? Yes, I can hear you. Oh, this that's great. Um Maya, thanks for being here. I see you had requested a demo by going on our website. My name is Neil Kamal and I am going to be your chefron for this call. It so happened that my friend Anthony Ro, he also and was here in the office. He's considering joining our company and wanted to see how the interaction looks like. So he is also listening in. Do you mind? And you can would you be okay sharing saying hello to Anthony? Hello Anthony. Nice to meet you. Let's get started. All right. Maya, it will be great to get started with an introduction about you, maybe a little bit about the company and what problems are you trying to solve. Sure. I've been with Horizon Bios Systems for three years, starting as director of legal operations and now serving as VP. We're a biotech company based in San Diego with over 750 employees. Currently, we're looking to address inefficiencies in our contract management process, too many manual steps, no standardized intake, and limited automation. Let me stop here otherwise we'll go into a big love it. That was great. Audio came in great, too. So, no, that's an excellent example of, hey, let me get some reps in. And if you're if you're a professional salesperson, your livelihood depends on your skill and ability to move deals along, position the product in its best light possible, and just continue to refine your craft. So the right reps I think would be really excited to have something like this where they can go do their own personal training on their own time or prepped this way for a call that's coming up too. Precisely. So far how we have been treating enablement Anthony is we've been treating like a classroom program and treating our reps really as a you know as a freshman graduate and we say all of you will learn algebra one-on-one and all of you would do this and all of you have to go see us uh one-on-one and this and that and the problem with that is that the good ones get bored in the class and then they create nuances and the bad ones are feel under pressure because they are being compared against the good ones. In reality, professional training should not be like that. If you are an athlete and or you are a tennis player, you should and you are very good with serving. There is no point me wasting time teaching you how to serve. In fact, if you're poor with backhand, that's what I should be spending time practicing with you. you. So, but doing such personalized coaching was next to impossible because it would take a one-on-one coach to rep ratio. It would take a manager dedicated to that rep to make that rep great or an enablement person. That's not sustainable. That's not even doable in a modern enterprise. But with top rep and role play combination, it is possible because top rep is watching you and role play is helping you practice only areas where you are weak at. I love it. I love it. All right, time for the final and the thing that we started with, which was Top Journey. I think you're saving the best for last, so I'm pretty excited. All right. Okay. I think top journey has the maximum impact in revenue transformation in revenue acceleration of a company. What you are looking at here is treat them as demo companies. These are uh just names that you may or may not know of. What you are seeing is a persona. This is a buyer and you are seeing the time frame that is run which means for this buyer which is a full details of a buyer and the training that has gone into a director of legal operation in the time frame of November 2024. When that w buyer looked at these five companies, it concluded that the buyer journey score of this company is 785 and the company number two is 1195 and so on and so forth. And visually speaking that journey is divided in form of these circles. We call it episodes. Like for example, Google search is an episode. Ask the community is an episode. Explore vendor website is an episode. Customer testimonial is an episode. And you go all the way to the top, you can see how these impressions eventually make this particular the purple guy is the winner and then where everybody else is ranking in this order and they go up and down and eventually form an impression. And let me let me make sure I understand the data points here. So conduct predemo assessment to sales meeting. That purple line between those two steps seems to have a decent inflection point. So you're making a more positive impression and gaining more points during that time. Um versus that pink line at the top. Uh they're only going up a little bit to that one. So, you're starting to close the gap, but they've already made so much headway earlier in the buyer journey process that are just so much further ahead to where it's getting tougher and tougher to close that gap. Excellent point. Now, imagine if you were the CEO of this company and your CMO came in to you three months ago and said, "I think our problem is demo assessment." And you spent a ton of money in creating uh demos and put that on your website. Yes, you got slightly inflection point but you are so far down there is negative impression happening at this place and this place that this little bump in the help is not helping you win the race. So to truly win it you will have to be at it not by accident but by being on that purpose. Measure, improve. Measure, improve. And the the cool part of measurement, don't measure in isolation. There is no internal measurement. Measure externally against your competition. Let's say that you were actually a very average buyer journey, but everybody else in your space is way worse. You will win, right? So, it's the race is not about being good. The race is about being best. It's a relative game to begin with. And that's what this does for you. So now we are looking at the entire journey. That's the top level view. You are seeing a summary here. What it is saying is that the CPI dominates in AI capabilities against ironclad and agile through superior genai feature. Right? Better accuracy metrics and deeper integration example evidenced across Google search webinar and initial documentation phases. Which means for those episodes for Google search webinar and documentation in those episodes you are doing really well if you're that company but for example implementation reliability concern lags the company lags behind ironclad and ser in implementation consistency shown by broken promises and demoare community feedback six month salesforce integration timeline versus competition faster deployment documented in ask the community and social media faces. So this is the part there is no one reality. It's not like overall there is only one thing that hey you are very good with this or at every episode different impressions are being formed in these episodes you are poor here in these episodes you were good here. So that allows you to then identify which episodes are hurting the most, which episodes are something that I can fix and then go further down in those episodes. Now before you go to the episode, we also have this table view visualization which allows you to look everything at a glance. For example, at forum level just directly go into oh why am I minus 60? What happened here? You click here, you directly can go to that place. You can say, "Oh my god, there must be a uh a feedback here which is saying uh which is saying negative things about us. Oh my god, we got to fix it. We got but let's look at what the competition looks like and this is what their site looks like. This is what this other company's site looks like and so on and so forth." You can then go to the next. You can go to the next and you can keep on going on and on at different stages on and on and understand left versus right, me versus my competition. Go look at the score, go look at the observation, understand the observation, fix the fix based on that and then effectively that's pretty powerful. I mean to pull in that type of research would would take hours and hours of work and you'd probably miss it. and then comparing comparing it to your competition. That is to get laser focused in exactly where you can go improve some of your metrics, improve some of the impression that the market has on your company. That's really powerful. Thank you. And and what another thing that we I try to do this using chat GPT. I'll take a PDF of the website of my website, my competitor website, give it to chat GPT. The problem with that is when a generic system looks at that, it will make generic commentary. It will say things like your website is too long. It will say things like your your text is too verbose or it will say like you have lesser competitor name mentioned. But that doesn't do anything because we have already too many voices on that table on making a change. The issue is not that we don't want to change. The issue is we don't know what to change. Too many times I have been on the executive committee in that table deciding on we should do this versus that. We should change this versus that. Analysis paralysis one person's view versus another person's view. the biggest dog in the room wins. The biggest job title eventually takes over. None of that is the right way. The only right voice is the customer's voice. And there is nobody who represents that voice but your customer. And that's why having your own synthetic buyer is such powerful and such enabling thing. Neil, I'm super impressed. I think um any company could benefit from mapping out their journey and and like you said, it's not about being good, it's about being best and knowing how you stack up against competitors. Um and making sure that you're making the right investments. Everybody has limited resources, especially now, people are running leaner than ever. And making sure you're being hyperproductive with the resources that you're deploying and making sure they're going to make an impact. Are they going to put you in a better light against another another buyer and give you that opportunity to be in the top four? Put you in that top one list so by the time a salesperson ever gets on a call, you know, the wheels are already greased for them to close that and and move it along. Thank you. That's our story. That's what we did. Thank you so much for giving me a chance to be here and present that with you and to your audience. Absolutely, Neil. I'm always impressed with everything you're working on. Uh you're always a few steps ahead of the curve of what's happening in technology, AI, go to market, and I am so excited because I know this is just the beginning of Atomax. And I can already tell there's so many new applications that you could deploy and new ways to use the platform and technology. So, I'm a big fan of what you're doing, what you built. Um, I'm really excited for our team, our customers, and our audience to take a look at what you're doing, and I just can't wait to see what you add to AtomX, what you build next, and when you do, would love to have you back. That's fantastic, Anthony. In final parting, I would say this. You know, the world is watching the B2B executives out there. They're your investors, your board members, your leaders, they all want you to bring AI and transform your organization. They're expecting overnight 10x better performance, lesser resources, more results. And everybody has seen the charity chat GPT or claude picture or the movie and they are imagining many many things possible. Those of us who do not do anything about it about it will be looked as the dinosaur of the last era who knew what to do before this intelligence layer was brought in. Now at this as I say this if I was in your shoes I face an important dilemma and confusion which is how do I go about doing this? I have chat GPD available at $20 a subscription. I have cloud available. I can do this. I can take transcript of a call, feed it to this. I can take a website dump and then feed it to chat GPT and then have some input figure out. The world is not looking for you to just you create some text generated by this intelligence engine but be extremely thoughtful on how you would save time and produce 10x more output. That can only happen if you go look for and seek these type of transformative technologies which are intelligent but they are also thoughtful about the use cases. One technology at a time applied like this will solve a lot of such problem. If you want to work with AdamX, we will be able to help you become number one in your buyer journey. We will be able to help you solve your rep population problem and we will do it in a way that you don't have to listen into thousands of call recording or have don't have to go into 400 different touch points and try to gather all of this on yourself. Thank you so much. Thank you, Neil. I don't know what I'm going to do with my Sunday nights now that I won't have to listen to all the calls, but I'll find something probably more fun and productive to do. Um, but you're right, there's going to be winners and losers. so eloquently said, and I know if I were betting on someone to come out ahead, um, my money's always on Neil. So, looking forward to seeing what happens next and can't wait. Thank you, Neil. Thank you. Thank you. Byebye. [Music]