Peep Laja

Wynter

Wynter can tell you almost anything you want to know about your ICPs, and what they think about you. 

Can you list your target customer’s top 3 priorities and pain points? 
What about the top channels they use to learn more about the types of solutions you sell?

If you don’t, your go-to-market plan is flawed. Wynter offers a suite of tools to deliver hi-fidelity insights straight from your ICPs:

• Target customer surveys
• B2B message testing
• On-demand ICP interviews and sales meetings
• B2B user testing

Verified B2B audiences, target by title and industry. Everything is self-serve and on-demand. 
Answers delivered in 12-48 hrs.

Chairman of the Board

CXL is the world leader helping determined marketers become the top 1% in the world. 

We identify the best marketing practitioners in the world and get them to teach what they know. Our courses are in-depth, follow performance-focused training methods, and get you the results you seek.

Speero

Speero, formerly known as CXL agency, is a consultancy I founded in 2011. I was the active CEO until 2016, and have been a board member since.

Founder and Principal of this conversion optimization agency. Back then known as CXL, later rebranded to Speero.

Principal

Traindom

I founded a SaaS startup for building and selling online courses. It was ahead of it's time. Didn't work out in the end. Lots of lessons learned that help me turn my next venture - CXL - into a major success.

Head of Marketing, co-founder

Panama Internet Marketing

Consulting company focused on digital marketing - high-converting websites, PPC and SEO services. Digital strategy, consulting and execution. I did a lot of lead generation and conversion optimization work for real estate, travel and hospitality industry for companies in Central America.

Digital Marketing Consultant, founder

Real24.ae

I was heading marketing and sales for an online real estate portal in the United Arab Emirates. 

I was responsible for the directing setting and vision building of the company. My responsibilities included business development, strategic and operational management of sales and marketing (both, B2B and B2C), managing the sales team, brand management, product development. I was the spokesperson for the company.

Head of Sales and Marketing

AIESEC UAE

•	Main responsibilities: overall organization country operations management, client partnership management & selling, service product development, staff training and coaching
•	Main experience and knowledge gained: strategic management, project management, sales & negotiation skills, persuasion and communication skills, working in a multi-cultural environment, creating synergy between different entities, coaching and mentoring.

Vice President Sales and Marketing

•	Main responsibilities: managing relationships with partner companies, raising new partnerships, coordinating national sales teams, networking and representing the organization in external events, managing PR for the organization, strategic country operations development, coaching and mentoring.
•	Main experience and knowledge gained: selling and negotiating, developing sustainable partnerships, networking, managing different sales teams, project management, strategic management, public relations, and product development.

Vice President External & Public Relations

Playtech

•	Main responsibilities: managing corporate accounts, servicing international clients, giving assistance to use our products.
•	Main experience and knowledge gained: Handling large corporate accounts, fast and efficient communication, problem solving and crisis management, overall understanding of global business, working together with many entities to complete tasks.

Customer Success

Millen MG

•	Main responsibilities: managing IT projects, working together with clients on completing the tasks, web development, and database design. 
•	Experience and knowledge gained: project management, web programming, system analysis and client relationship management.

Web Developer

CEO @ Wynter. 3x Founder. Insights over assumptions. Host of How to Win podcast.

Most of your future revenues are gonna come from future customers. 

If you knew *exactly* what your target customers

think about your category (and your company in particular),
what their top priorities and very big problems are,
what unsaturated channels they use to learn about solutions, 

this is what'd happen to your business:

- you'd nail your messaging, speaking exactly to their pain points
- your conversion rates would go up because your pitch resonates better,
- your CAC would go down as you'd use the right channels with the right message,
- you'd create more meaningful content that moves the dial,
- you'd be more deliberate and accurate in providing more value at every touch point,
- you'd know how to price your products to maximize willingness to pay,
- you'd know how to differentiate,
- you'd know where your go-to-market strategy is off, and could fix it. 
 
The beautiful thing?

You can know all of this with Wynter in under 48 hours.

Marketing fixing outbound by writing better subject lines.

I'm sitting at my desk, staring at my laptop screen in disbelief.

We just finished running A/B tests for personalized segments for this F500 company.

That company was big into personalization, spending a lot of money on fancy technology. Their website had a personalized version for the enterprise, for SMBs, the government and the military. 

Our A/B tests were based on this one hypothesis: what if what we learned in our ICP research were true for all segments?

The research project concluded that the messaging on the home page needed a strong makeover. It was nearly a full rewrite of the home page copy. 

We then not only tested that new version against the original home page, but also against every personalized version of the home page. The same message for everyone.

And it won. It beat the control in every single segment.

That day opened my eyes to many things.

1. Just because you can personalize, doesn't mean the personalized message works any better.

2. If you are targeting different ICPs for the same product, you don't need to use completely different messaging for each group. You need to cater to the differences that matter.

3. ICP research is the shortcut to knowing what are the few differences that make a difference.

Oh and our contact person at that company did not tell his superiors about these outcomes. He had sold them the idea of purchasing that expensive personalization tool, and couldn't look like a fool.

CEO @ Wynter. 3x Founder. Host of the How to Win podcast.

One of the stupidest campaigns I ever did in my first marketing job was buying perimeter advertising boards during a soccer match.

All the people will see it! Folks watching TV will see it! They will buy our stuff! 

Of course, nothing at all happened.

Scraping email lists, renting lists - I've done it. Various forms of spam, mass cold outreach - been there, done that. Most marketers who've been around 10+ years have tried it. 

The lure of easy effort and huge gains is easy to fall for. You can sell yourself this story again and again. "I know this likely won't work but wouldn't it be nice if it did!" The story is often too compelling to refuse.

Back in 2017, I was a startup mentor at a boot camp. All the startups had to present their marketing plans to a group of mentors. "We get Jay-Z to repost our social media post, his million followers will see it and buy our stuff."

This was the essence of not just one company's plan. The same level of naivete was commonplace.

Of course, Jay-Z won't repost your thing, and even if he did, it would be useless.

Today, all these various AI plus Zapier/Clay playbooks make people drool. You mean I can send a (fake) personalized video to a gazillion prospects with a click? Sign me up!

The lure of low effort/high reward is just too compelling of a narrative.

Some of it can initially work to an extent. Then, inevitably, management will ask for more. Soon, none of it will work, as the law of shitty click-throughs is merciless. Trust towards strangers will go to zero. 

Authenticity, trust, and attention are the scarcest but the most valuable. But those things are hard. Hard is not sexy. Too much effort.

Still, the hard things to do in marketing are almost always also the right things to do.

I'm tired of burning money.

"I'd like to schedule a meeting to discuss a change in strategy", I write in an email to my PPC agency.

The campaigns have been losing money for many many months now. 

I'm mad. I'm mad not only because it's not working, but that it has to be me to raise alarm bells and ask for a change.

The engagement had started so well, but now, months later, it's me who needs to point out the basics.

A few days later, the meeting takes place.

I explain how the campaigns are very unprofitable, and likely the whole approach is wrong. We need to rethink how we do this.

"Our cost to reconfigure the campaigns is $5000"

I couldn't believe my ears. 

Needless to say, this agency got fired. 

While this story happened back in 2019, I see the echoes of it again and again.

99% of agencies start their client engagements with high energy, but end up in complacency, doing the bare minimum... 

From PPC agencies to podcasting agencies to SEO, its the same degradation. After a rosy start, things regress to no new thinking, no ideas, small tweaks, and definitely no calls for strategy pivots. 

Eventually, most are just going through the motions. It's also the primary reason why agencies end up getting fired.

The opposite of complacency, approaching each month with same energy as the first month would be wow. 

It's how you retain clients for years and years.

When I started working on Wynter back in 2020, I wanted to learn more about storytelling, especially in the context of business. After all, marketing, messaging, and storytelling are so intertwined.

I think it was Jim Rohn who said something like, "Read ten books about a topic, and you will know more about it than 99% of people."

I've often taken this advice to heart.

For instance, I like wine. Every time I want to learn about a new grape, I buy 10+ bottles of different wines made from the same grape to learn its nuances and the range it can be.

So, I bought 17 storytelling books, including many well-known ones. I was thrilled to embark on a journey full of stories. 

Instead, I was utterly disappointed. My god, how boring most of them were. 

90% of are like, "People are hardwired for stories, story arc, something something Joseph Campbell, ???, profit."

Most examples given (if you're lucky to get any) are laughably bad. 

Then, three years ago, I finally did it - I found the one amazing, instructional, engaging, interesting, useful, very good book on storytelling. It was "Storyworthy" by Matthew Dicks.

Now, he recently released an even better book on storytelling, geared for business context: "Stories Sell."

I highly recommend it. The audiobook is narrated by the author, and is a joy to listen to.

I thought it was the best thing in the world.

I had read about it in books and seen pictures, but I had never seen it with my own eyes, let alone tasted it. 

Bananas. 

The year was 1986, I was 6 years old, living behind the Iron Curtain, in Estonia (then under Russian occupation). Everyone was poor, and there was no access to global markets. Most of the fruits you ate were what you grew yourself.

I didn't really have an opinion about bananas; I didn't spend any time thinking about bananas.

Then one day my dad came home with 2 bananas. To this day, I don't know how he got his hands on them, but there they were. 

My mom invited me over, and said - look, bananas! She told me how special they were. The best thing you'll ever taste, she said. They're sweet, soft, and just so delicious, she said. 

To my dismay, I learned they weren't ripe yet, and we needed to wait a few days before we could eat them. The best thing in the world in front of me, and I can't eat it. What a cruel world. I just couldn't wait.

Every day, I walked by the bananas, looked at them, and asked my mom the equivalent of 'Are we there yet?' She said, 'Not yet, but it will be so good when the moment comes. ' I was dying with anticipation.

The day finally came. I vividly remember my first bite- it was as sweet and delicious as my mom had told me. 

I had zero opinion of bananas before, but my mom shaped my perception that they were highly desirable and special, and then they were.

My wife Sarah shared a story from her childhood about how every summer, they went fishing and stayed at a small hotel by the beach. 

The place was nothing special per se, but her mom loudly appreciated how nice, fancy, and cool everything was, so the kids also appreciated it a lot and felt spoiled. 

So every summer, they looked forward to staying in that small hotel and getting spoiled again. 

This is a key part of what marketing needs to do: shaping customers’ perceptions of what is good and desirable.

Raising awareness and building mental availability are essential, but making them want what you sell makes the rest of marketing worth doing.

For every action, there is an equal and opposite reaction.

Wynter's message testing data is showing how AI-focused website messaging is turning off more and more people.

It’s just that so many companies are using AI as the focal point that people are getting fed up.

Instead of “wow, they have AI,” it’s leading to more eye rolls.

Yes sure people want the benefits of AI, but it’s becoming a standard feature in products instead of a unique advantage.

Pushing too hard on AI-focused messaging creates resistance; it might be time to zag.

You start your new gig as a head of marketing at a B2B SaaS business. What's the first thing that you do?

Based on our research data, more than half of marketing leaders begin with an audit of "how we show up". 

What's our messaging? What are we saying on our home page? How is that different from all the other players, esp category leaders?

When Elliot Roazen started at Platter, he started exactly there. He thought the messaging and positioning were undifferentiated and unclear; data showed that prospects were coming to sales calls confused about their value props.

He's a marketing and growth systems builder, but he knew he couldn't do any of that effectively until this problem was solved. 

Elliot stepped back and imagined an ideal scenario: a room full of ecommerce directors experienced in the Shopify ecosystem, sharing how they perceive their messaging, so they could fine-tune it to their actual pain points and needs. 

They ran a message test on their home page with Wynter, and the findings were revealing.  The audience found the messaging fluffy, didn't get how Platter was a valid alternative to existing solutions, and wanted to see more of the actual product.

Armed with detailed insights of what the issues are, they re-did their positioning canvas and created a principle that they show the real product (not graphics or illustrations) wherever possible. 

Results:
- conversions to qualified leads went way up
- the quality of the leads improved greatly
- people come to the sales calls with a clear understanding of what we do, who we are for, what problems we solve, and how our solution is better

The beauty of high-quality insights is that you know exactly what needs to be done next.

There's the blogging strategy of posting whatever is needed to get more organic traffic. Target all the keywords.

And then there's the blogging strategy of "everything we post needs to be excellent."

At CXL, this used to be the focus for many years. Every post had to be the best ever written in the topic. I started it, and then other people carried the principle forward. It requires active management to adhere to this.

After some years, I started another company (Wynter) and my attention went elsewhere. The quality of the blog dropped, and so did the organic traffic.

A company needs someone to always uphold the standard. I failed to put a new person in place.

In fact, I brought in a content agency (even 2), and that's when things got really bad. "This is fine" content became the new standard for multiple years. CXL is still recovering from that.

You need to ship a certain standard every week or it's bullshit.

Reforge is a great example of content standards; it's easy to be a source of word of mouth for them because there's not a bad blog post in there.

Zoom call. The whole leadership team was there. The CEO, CPO, CMO, you name it. 

The company was exploring: "would this be a new category or just a new use case?"

What was on the table was an all-in positioning shift to an emerging category of tooling.

This question was driven by the realization that their category (software composition analysis tools) was mature, fragmented, and highly competitive. The category creation play was seen as a way to sidestep that issue and set them apart.

Some of the leadership team members were skeptical. There was a lack of internal alignment.

"If it's not a new category, we don't want to put this on the top of our home page as the thing that defines our company", was the argument. 

The idea of creating your own category is appealing. The statistic often cited is that the category creator or leader captures around 70-80% of the total market value of that category.

But what if it's not the right call?

The cost of making the wrong strategic bet here would be huge: months, maybe years, of wasted time and lost revenue. 

Among other signals, they decided to validate whether the new category language would resonate with their ICPs using Wynter.

Through a series of tests (a message test, a preference test, and a survey), they were able to show very clearly that what they were thinking of was a use case, not a category. 

It changed their decision about what to put on their home page and how to position themselves. 

The insights they got saved them from pushing a top-line message that would resonate with only a tiny fraction of their ICP, and likely alienate and confuse the others (Wynter surveys and tests clearly indicated this). 

The whole thing took just 2 weeks (including the time it took to craft the survey and tests).

Once they saw the results, there was no internal arguing; they shifted their approach and moved on. The lack of alignment turned into a confident consensus.

I'm on a call with an agency prospect, pitching them conversion optimization services.

"Every engagement starts with a 4-week research project to uncover and prioritize all the issues we need to address," I tell them.  
"4 weeks!? But [your competitor] XYZ said they know immediately what needs to be done."
"Ha! Nobody has a crystal ball. They're guessing."

I vividly remember this conversation that took place maybe 10 years ago. My strategy to counter objections like this was turn turn a perceived weakness (research takes time and money) into a strength. 

I explained how, without research, we're just guessing; we can't know what's really holding customers back from buying more stuff or what we should prioritize first. Doing research is actually a way to go faster by cutting waste. 

It was very effective, and it was also true. 

This pitch was a page out of Guiness's approach. 

Pouring the perfect pint of Guinness takes 119.5 seconds. This delay was seen as a drawback because it took longer than other beers. However, the company turned this perceived weakness into a marketing strength with the slogan "Good things come to those who wait."

After leaving the consulting world, I totally got the "4 weeks!" reaction. Who has four weeks when you need to make decisions as soon as possible?

This made me build Wynter with these two principles at the core:

- You need to be able to run research on-demand, without talking to consultants if you don't want to
- Results need to be FAST. It's why we deliver most results in 24 hrs, and no later than 48 hours.

When Maxio wanted to run a brand tracking survey, they turned to traditional market research agencies who said "it'll take 8-12 weeks". We got it done in 2 days. 

Yes you need research or you're just guessing. But you don't need to wait weeks.

Four questions every B2B website needs to answer:

1) What is it? (clarity)
2) What makes it awesome? (value)
3) Is it for me? (relevance)
4) Why this over others? (differentiation)

The latest Do You Even Resonate episode features Metabase (volunteered by Jess Thompson), which could use improvement in those very areas. 

This quote by one Director of Data put it well: "What's unclear from this marketing is what makes Metabase different from all the other BI tools out there. 

Metabase is very different; it's just better than anything else out there, so I don't think using safe, generic language is the way to go for such an awesome product."

It is an awesome product, perhaps the best, but it is unable to communicate its awesomeness because it uses generic language. 

Another person: "I want to know more about the value metabase brings to my company beyond 'we have analytics!'"

Watch the full episode for details.

Wanna be featured in this show? Comment with your URL and ICP details.

#DYER

Imagine you're conducting a sales demo over Zoom.

You gauge their vibe and adjust your approach accordingly. Based on feedback, you try to talk more about what interests them and less about what they don't care about.

This is natural and how it should be.

Now imagine the person on the other end has their camera turned off and is also on mute. You need to deliver the sales presentation without any feedback.

That would be extremely weird. You'd wonder if you're boring them and if you need to change anything. 

Most likely you would not want to deliver the sales demo that way

But this is exactly how it happens on your website. 

Non-stop sales pitch, and you don't know if you're boring them or if you're even leading with your best arguments.

This is why you need message testing. Message testing is like turning the camera on and unmuting the buyer.

You will be blown away by what you learn.

I had one of the best grades going into high school, but I wasn't interested in school. In 10th grade, I started skipping classes. A lot.

The World Wide Web had recently come out (this was 1995), and the internet-connected computer class in my local university was open 24/7. My closest buddies and I started spending our time there instead.

Sure, playing games (hi fellow ex MUD players), but also exploring this new amazing thing - the internet. College computer classrooms came with college students, which was another perk. They smoked cigarettes and drank beer, so did I, and that was much more fun than going to 10th grade math class.

By the end of the school year, I had skipped to much school that they expelled me. It was a traumatic experience. I wasn't even aware of how traumatic it was at the time, but it left deep scars inside my pscyhe.

I still have recurring nightmares -- I'm back in high school, and the expulsion is imminent. I'm scared - what do I tell my parents? I'm terrified -- what happens to me next? Then towards the end of my dreams I usually somehow remember that I graduated from college, and the feeling of relief is insane.

I got into another high school, repeating 10th grade... but it only took a month before the same thing started to happen. I wasn't going to school. I was going to those computer classrooms to play games and hang out.

I didn't want to get expelled again, but it was too difficult to admit to myself that this is where it was heading. Every morning when I left home to go to school... I felt dread. The more I had skipped school, the more I feared going back. It will be weird. I'm already so behind. The teachers will yell at me.

"I'll go tomorrow!" I lied to myself, feeling false sense of relief, and skipped school again. Like an addict telling themselves they will quit smoking tomorrow.

Then the inevitable happened - the school called my mom and she found out. I clearly remember the moment. I was cooking in the kitchen, my mom returned from work, walked in and asked - 'so, how was school today?' I knew in that moment that she knew. 

She didn't yell, she was just so disappointed in me. Which was even worse.

I started going to school again. (And graduated eventually with solid results).

This is accountability. We can hate it in the moment, but if someone expects something from you, you're much more likely to do it.

Without strong accountability, we gravitate towards mediocrity and complacency.

If people are consistently not held to a standard, they gravitate towards the minimum they can get away with.

If we stop questioning what we should be doing, we tend to just go through the motions.

It's just so easy to keep shipping those blog posts, LinkedIn ads, and whatnot... and stop doing first-principles thinking like "how can we become our ICPs favorite media for X?"

The power of being someone's favorite podcast or newsletter is priceless. You will win the very hard brand trust and brand preference war.

We renamed Copytesting to Wynter just six months after launching.

There are many good reasons for renaming companies, so it happens sometimes.

Few remember now that Upwork used to be Elance.

But some names linger... I remember Rand Fishkin sharing how after renaming the company Moz, people kept calling it SEOMoz for years and years. 

So when you do change the name, when do you stop saying "formerly XYZ"?

The best way to answer this is with data -- run a brand awareness survey with your ICPs (aided and unaided recall). 

This is precisely what Andrea Wunderlich did at Maxio. 

Maxio was born out of the merger of Chargify and SaaSOptics, some 2 years ago.

Andrea wanted to know what the awareness of the new company name was, and looked for options to run such a market research survey. 

After receiving some research quotes from market research agencies (estimated cost of many hundreds of thousands of dollars, taking multiple months to conduct), she turned to Wynter. She got it done in 2 days for a fraction of the cost.

What she learned was that both Chargify and SaaSOptics still had higher unaided awareness than the new brand, Maxio. 

This caused them to rethink their haste in dropping the legacy brand names, and they launched a few initiatives (a brand refortification ad campaign and a commitment to include the old brand names on all the 2024 trade show booths) to use the legacy brands' equity to bolster the new brand. 

They'll wait until January now to re-run the same study, looking to see if the unaided awareness of all 3 brand names has increased since the previous January. 

TL;DR When you don't know how well the market knows your brand name, don't guess, run a study to find out.

At the age of 36, I found myself overweight. I had poor eating habits, and I hadn't exercised in years. 

I needed help.

"What could you eat instead of that?", my coach asked me when discussing my diet. 
"Umm.. nothing?" I couldn't think of a good alternative to my regular evening snack.
"Now we're talking!"

It was hard to change my eating habits at first. "Just eat less" sounds easy, but can be hard to follow when you have those evening snack cravings.

Then I stumbled upon this guy named BJ Fogg, a behavioral scientist. One of his key ideas for behavioral change was that you're more likely to do something if you make it easier to do it.

Eating less cake is hard when your fridge is full of cake. 
You wanna cut down on snacks? Don't have snacks at the house!

This simple idea blew my mind, and I've since noticed it everywhere as a catalyst for massive behavioral change.

Before Uber/Lyft came around, people were taking taxis. Ordering a ride through an app made it much easier -- so more people started to do it. 

Uber and Lyft not only captured market share from traditional taxis but also substantially increased the total number of rides taken, often by 60% or more in major urban areas, and several times over on a broader national scale. In San Francisco, there was a tenfold increase in daily trips taken.

Restaurants. People have always taken food to go. But then Doordash, Uber Eats, and so on made it much easier to order takeout through apps.

Before the rise of delivery apps, only about 6-7% of restaurant sales came from delivery or takeout. Today, this share has jumped to 20-25% for many restaurants, reflecting a significant shift in consumer behavior driven by the convenience of app-based ordering.

Video editing used to be hard, reserved for highly skilled folks. Now CapCut has 500M+ users, editing their tiktoks and whatnot. Because it's just so easy. 

People always wanted to do those things, making it easier to do it had an outsized impact.

The same thing applies for target customer research. Everyone knows they should be doing category buyer research, but it's just been a pain, so mostly dedicated research and insights nerds have been doing it. 

Today: With Wynter, you essentially just need to press a button to get insights from your ICPs. It's accessible for every B2B marketer who wants to know what their ICPs think, want and need.

In the world of SaaS, we operate in dog years and ICP perceptions change with the wind.

Analysis by Kieran Snyder showed that cold email outreach mentioning AI went from 24% early 2023 to 91% just 18 months later.

This coincided with our research at Wynter that found that people are tired of AI-centered website messaging. Seeing AI as the focus point results in eye rolls, not signups.

It's not about AI.

It means that you need an always-on pulse on what your ICPs are thinking, or you'll often be perceived as "more of the same", not relevant, or possibly even tone deaf.

Don't react, anticipate.

The job interview took place at my office conference room. Michael, the candidate, just finished answering my question, and now turned it around: 

"How would you go about it?"

Not only did he have solid answers to my questions, he didn't hesitate to challenge me, ask me hard questions. He was paying attention to my facial expressions, read my emotions, and demonstrated high EQ. He was considerably better than the competing candidates. 

As part of my process, I always do reference checks with former managers. During a call with one of his ex-bosses, after hearing all the amazing things, I asked a question: "Was there ever a period of underperformance?" 

He paused, and hesitantly said "You know what, there was one period, but it's probably nothing and is irrelevant."
"What happened?" I pressed on.
"Well, there was a time period when he was like homeless or something, was staying with various friends or I don't know. He sometimes disappeared for days, and the performance tanked. But then he found a new place and it all went back to normal."

It's probably nothing, I figured. Someone with a base salary of $80k becomes homeless? That just can't happen.

So I hired Michael.

The start was solid. His efforts were producing results, and he was also well-liked by colleagues. It looked like I made the right hiring choice. 

Until he disappeared.  

At first, a "sudden family emergency" and asked for a day off. Sure! Then something else. 

"What's going on?" I asked him over the phone.
"Ah you know... I have nowhere to stay right now, so crashing with a friend."

That line from the reference check guy boomed in my head: "... there was a time period when he was like homeless or something... "

In the end I learned that he was a drug addict. One day he disappared for good, along with the company laptop. 

I had been told that this could happen, and then it happened.

This experience changed my approach to red flags. It made me start paying attention to them, because red flags become forest fires. 

People never do anything once.

The behavior patterns rarely change. 

Are they proactive (or not), are they fast or thorough, whatever. Everyone has shortcomings, you just need to make sure they fit with the role you have in mind for someone.

The best predictor of someone's future behavior is their past behavior.

"My biggest doubt is, can it do anything it remotely promises to do? This reads like a seed round company with one customer and two POCs."

The tl;dr of this home page is that it makes compelling claims but lacks credibility due to insufficient information.

The latest feature in Do You Even Resonate? is Pecan AI (volunteered by Yanay Sela). We ran a message test on its home page, using data analysts and directors of data as the target audience.

Pecan gets many things right:
- the copy is relatively straightforward in terms of what it is
- the company demonstrates that it understands the problem space
- making predictive analytics more accessible to non-data scientists is a compelling value prop

But its ClarityScore is 3.6/5, and interest to learn more is only 3.3/5. 

What can Pecan do to improve?

Their ICP is tech-savvy and needs the messaging to go far beyond superficial claims.

1. More specific focus, less "drives business impact." 

"It is a very generic description. A clear focus is missing"
 
2. Explain the magic sauce and what's under the hood to the people. This is a technical audience; oversimplification backfires on them.

"It's short on specifics of how the platform is implemented and what machine learning techniques it uses, which makes me think it is very early stage."

3. Lofty promises have burned people, so address the objections head-on. Automated data prep is an example of something people really want, but are calling bullshit on. 

- "I highly doubt they can automate full data prep. They can probably do some minimal amount but this is overpromise stinky."
- "I have worked with AutoML solutions in the past and they often don't work very well."
- "How exactly can Pecan excel at covering all of those unique use cases while requiring 0 coding or data science knowledge?"

Watch the video for details. 

Wanna be featured in #DYER? Comment with your URL and ICP below.

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