Twenty5 offers an AI-powered Project CPQ solution that revolutionizes how companies in project-based industries manage bids, pricing, and proposals. With seamless integration into CRM and ERP systems, it ensures precise, data-driven pricing, empowering businesses to confidently win more profitable projects.
In this episode, we speak with Richard Minney, Co-Founder of Twenty5, a company specializing in project pricing and estimating solutions for businesses, particularly in the aerospace and defense sectors. We discuss the importance of project CPQ, the role of AI in enhancing pricing accuracy, and the challenges businesses face when implementing pricing solutions. Richard shares insights on improving communication between departments, the impact of their platform on proposal turnaround and profitability, and the innovative approaches Twenty5 is taking in a traditionally conservative industry. He also offers personal career advice, emphasizing the importance of doing what you love.
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Show Notes
Takeaways
- Twenty5 helps businesses tackle project pricing and estimating.
- AI is becoming essential in project-centric industries.
- The shift from cost-plus to outcome-based pricing is significant.
- Compliance is crucial for government contracts in aerospace and defense.
- Improving communication between sales and delivery teams is vital.
- A central database enhances project knowledge and efficiency.
- Dynamic pricing can significantly improve project profitability.
- The use of AI can optimize pricing and reduce proposal turnaround time.
- Twenty5 is one of the few companies focused on project-based quotations.
- Doing what you love leads to better performance and satisfaction.
Chapters
00:00 – Introduction to Twenty5 and Its Mission
02:56 – Understanding Project CPQ and Its Importance
06:00 – Trends in Project-Centric Industries
08:53 – The Role of AI in Pricing and Estimating
12:09 – Enhancing Accuracy with the IPE Platform
14:52 – Challenges in Implementing Pricing Solutions
18:10 – Improving Communication Across Departments
20:57 – Impact on Proposal Turnaround and Profitability
24:01 – Driving Innovation in Aerospace and Defense
27:10 – Personal Insights and Career Advice
Transcript
Beau Hamilton (00:00.629)
Hello everyone and welcome to the SourceForge Podcast. Thank you for joining us today. I’m your host, Beau Hamilton, Senior Editor and Multimedia Producer here at SourceForge, the world’s most visited software comparison site where B2B software buyers compare and find business software solutions. Joining us today is Richard Minney, Co-Founder of Twenty5, a company helping businesses, especially those in aerospace and defense tackle the high stakes world of project pricing and estimating their intelligent project and pricing and estimating platform or IPE.
It works seamlessly with SAP and it taps into historical cost data, CRM and PLM systems to help teams respond to RFPs faster and more accurately. And I think that sentence will really test your business terminology. We’ll try and break it down for you too later throughout this interview. But by creating a digital thread from opportunity to execution, Twenty5 really, I would say helps businesses build compliant data-driven proposals that improve things like profitability, reduce risk and just really bring much needed clarity to complex bids. With that said, let me introduce Richard Minney. Richard, welcome to the podcast. Glad you can join us.
Richard Minney (01:09.358)
Thank you for inviting me.
Beau Hamilton (01:11.701)
So I provided an acronym heavy description of Twenty5, but maybe you can sort of break it down some more to help listeners understand and comprehend it a little bit better. What is Twenty5 and what is its mission within the project-centric business landscape?
Richard Minney (01:27.342)
So I’ll start by giving you another acronym. So CPQ, which probably some people know, it stands for Configure Price Quote. It’s the term used to describe quotation tools, which is loosely bid and proposal management. So Twenty5 is a project CPQ. So what we do is we help you from where you have an opportunity and the customer has reached the maturity level where the customer wants a quote right through to where you win the award and to an extent even through project delivery. But we’re really focused on the opportunity to award lifecycle and we’re focused on the bid in the proposal and the numbers behind that. So for someone selling a project, i.e. it’s complicated, it’s expensive and it varies from one to the next, no two projects are alike, it’s quite tricky to price that out and to cost it out.
What we do is we bring together the features that you’d normally find in a project management tool, maybe like an MS project or a Primavera. And we combine that with the features that you’d find in a CPQ tool, like Salesforce CPQ. SEP has a Calidas, and we bring those together into one tool so that you can not only estimate your project, determine the resources, the materials, the labor, and all the other resources required, but then you can roll up all the costs and price it out.
at a price that you can win with the maximum margin.
Beau Hamilton (02:56.719)
Okay, so that gives us a pretty good foundation. I appreciate that. Now, I know you work with clients in a number of different industries, but especially those in the aerospace and defense industries. What drew you to focus on aerospace and defense in particular?
Richard Minney (03:12.088)
So couple of things, it’s a project-based industry. We’re a project CPQ. To be fair, there’s four main project-based industries. There’s complex manufacturing, which includes aerospace and defense. There’s professional services for large projects like consulting firms, integration firms. There’s construction, which is probably the most obvious project-based industry. And then there’s asset management, which is more about internal capital projects.
So any large company with a large asset base, such as an infrastructure, an energy company, transportation company, will have a lot of internal projects too. Aerospace and defense is particular for myself and Magnus, my co-founder. I worked at Rolls-Royce Aero Engines out of college. I started doing SAP consulting about 30 years ago, and I really built SAP’s own bridge into aerospace and defense, literally closed Pratt & Whitney, Lockheed Martin accounts helped SAP to close them, help them to deliver them, help them build the software for them. So I’ve really got a strong pedigree in aerospace and defense, as does Magnus, who led SAP’s aerospace and defense business unit for about 10 years.
Beau Hamilton (04:Twenty5.811)
Interesting, okay. Yeah, so you kind of have built up connections throughout the last few decades, really.
Richard Minney (04:31.892)
Exactly, yeah, it’s a small network. There’s probably 300 people in the world who know SAP in aerospace and defense really well and we’re probably in the top five.
Beau Hamilton (04:41.941)
Now, I know there are some industry trends, of course, being adopted across the board for pricing strategies. I think of predictive analytics and artificial intelligence. I know the latter is really being adopted across pretty much every industry these days. What other sort of major trends are you watching that are shaping specifically project-centric industries?
Richard Minney (05:03.246)
So project-centric industries tends to be a bit of a black art, back of an envelope, perhaps an Excel sheet type of estimating methodology. And especially in consulting, a lot of the firms have historically done time and materials. So you fill out a spreadsheet with a number of hours, you put in the rate, you calculate the total, customer signs off, and off you go. That’s changing. So now, and in aerospace and defense as well, it’s typically being cost plus.
So big government contracts, especially early stage ones, the contractor doesn’t want to take the risk, the government agrees to do so, so they calculate all the costs and added margin. Now it’s moving. So it’s moving to fixed fee and outcome based pricing. So that means that the customer, the government, or in the case of commercial bids, obviously the commercial customer, is not willing to pay time and materials or cost plus. They want a flat fee or they want
what’s called outcome based pricing, which means it’s based on the value they receive. The analogy would be like you get your car repaired and you and the repair mechanic says, yeah, it’s 45 an hour plus parts. I’ll let you know exactly how many hours and minutes we worked on it afterwards. I think it’s approximately five versus them saying it’s a flat cost of X or even saying here’s a warranty program. It’s $10 a mile or $1 a mile.
and everything’s included. That’s more outcome based pricing. On the AI side though, I want to touch on AI because you mentioned it as well. And yes, it is the big trend word. People say, no PowerPoint, no, every PowerPoint presentation has to have AI on the third slide, et cetera. But what’s interesting about our market is it’s a very data intensive process. So the RFP, when you’re building on a big complex project, you’re drowning in paperwork. You’re drowning in words, in documents. The customer may issue 300 pages of RFP and schedules and attachments.
The response may be 150 pages and you’re drowning in numbers. If you’re an aerospace and defense firm, let’s say you’re bidding on a ship, it’s got maybe a hundred thousand parts in the bill of material. And if you’re delivering multiple end items, multiple missiles, obviously a lot of missiles being delivered to Ukraine, et cetera, you could be delivering 300 end items over a schedule. So you can imagine with 50,000 parts and lots of end items, you’re drowning in information about the numbers. So AI is very useful in that regard. It can basically chunk through all of the details and the data and make sense of it and avoid a team of 50 people who working on the response, all having to read and digest 150 pages, all have to go through line by line a 50,000 component bill of material.
AI can really help, particularly in terms of analyzing the RFPs and the competitors. It can help in terms of optimizing the price. What we talked about, the shift from cost plus to outcome based. So we can optimize the price and maximize the margin. It’s called the price to win, calculate the price to win. And it can help by doing machine learning on your history. So it’s all very well saying, well, I think it’s going to take so many hours to do this task.
But what if you could say, well, I did this task five times before, and it took this many hours, and it varied according to X, you know, number of lines of code, where I did the installation, how many deployments. There’s always sizing metrics that feed into any cost. So if you can get AI to do that, it can come up with a much more accurate answer than the human being. And then of course, we apply the human being on top. It’s not the end of the game. AI is just part of the picture.
Beau Hamilton (08:53.392)
Yeah, you have to, feel like. so, okay, sounds like AI is really becoming sort of table stakes in this space. But then, just generally speaking, being able to execute effectively is really where the value lies. I’m just, like when it comes to AI in particular, I imagine you really have to be kind of a little bit cautious with potential hallucinations, of course, especially with dealing with so much data, because data quality issues are a real thing, right? you could do, how do you kind of balance that, that caution? You said you had a human in the loop, obviously making sure to kind of overview, review things.
Richard Minney (09:31.458)
That’s the important thing. So AI is an assistant only. It’s an 80-20 rule. Take the bill of material as an example. You’ve got 50,000 components. The system can cost half of those using basic logic in a way that doesn’t need much oversight. Can then probably, AI can help things like quantity curving, escalating, learning curve factors. Obviously I won’t go into those now, but they’re all methodologies that people use and machine learning. AI can help maybe cost another 30%. So that’s 80%, which is done. And the human does a quick review. There’s always the 20 % where you’ve got to get go to suppliers and get quotations.
So that’s where the human comes in. Same for labor, obviously, if you’re estimating engineering tasks or consulting tasks or construction tasks, there’s probably 50%, which is by the book, you kind of know how long it takes. There’s another 30 % where AI can really help coming up with the hours based on what I talked about, machine learning on your history. And there’s that 20 % where you’ve literally got to estimate the hours. It’s something different. No two projects are alike. There’s something unique. The expert has to do it. So that’s the number one way to avoid the data quality issues.
Beau Hamilton (10:44.991)
Gotcha. Yeah. And I think that kind of leads me into my next question. And maybe you can talk specifically on how Twenty5’s IPE platform, that’s the Intelligent Project Pricing and Estimating platform, how does it enhance the accuracy and efficiency of project-based proposals for businesses running specifically on SAP? Do you tap into some of the AI tools you talked about? What are some other ways you’re using it?
Richard Minney (11:11.148)
Yeah, so that’s the critical thing. That’s the reason I think why you have to consider a tool such as ours. We’re tightly embedded with SAP. We’re not exclusive. We can obviously work with other ERP platforms like Oracle, Info, et cetera, because we are a standalone application. But we’re very much an SAP add-on partner. We’re endorsed and certified by SAP. We’re one of only three partners in aerospace and defense and one of only three partners in services.
And the thing about it is it’s a very data intensive exercise and then you’ve got to say well where is the data? And the answer is nine times out of ten it’s in your SAP or your ERP system. So what we do to overcome those challenges is to pull the data from the SAP system directly so the user doesn’t have to run a report, create an Excel file with 20,000 rows, upload it into some other tool manipulate it, mash it about, and then the auditor obviously can’t work out what the user did, and in case of a government bid, you know, it’s very hard to be compliant. So by pulling that data from SAP, we make your life easier. An example would be on a purchase part. So let’s say you’ve got a, everyone’s heard I think about the $400 hammer on a government contract. So let’s say you’ve got a hammer included.
You can look at all the previous contracts, all the purchase orders, all the supplier quotations, any prior price analysis documents that were created for that hammer. And you can say to the pricing tool, get me the best contract PO, supplier quote, manual price analysis, prove that’s what it was before, escalate it for inflation, adjust it for quantity, et cetera, come up with the cost and do it in a way that I can explain to the government auditor exactly why it’s $400, it was $275 back in 2013 and I bought one and now I’m buying two. So it’s been inflated and this and that. So now I know exactly why and I’ve got full compliance of my cost history.
Beau Hamilton (13:21.631)
Wow, yeah, I love that analogy. it just kind of, makes you, it’s, you just think of all the efficiency gains from that and being able to kind of summarize those points and provide that information so quickly and efficiently, it’ll freeze up other areas. Yeah, no, that’s great. And I imagine also there are a number of different issues you see businesses come across, but I can also see a lot of them, you know, facing a lot of the same issues. What challenges do businesses face when implementing pricing and estimating solutions in particular and how do you work to address them?
Richard Minney (13:56.654)
So the challenges to implement are based on the fact that where most companies are coming from is an Excel mindset. A lot of people cost out projects, even if they have Primavera, et cetera, they do the cost estimates in Excel. And no two Excel sheets are alike. I’ve been working on proposals for 30 years using Excel until we started using our own tool. Everyone was different.
The challenge they’ve had historically is there’s no central version of the truth. There’s no central database. The executive who says, how much did we bid on this last time? The answer is, I need to go find Samantha who was working here three years ago and I think moved to Singapore and she did a similar project in the past. Maybe you’ve forgotten or maybe she’s forgotten. If you have it in one system, it’s in a central database. So that’s the huge benefit.
And you can go back and you can do trending and analytics on it and so on. But that is also the challenge because the end user is used to being super flexible, doing what they kind of want, their own management and the rest of the company not really understanding exactly what they’re doing. And they’re the expert who saves the day. They’re the firefighter who gets the bid out the door because bids are very time sensitive and very complicated. Lots of pressure, lots of visibility.
So the challenge is moving that user community from that flexible, and I will say Excel user interface is very good and people are very used to it. So moving them away from that to a web application and a very data intensive web application. So that’s the challenge is getting them to be more consistent, compliant, follow a standardized process, but at the same time, give them a user experience that they’re happy with, they’re comfortable with moving from Excel into a web application.
Beau Hamilton (15:51.325)
Yeah. And I know, I know another challenge is just pretty general, but it’s something that affects every industry really, but it’s, communication and making sure everyone’s working effectively with, with others to sort of reduce that friction between teams. How would you say, how would you say Twenty5 solutions, enhances communication and collaboration between, you know, different departments? think of different, you know, sales departments, project management and finance.
Richard Minney (16:16.908)
Yeah, mean, you’ve touched on the key point. Almost every company has a sales function and a delivery function. And they’re two separate silos. operate in silos. ERP systems try and break down silos. That’s the point of implementing an ERP system in the first place, such as SAP. But sales, it’s not really, ERP systems don’t cover sales. It’s CRM. It’s a different set of tools.
So the company might have a sales team using Salesforce, maybe a CPQ, maybe some people working on Excel, and then the rest of the delivery folks, the production people, the program management people, the supply chain people, they’re all in the ERP system. So there’s a big silo. And what happens is in the middle of the project, you overrun, or even at the beginning of the project, you overrun, you destroy margin. Sales hands over the contract and the delivery folks pick it up and say, that’s not right, we can’t deliver that. Let’s replan the whole thing in our project management tool. And then suddenly the margin drops from 35 % to 22 % before you’ve even started. And then when you’re delivering the project and you’re overrunning and the CEO says, what did we bid this for? Nobody actually knows.
So what we do is we break down the barrier between sales and delivery. We’re joining up CRM and ERP in essence. So right from the opportunity through the customer interaction, very heavy customer interaction throughout the coordination process, we then seamlessly hand off the project to your ERP system and to your project management tool. And we literally create the entire project structure, all the resources and the entire cost and revenue baseline in the project management tool for delivery so that nobody’s keying in again.
Nobody is redesigning the wheel, redefining how things work. Nobody gets to like disagree with what sales said the margin was and let’s come up with a brand new margin. Obviously that is a challenge because now you’re asking people to work differently, but the opportunity is huge because now you’re breaking down that last remaining one of the last remaining silos within the business.
Beau Hamilton (18:33.267)
Yeah, I appreciate that breakdown. makes a lot of sense. it just seems like something that, sort of, I think every industry, every professional can kind of relate to in some degree. are there. Do you have any particular example? I don’t want to put you on the spot too much, but do have a particular example of how that better alignment has sort of unlocked project success?
Richard Minney (18:55.15)
Yeah, so the main one is compliance. That’s number one. So government, aerospace and defense companies, typically on average, 50% of the business is defense, 50 cents commercial aerospace. And some companies are more defense focused than others. And when you’re bidding on a defense contract or any federal contract, you have to be compliant. You have to be audited. The DCAA, DCMA will audit you. And it’s quite hard for some companies to pass those compliance audits. And there are fines. mean, Google compliance, the defense fines, it’s in the billions, not the millions, the billions. So the number one thing that we do is we put that to bed. We have a compliant tool and we have full traceability from the cost that you propose right back to the cost source, as I mentioned earlier in our conversation. But there are other benefits as well. The other one is margin improvement.
So if you’re consulting firm and you’re delivering your engagement partners, your partners, your directors, whatever, are kind of coming up with the bill rates on the back of an envelope. They’re discussing with the client over dinner and they’re coming up with the rates and they kind of pull them out of thin air, quite honestly. There’s some rates which they’re doing brilliant. They’re picking the best rate, the maximum you can charge the client. There’s other rates which they’re way off and they’re way under charging because it may be a niche area, it may be a unique value that you’re providing, they’re underestimating the value or they may be overestimating the competition. So some of those rates are understated. What we’ve discovered is that most large consulting firms can improve those margins and it’s bottom line cash is you’re not spending any money to do it, you’re pricing more effectively. They can improve those margins by one to 2%. If you’re a $1 billion company, that’s 10 to $20 million, straight to the bottom line. So the benefit there is very strong as well.
Beau Hamilton (20:53.801)
Yeah, yeah, one to 2% doesn’t sound like much, but when you’re dealing with billions, it really adds up. it just makes me think of some of the sort of efficiency improvements and I guess cost cutting measures happening in the federal government. One to 2%, it adds up, Now, how has, and maybe you could rehash some of the things you just mentioned, but I wanna phrase this and just make sure everyone fully understands, but how has Twenty5 helped clients improve critical metrics such as proposal turnaround time, you did touch on the cost estimation accuracy, but how does the metrics also help to improve things like project profitability?
Richard Minney (21:36.438)
Yeah, so let’s start with project profitability. And the term for that is really dynamic pricing or price optimization. When you book your airline ticket or your hotel, the price goes up and down from day to day based on supply and demand. Now we’re not there yet. We’re not saying that when you bid on an F-35 jet or a satellite, it’s going to change the price from day to day based on all the other people, you know, asking for an F-35 jet.
But there’s a lot of optimization you can do. Certainly you can, what I mentioned, you can pick the best bill rate. So I talked about the system coming up with a better bill rate. That’s a bit of a black box. But what we’re doing really is looking at prior history. So that’s one aspect. So what did it cost? What did I build before? Many times perhaps on the same service offering for the same type of resource. And what did I charge and which ones did I win? Which ones did I lose?
So then the system can analyze all that data, can display it, and can help you to come up with a price. The other piece is the cost side of it. So clearly it’s one thing to say, okay, this is what I’ve built in the past, but what’s my margin? What’s my target margin? What’s my cost rate? Maybe down to the individual. The other piece of it is competitive analysis. So we’re building tools that allow you to analyze your competitors, especially on federal contracts. A lot of that information is public ___domain.
So you can basically pull information on your competitors, maybe not on this proposal, but on previous proposals for similar service. And you can start to pull their pricing and you can pull sometimes the evaluation scores from the agencies so you can start to see how they scored. So now you can do a real analysis. You could, for example, say, well, I’m behind all my competitors on non-fee based scores, so I need to be lower cost or I’m ahead of all my competitors on these evaluation criteria, such as, know, references, quality, et cetera. So now I can price higher. So that’s price optimization.
The other piece you mentioned was turnaround. So it’s the bid cycles are getting shorter all the time and the bids are getting more complex and the companies are getting more dispersed, both globally and obviously people working from home. So what we provide by having a central database, with workflow and collaboration built right into the application is we provide a natural tool where you can hand work off between people, you can collaborate, everyone can work on the same proposal at the same time, they can see each other’s updates in real time, and they can collaborate as they’re working. So that also helps to reduce the turnaround time of a proposal.
Beau Hamilton (24:22.453)
I want to circle back to the ability for your platform to kind of pull information about your competitors and your clients’ competitors, I shall say. So I know, I know the industry is more, more so than others, like the aerospace and defense industry need to stay ultra competitive. And I know your platform and company helps to do that. What are some ways Twenty5 is pushing the boundaries of innovation in the sectors that you work in?
Richard Minney (25:43.512)
Yeah, so we are on the front line, especially aerospace in defense, which is typically a conservative risk averse industry. Therefore it’s a late technology adapt, adopter. we’re on the front line in AI, as we spoke about earlier, price optimization, machine learning from your cost history and RFP text, processing, analytics back to storage and retrieval of rent generation as well.
So we’re on the frontline in those areas, but we’re also on the frontline in breaking down the silos. So a lot of people are using Excel, as I mentioned today, they’re coming from the stone ages, let’s be honest, in terms of how they’re putting together bits and proposals. So we’re on the frontline in terms of organizational change management and moving people to a central database and connecting them to their rich project knowledge base, which is in split between their project management tool and their ERP system.
So we’re also on the front line of bringing that data into a central database. We’re probably one of very few CPQ companies focused on projects. There’s not that many companies. If you Google project CPQ, you won’t find a lot. Services CPQ, a little more, but we do the material as well. We do hardware-centric bits, which services CPQ tools doesn’t do. So we’re really one almost in a blue ocean where we’re developing tools for project-based quotations which of itself is innovative in that there’s not many tools out there that do project-based quotation.
Beau Hamilton (27:16.457)
Yeah. You mentioned, earlier on that you were one of three companies that work with the air, with, the defense.
Richard Minney (27:22.414)
SAP has an ecosystem. have this thing called Clean Core, which basically means stop making custom in-house enhancements to the ERP system. Keep it clean so it’s easier and cheaper to upgrade and start engaging with the vendors from the partner ecosystem who have built tools that fill specific gaps. Because SAP isn’t everything to everybody. It only goes so far.
And there’s a lot of partners. If you go to the SAP’s app store, you could search through hundreds, thousands of partners. But they’ve also, in each industry, they’ve picked the top three. Us, Cora and Cognitus are the top three partners that have been selected for aerospace and defense. And we’re really working with SAP seamlessly. Now Cognitus is contract lifecycle management. Cora is portfolio and program management. And we’re obviously the CPQ stage of the project. So we don’t overlap. We all work with SAP together.
Beau Hamilton (28:23.603)
Gotcha, yeah, I think that’s interesting. I just wanted to underline that sort of niche that you’re at. So we’re coming down to the last couple of questions I have for you, Richard. And I think I’ve saved a pretty fun one that also kind of gives you a chance to share some of your personal career experience. But I’m just curious, if you could go back to the start of your career, what’s one piece of advice you’d give yourself?
Richard Minney (28:47.0)
Fortunately, I followed it. I was lucky and it’s a cliched piece of advice, which is to do what you love. So I can’t overestimate the importance of doing a job that you enjoy. So many people are in dead-end jobs and not only are they unhappy, but they’re not performing either. So they’re not successful. Now I get it, not everybody’s going to be a musician in the world or an aspiring actor.
If that, you know, obviously more people love doing that than actually get paid to do it. But at the same time, you don’t have to do a job that you really don’t like. There’s always something you can find. I was very lucky that I got into many things that I enjoy. I got into engineering. did an engineering degree. I worked at Rolls Royce. I was very much inspired by the actual mechanical engineering aspects of it. And at the same time, I got into consulting and kind of discovered by accident that I love teaching. could have been a teacher. Obviously, I would have been a lot poorer than I am now if I was a consultant, but it’s a very similar profession. so, and then I’ve got a passion for software design and development.
And that’s what I really love. And all through my consulting career, I developed software. That’s what I did. I worked for doing it for SAP. I did it for consulting firms like HCL. So doing what you love is super important. And if you don’t love what you’re doing, look gently, slowly for something else that you will love and be prepared to make a switch to a different career path. Obviously, you got to get paid, you got to be realistic and pragmatic, but at the same time, there are choices that are more, you’re going to enjoy more and do better at it.
Beau Hamilton (30:28.585)
Very true. Yeah, I think that’s such a great takeaway. Do what you love. And not only will it not feel like work, but you’ll get, I think, also better results too. Well, on that note, where can listeners go to learn more about Twenty5 solutions and just connect with you, your team, and maybe even request a demo?
Richard Minney (30:47.382)
Yeah, absolutely. we are obviously we’ve got a website Twenty5.com. So the name Twenty5 is eagle eye vision. 20 vision is good vision. 2010 is twice as good. Twenty5 is twice as good again. So the word 20 and the number five as on this shirt, you can go to the website, get all the information, but we’re also on LinkedIn. So we post regularly on LinkedIn. We’ve got a channel on LinkedIn. We’re making postings every couple of days, obviously we can connect on LinkedIn, you can connect with me, Richard Minney. The name is, you’re gonna find me pretty quick, because there’s not many Richard Minneys around. You can also go on YouTube, we’ve got a lot of videos of the product on YouTube. Again, we’ve got a channel, and we’ve got a podcast as well, Sharper Vision, which is a podcast specifically about pricing. We’re gonna engage with more pricing experts and pricing strategies on that. So those are the best places.
Beau Hamilton (31:44.821)
Awesome. A lot of great places to check out. A lot of listeners are probably listening and watching on YouTube. So if you are, you should go check them out on youtubeTwenty5.com, LinkedIn, all those sites. We’ll probably place links in the description to check them out. With that said, all right, that’s Richard Mini, co-founder of Twenty5. Thank you so much for taking the time out of your day to sit down and talk with us. Appreciate it.
Richard Minney (32:08.226)
Pleasure. Thank you both.
Beau Hamilton (32:10.687)
Thank you all for listening to the SourceForge Podcast. I’m your host, Beau Hamilton. Make sure to subscribe to stay up to date with all of our upcoming B2B software related podcasts. I will talk to you in the next one.