I haven't sat and gotten deeply introspective about it, but when I think about all the trips and dinners and conferences etc I went to in order to build relationships to get a same, it feels deeply icky that the root of those relationships was a desire for a financial transaction.

I think we actually did as well as we did, in part because being rooted in a transaction felt so wrong that I actually tried to build relationships with the people I was trying to sell to, in a way that wasn't purely transactional. I'm actually still friendly with some of those people who bought from us today.

Did you believe the cost/benefit was in the purchasers favor? Or were you cynical about the solution/value of solution?

I’m a purchaser of enterprise software. This is something I try to gauge from the sales rep. There’s a lot of risk in buying software that doesn’t actually solve the problems you face and you typically don’t find this out until well into integration.

Yes, we had an amazing product and we could stand on firm conversion/engagement numbers - fundamentally it was a marketing/experience product for retailers. For reference I was the Founder/CEO and we were a computer vision company with mobile AR products for retailers.

>I’m a purchaser of enterprise software.

Hi - Can I add you to my Linkedin Professional Network?

But in all seriousness, does this mean you are part of the procurement department? I would love to see some posts/thoughts on how someone in this position approach procurement of enterprise software.