Core Values

Work with people you like
Do something that matters
Operate with integrity
Have fun
Make money

 

Market

SwitchCase Group (SCG) builds proprietary customer engagement software for small (less than 100 employees or $1-3M revenue), local businesses. This is a large and virtually untouched market.

  • There are 33.5M businesses in the US.

  • 9% have over $1M in revenue.

  • 89% have 20 or fewer employees.

  • There are 30M businesses in the SCG TAM.

  • There are no existing competitors.

There are considerable challenges providing software for small businesses. Products must be:

  • Simple: Small businesses have no IT staff. Everyone is overworked. SCG tools cannot require a lot of attention.

  • Compelling: Small businesses have to perform brutal triage on new initiatives. To earn a client’s attention, SCG must have a truly compelling value proposition for both that client and for that client’s customer.

  • Cost effective: There is no free money. A SCG tool must quickly pay for itself.

  • Sticky: SCG tools must develop rapid and enduring customer engagement.

SCG’s clients have been turbocharging their customer relationships for 15 years. Client revenue has increased. Client’s customers are more loyal and engaged. Client customer LTV is way (way) up.

Golf Courses, Performing Arts Organizations, and Brewpubs are current SCG examples of small local enterprises which are not consolidated into national brands with large-scale operations. There are 30 million of such businesses in thousands of specific and discrete business segments. Prospective clients are often operator-owned businesses. They have fewer than 100 employees and their revenues are in the low single-digit millions dollars per year or less. They are not sophisticated users of technology as they don’t have resources to build or manage it. Customer relationships are typically managed by an ad hoc collection of primitive technologies (website/spreadsheet) and/or manual tools. Why is this an untapped market?

  • Distribution: CAC is too high for conventional GTM strategies.

  • Revenue: ARPU/CLV is too small to support distribution cost structure.

  • Development: Product development costs for specific markets are too high.

  • Support: Complex products and unsophisticated customers yield unacceptably high support costs.

  • Scale: TAM for each segment is too small to justify the effort.

 

Organization

SCG is organized to centralize key functions which can serve all SCG customers with maximum efficiency. Functions which are very market specific are organized into market focused teams so as to create and apply deep awareness of specific market needs.

Customer Acquisition and Retention

Jason Wilson is SCG’s Chief Revenue Officer. Leveraging his 10+ years of experience building successful SCG go-to market organizations, Jason is responsible for driving a common customer acquisition engine and applying it to existing and new businesses. He delivers specific revenue, CAC and CLV targets for each SCG business.

Business Management

Each business unit is responsible for product management and marketing for their vertical business. Product/Market fit is the responsibility of each Business Unit Manager. Current Business Unit Managers are:

  • InstantEncore: Nancy Trigg

  • TapWyse: Ross Stensrud

  • Gallus: Jason Wilson

Engineering and Operations

Evan Schumacher and Zach Wilson are SCG Chief Engineers. They are responsible for SCG product development and business operations. Extensibility of the platform, rapid response-to-opportunity, and quality/usability are their primary goals.

Customer Success

Primary responsibility for Customer Success lies with each Business Unit Manager. Business Unit Managers share the CLV targets with the Chief Revenue Officer.

Business Development

Ross Stensrud is the SCG Business Development Executive. He is responsible for creating and owning a new business through to profitability. At that point a Business Management team will be in place. Business Development will then identify and launch a new business in a new market. SCG intends to have a cadence of at least one new business every 12 months.

Finance

George Pardo is the SCG CFO. He is responsible for financial management and reporting of each SCG business as well as SCG as a whole.

SCG Product Council

The Product Council is made up of the 5 SCG Partners. The Product Council owns the SCG product road map. Allocation of resources between the SCG platform and SCG business units will be resolved by a SCG Product Council.

Board

Partners constitute a SCG Board which will have overall governance responsibility for SCG.