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spills. It underlies her description of why SalesPredict matters and her prediction that
it will eventually help shape decision making at all levels in companies. Radinsky's
interview brims with her passion for crunching human knowledge and experience
data to suggest, predict, and tackle future events.
Sebastian Gutierrez:
Tell me about where you work.
Kira Radinsky:
I'm the CTO and co-founder of SalesPredict. At SalesPredict,
we are working on changing the way companies do business with each other.
Though almost every company today has large amounts of data about how
they sell and how they've managed to sell in the past, they have little scientific
capabilities to extrapolate useful information from their data. This is where
we come in. Our algorithms analyze companies' historical data and tell them:
“These are the people you need to sell to, this is the best way to approach
them, and these are the companies you need to engage.” This is why I'm so
excited about our work at SalesPredict, because we have the ability to take
data science and change the entire way that our economy works by adding a
layer of predictability to it.
We've been around for three years. In the beginning, we started with a pilot
that took less than a month to run and we helped our pilot customer achieve
great results. Through the use of our product, their pipeline doubled and
qualification times were reduced by 90%. Since then, we've been scaling up the
technology and our customer base.
Gutierrez:
What is your vision for SalesPredict?
Radinsky:
The way I see it, our vision is guided by wanting to change the way
companies do business. This way we can help companies connect with each
other in much better ways through making better decisions. I want to see
them have much better data than what they have right now.
I want to see SalesPredict evolve to make that happen. Right now we're start-
ing with building a model of the company for each company we work with.
We start with prediction in sales and marketing and guide them to under-
stand better which people they should talk to, where to stop spending money,
where to start spending money, and so on. Sales are, after all, the lifeblood of a
business. After we finish that step, our next step will be to help the CEO make
decisions. This is just expanding the model of the business to account for and
make predictions for another part. Next, we tackle the HR department, where
our goal is to have the business know which person to match to which job.
This helps to actually change the entire way the business is doing what it does
because, again, it supplies more data for decision makers. This is what we do
and will do—slowly build a more encompassing model of a business.
