Episode 28: Keeping Tabs on the Competition with Franklin Morris

00:08

Hey, welcome back to the marketing booth. I have Franklin Morris here today. He is the founder and CEO of keep tabs  Correct. You got both my name and the company name correct. Yeah took me a time or two But yeah, we gotta go as soon as the camera turns on  it’s like the mind goes blank and everything gets higher pressure Yeah,  you could put me in front of a crowd. Yeah, not too big, you know, maybe two three hundred people totally fine

00:31

not going to mess up, put me in front of a camera, I break down. Yeah. Well, this is going to be viewed by millions. So we can hope one day. Cool. I want to talk, you’re building Keep tabs and I want to set the tone for everything. But I want to hear about that. I want to hear what it is. I want to get that elevator pitch in the front. And then you’ve got a marketing background just like me. We’ve been through it. We’ve worked with lot of B2B staffs. We’ve worked in different kind of industries and with big companies and small companies. We do some mentoring here at Geekdom. And I want to see kind of

01:01

where that is comparison to building a startup and especially  jumping into that after a career of  building startups for other people. oh the first place though, let’s start with  the pitch. What is KeepTabs?  What is KeepTabs? uh KeepTabs is competitive intelligence software.

01:21

powered by AI, we use AI pervasively throughout the product,  but it does much more than you can do with AI alone.  And so the premise and why I called it that is because it helps you keep tabs on everything your competitors are up to  without literally keeping 50 tabs open on everything your competitors are up to,  copying and pasting what you find into a doc you never look at again,  which I’ve discovered and I’ve in my lived experience is how  this is still done in 2026, like the era of AI.  So for the most basic, I explained,

01:51

of fifth grader it is  keeping tabs.

01:56

the pun intended  on your competitors. So figuring out what are they doing messaging? I’m using the product from one of the startups invested in helping on  and I find it really useful to see,  hey, they changed pricing or  oh man, they’re rolling out a new feature set that isn’t even hit like press or any of that. Yeah, exactly. So we bring together kind of all the data you’d care about as a marketer.  That’s like news reviews, social media activity,  know, SEO performance, we track all

02:26

the pricing pages, all the terms of service agreements, everything like that,  stuff that like you just don’t have time to actually do.  And so oftentimes doesn’t get done.  It’s stuff that big companies have large teams of people to do.  And so  my impetus to start the company was that I wanted there to be  I felt like

02:44

Every company should be able to have enterprise level competitive intelligence, not just the big guys. And so, yeah, 100 % correct. And you got that information, you got that idea from working inside of a venture-scaled business and then also other businesses, right? Yeah. So for the last four years, I was a VP of marketing at Alloy AI. It’s a company in the retail analytics space. And during my four-year stint there, I noticed a massive change in the market. At the beginning of that time, people either

03:14

COVID too, so nightmare of a time to  be in logistics, even the marketing side of that business. Exactly, yeah.  And so it was like at the beginning, people either bought our product or did nothing.  And by the end of it, was like every deal had multiple competitors.  There was downward pricing pressure. There were competitors launching features. It was too much  for me as a VP of marketing to keep up with, even though  it’s my job to know the market, to enable the rest of the company on what the market is doing. It’s literally in my title.

03:42

marketing, right? And so, yeah, I just wanted a product that would do something really simple. It seemed simple to me. It turns out it’s actually pretty hard once we set out to build it. But it would basically just track everything I cared about and alert me to the important stuff. And I couldn’t find anything that could do it for less than or at a price point I could afford, right? Okay, like most of the most of the products that do this are, you know,

04:06

$30,000, $40,000.  Enterprise value, and that’s where you saw the gap in the market. Exactly. It’s just a lower kind of tier not enterprise pricing where  all of us are getting ripped off in some capacity. Yeah, correct. With like  two month implementation times  and uh really long time to value, really long sales cycles and all of that. So  I dreamed of a product that would be  just swipe a credit card,  you’re up and running and seeing value within a day, and so that’s what we built.  I like it.

04:36

The one part I want to back up a little bit is keeping tabs on your competitors.  Everyone talks about it in varying ways.

04:47

intelligence is a market out there. However, a lot of people say ignore your competitors. Don’t worry about them. Focus on what you’re building. Some people say,  steal from the competitors and  innovate. And then other people kind of toe the middle line of like, you need to essentially see an update and activate and change your message too because the market’s moving.  Where do you land in that sphere for anybody that’s doing marketing?  Well, again, I go back to the word itself.

05:16

Right. Like I feel like for maybe the last decade or so  marketing has been more like ing than market. It’s been just about doing activities and maybe not paying as much attention to the market.  But I feel like with AI in particular  now it’s like the cost of doing

05:34

a lot of marketing activities at scale has dropped to close to nothing. you can,  anybody,  multiple companies in this building with two employees  are sending thousands of cold outreaching emails.  All of the ad channels are completely saturated,  LinkedIn, mean, my God, my LinkedIn feed is just a whole bunch of lead magnets and stuff, right? So uh there’s, think,

05:58

The companies that are winning are going to be the ones that understand their market, that understand what the customers want.  Like I think Steve Jobs.

06:05

famously talked about how he didn’t pay attention to competitors. Yeah, that’s one person that  I think of out there and now Apple pays attention to every competitor. Yeah. And I would say  to like anybody listening, you’re probably not Steve Jobs.  And uh whether you’re paying attention to competitors or not,  your customers definitely are  like you actually don’t get to determine who your competitors are that’s determined by your customers probably before they even get on a sales call.  And so  you have to be

06:35

If you’re talking about the value you’re providing or the features  you have that  customers should care about, there’s no better way to get a pulse on what actually matters  than to look  at.

06:47

what competitors are saying, what’s working, what customers are saying about competitors  in reviews and interviews and things like that. I think the competitor part with the reviews is really important because  if you can see what is happening  and pain points from other competitors, that’s also a selling tool. If you see pricing as a constant conversation with all the competitors, you can come in and say, pricing’s are transparent, clear. It’s just like car dealerships.  Everyone hates a car dealership, but  the car dealerships that do it well are like, we’re transparent priced.

07:17

No haggle, one thing or another  and while they have the headwinds of the market,  they are able to tackle on it.

07:25

It’s also a really great way for somebody starting out to go  and figure out like where that gap is. Like, hey, if you can  read a thousand, you know, reviews or have AI kind of parse it and say, Hey, here’s the pain points. Here’s the good.  And here’s where you can compete on. I think that gives you like a jumpstart in talking to people versus going out there and say, Hey, what do you think about this product? Like where,  where are you at? Which a lot of people inevitably end up doing. Yeah. And reviews are actually a controversial.

07:54

thing  in  marketing and in product marketing and competitive intelligence marketing and stuff. kind of lies. Yeah, well, because so the problems are that a lot of them are incentivized, right? A lot of times, you know, you’ll get a gift card in order to go write a good review on G2 or something like that.  Or uh they’re just there, you just have to

08:13

wade through so much noise  to actually find the important signals. And that’s why I think AI unlocks the ability to quickly identify feature gaps, to quickly identify like common consistent complaints  across thousands of reviews or hundreds of reviews.  And that I think is like where reviews begin to be important. It’s one data point, right, that you can look at to sort of triangulate what’s happening in the market and what customers actually want.

08:39

I agree with that and I think the noise is a big problem and I think that is the problem with marketing right now. um There’s so much noise to your point. LinkedIn has shifted from being whatever it was in the past to being  influencer central. X is no longer as influential.

08:57

while some people argue that.  And then on top of that, there’s just so much junk you can turn out. Blog posts, even really well-researched ones,  hours versus  the days that it took before.  I think there’s so much more to track and keep  tabs on  that is becoming harder and harder. how…

09:17

Like as you were marketing this business and you’ve got a history How are you trying to like actually get out there and market is it? Events is talking to people or you just like playing a volume game too and also pairing it with something Yeah, I think you just have to do a lot of stuff and when I I was talking to you about this beforehand. I’m gonna use that terrible analogy Yeah, so like, you know in the past I’ve had dogs and I would get a dog there was six months old and it would pee on the floor and I would say no

09:47

and feel like I potty trained it.  And then um one day I got a dog that was like six weeks old and I realized like I’ve never potty trained a dog in my life.  Like I had inherited potty trained dogs.  And so I’ve grown companies from like.

10:00

You 5 to 10 million or 10 to 25 million, but it’s amazing how much you inherit when you do that, right? And I don’t want to like say that and that’s the infrastructure of like a even even a two three year old business has an infrastructure of Marketing and brand voice like all of that, Yeah in finding product market fit like ideally by that point companies would have already done that or at least eliminated markets that are not a good fit They would have some sense and like historical record of what?

10:30

channels  actually worked and  whether they  didn’t work because the channel is crapped for this audience or whether they didn’t work because  execution was off on that channel. em And then just the fact that once you’ve been out there for a while, marketing is about marketing in the software space today where there’s so many  vendors competing for attention. It’s about building trust with your audience.

10:52

um like clay, we all know clay even if we’ve never used it because  it’s like a product that through marketing has built a ton of trust, right? um And  when you’re building trust from zero,  it’s a lot harder.  you mean,  you come from the SEO world, right? And so think about even just like domain rating and like the trust that’s involved in that. When you start a company and your domain rating is zero, right? Like, you know, just, you’re…

11:19

people think of you as spam.  And so  I would say the initial  push is about building credibility and trust.  And so that comes from  people using the product, loving the product, talking about why they love the product, evangelizing the product.  And that’s stuff that in the early days doesn’t really scale.  It’s finding individual customers that it can be really high value for,  listening to their feedback to improve the product. uh A lot of it is like just one-to-one conversations. Like we’re not a high priced product.

11:49

low priced product, Like the sub $100. And so ideally as a product like ours scales, we would have kind of something akin to a PLG motion.

12:00

it’s product-led growth where  you’d be able to swipe a credit card,  onboarding would be pretty automated, right? Because of the fact that in order to scale to a million, 10 million, 100 million dollar business,  that has to be very low touch. em But right now,  it isn’t, it can’t be, right? I have to really engage with all of our customers to make sure they’re getting value, to  knock them over the head and force them to get value, em understand  what the gaps are between what they want and what we’re providing.

12:30

In addition,  building the product. I know you have a co-founder, but you’re still  hearing, oh, hey, there’s a bug, or hey, there’s a feature.  You’re trying to parse  what’s a product  feature set, and then also how do you get them to actually  go out there and be that person on the sidewalk going, like use Keep tabs. Yeah, yeah, exactly.  So I think  I mentioned trust and credibility.  That, I think, comes from uh sharing expertise. So  I have the advantage that I  am.

13:00

the persona really that we’re selling to like, you know, I  have spent decades doing marketing for VC funded businesses and so em and for, you know, PE  backed businesses for  big, you know,  giant.

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corporate behemoths and stuff. the 500 million dollar raise sort of businesses. it’s like I understand what those people’s pain points are, what they’re struggling with, the tools they’re using, the frameworks they’re using, and just have a lot of like scar tissue and expertise from doing things wrong that I can kind of share to help build that credibility. So sharing that on on channels where people are looking to have their questions answered, whether it’s communities where those people are already gathering, you know, there’s a lot of like

13:45

Slack communities for marketers  or Reddit forums or something like that, which that is its own problem to be honest.  LinkedIn, um that I think is like how you go about building that sort of credibility by just like. So founder led  social  like community  and that’s working better than  the SEO or anything else at the moment. I tend to think so. mean, when you look at.

14:13

I look at like a  RB to be familiar with the love of Adam Robinson, right? uh He has kind of created this.  think he coined it this idea of like, of like, inbound led outbound or something, right?  Where, know, you are out there in the world sharing your expertise.

14:31

essentially like a free consultant giving away so much knowledge that people can’t even believe they’re getting it for free  and then  like outbounding selectively to people who are already engaging  with your content with your website and stuff like that. You just see a much higher conversion rate  in terms of like, you know, your outreach.

14:49

email or whatever to meeting  when people already know who you are, when you’ve  broken down that trust barrier, when they already  follow you and trust your expertise.  Because ultimately, like what we’re doing is we’re productizing our expertise, right? We’re kind of like, we spot a problem in the market, we have a unique way to solve it. And we’re building, baking that into our product in a way.  And so in the early days, like  the…

15:15

line between the founder and the product, think, is relatively blurry. Yeah, you’re doing the sales, you’re doing the marketing, you’re doing the building.  Now that trust building,  sounds like  there’s a lot of work. Like, do you have a balance in your day of like,  I’m going to carve out four hours for

15:33

engaging with the community like how do you balance  that day? I have no balance in my day. Are you kidding me?  No,  I think uh There are things I know are so high priority for me  that I have to be doing them  like  We’re at this stage where okay, so we you know have built out kind of an initial product It is not as full featured as the product we will have by the end of the year but  it’s good enough to have paying customers, right and so the

16:03

I think my objective right now is to just  get to as many paying customers as we can to get that feedback loop really going to understand  from them,  from our paying customers, what it is they want. uh so that I know needs to be my core objective. Go ahead. In there,  paying customers, I think that’s a unique thing that I keep hearing through conversations is  there’s a lot of noise, not only on the marketing side, but

16:28

inbound of people giving opinions.  We see it on Hacker News.  My favorite comment on Hacker News is  a comment to Dropbox of like, I could do this with my NAS. Your product’s never gonna go anywhere.  That’s the same thing with you.  Is it  the paying customers have a vested interest? How do you also filter that from the paying customer that paid for a month and dipped?  How do you  parse all of that?

16:55

I have two thoughts on this. One is related to product market fit, which I’ll get to in a second. And one is related to like paying customers versus let’s call it like non-paying people advice, right? Which you get a lot of when you’re first starting a company. And it’s good to go seek out that advice, but there is nothing that’s more valuable than hearing from somebody who’s actually willing to spend money on a product. you know, somebody who’s the smartest person ever who,

17:24

you know, in my experience, like if they are a VP of marketing in a company that looks right, but they maybe don’t care that much about competitive tracking because their  industry is not dynamic enough for whatever reason. uh Their advice is like a lot less important than somebody who  kind of feels that pressure and pain  and uh is actually willing to spend money on the product. And so m

17:49

Like  early on it’s fit that ICP because later on  and I think you’ve probably experienced this at an alloy is  it almost becomes a force function of like force them to feel the pain, like make sure  that they’re missing out on it versus  early on it’s.

18:06

Overlook that person ignore them like if they don’t hit back or respond.  It’s not seven emails to them It’s it’s like  go talk to the person there and I think that’s the it the big difference, right? The other difference is that those customers that are paying have skin in the game. Okay, when somebody  there’s a  correlation between the people who are using our product for free as beta testers  and usage  rates  the people who are actually paying for the product tend to just use it more

18:35

because they have skin in the game. That’s fair. On your usage, what do you measure  as the guiding light for you? This is actually kind of hard because as you know,  one of the ways people consume our product is via Slack. Like, Slack alerts, notifications.  So one of our value propositions is that you don’t need another tool to log into. uh Because of that, we can’t measure time in the product. That doesn’t necessarily correlate to customer value. uh We can measure how many alerts you get. We can measure the percentage of customers that

19:05

have even gone in and set up those alerts. Because the customers who don’t set up their alerts, they pretty much don’t engage and usually end up kind of churning off the product. That was very fair, because the thing that keeps me engaged with it is I click a link and then go to keep tabs and say, oh.

19:25

this is the more information and maybe sign in once a week where I’m like, oh, that looks really interesting. But it’s also dependent on my competitors.  they’re moving really fast, I’d probably be signing in a lot more. I think you use a demo for Asana and Monday and  Trello. That whole industry is lightning fast. Yeah, mean, Monday  I saw, because that is my demo account, I’m tracking all the project management tools. uh yeah, Monday changes their pricing three times a week.

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editor of theirs, you have to stay on top of everything that’s happening. Whereas,  if you’re tracking IBM and SAP and the boring, ossified part, but if they’re listening and want to be a customer, I’d love to talk to you. I didn’t mean that about you guys.  But if you’re tracking this older part of the industry that moves really slow, it might be less dynamic and you may not actually be the right customer for us.  But in general, do think logins to the product are what we’d look at.  then our hope is that people are logging in

20:25

couple times a week to the product,  meaning that they caught something in an alert that was interesting to them. They’re going in and checking it out, right?  And then as we expand the product features,  I think there’ll be sort of uh different things we look at. One of the things we’ve talked about doing. um

20:41

I don’t know if I have it talked about it publicly, but we’re gonna begin building API endpoints into our product so that people can connect to their agents, to Claude code, things like that. Instead of connecting to 10 different APIs and like.

20:59

25 different crawlers they have to maintain to bring all of this together They’ll be able to just sort of plug their agents into one turn key API to get everything competitive, right? Yeah, I think that’s really powerful because MCPs APIs are all becoming  something out there if you compare together HubSpot Salesforce, whatever CRM data  I think you integrate with Gong  and then you have the competitive information. Okay. Now. Yeah, you’re working on it a little  Future set but  all of that together

21:29

gives a competitive intelligence  that’s different.  How do people actually do something with that data? Like sometimes  I see pricing changes with Monday or a competitor.  Should I be changing my prices? What  do you give the advice? I had free advice out there. What are you telling people to do with your data? Yeah, I feel like I saw a meme one time where every single question  you ask a marketer, the answer is always it depends. And that’s kind of what  it feels like here.

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There’s  there’s so much happening in markets markets are like emergent phenomenons, right? They’re  not static. They depend on  like

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all kinds of things other companies are doing, just because a competitor drops their price doesn’t mean it’s actually a good thing that they should have done. You know what mean? And they may very well pull it back up. Like I’ve seen a ton of companies that are constantly kind of testing things out,  testing out a different CTA, changing the CTA on their homepage or something like that, right? Especially with pricing. I see pricing go up, down, left, right  constantly, and it never stays stagnant. And then if you try to copy them,

22:34

You end up in like the similar cycle of like,  well, this kind of works. That one kind of doesn’t, but how do you  parse that noise then? Like,  yeah,  well, hard part that depends on it. I get like, I I’m a hundred percent on it, but yeah, like how would you tell a startup founder  today if they were sitting in the room with us, how do you parse that and make an informed decision? That’s  going to be impactful. think the starting point is just knowing what’s going on. Right. And so that is, is already puts you ahead of problems.

23:04

a ton of different companies who are just operating in the dark largely or just  opportunistically or ad hoc,  even keeping tabs on their market, right?  So the first thing you have to do is just understand like  what those important signals are, like pricing changes, feature launches, things like that. em Competitors moving into new ICPs. em I think like…

23:26

That’s step number one.  Step number two, think, is understanding your own feature set compared, your own feature set and ICP  compared to your competitors, right? Because  just because a competitor raises their prices,  like they may very well have a higher average deal size than you. They may be going after a very different segment of the market. Like for us,  you know, tend to be looking at like mid market and like smaller companies, right? And so if a competitor of ours were to raise their prices, it’s like, cool, you guys can have enterprise. Like I’m actually,

23:56

That’s not where we’re focused, right? m And so I think understanding like that dynamic and understanding like well  Enterprises are going to want like this particular feature just because competitor number two is  Building that feature out doesn’t mean you need to necessarily chase that  it’s sort of about  you know Informing your own kind of  thinking about your own roadmap like what you’re building and who you’re building it for um If you do have a direct competitor going after the same ICP who is seeing success with a certain move. Maybe they’re launching

24:26

a certain type of campaign  on LinkedIn or Google Ads or something like that,  and they’ve been doing it consistently for a while, they’ve been in market longer,  that’s something you should stop and look at and try to understand.  From an SEO perspective, if you see  certain types of content that’s driving a lot of clicks  to your competitors  around keywords with low difficulty scores, that’s something you should think about actioning against, um

24:53

But in general, think whether or not you should blow up your roadmap because a competitor launched something, in most cases I’d say the answer is probably no. You shouldn’t do that.  You should be informed.

25:03

Because like I said, markets are emergent phenomenon, Like they’re constantly moving in dynamic  and you  need to look at like, is competitor two like actually kind of moving more  down market into wherever your  domain of genius is, right? For your product.  The part that I’m hearing, the part that’s a through line through  all of the conversations is it seems like your unfair advantage here is  your marketing background.

25:33

a product that’s service to you  more than anything  and your domain knowledge is that that  your market  essentially

25:44

Is that something like more founders should be doing where  their unfair advantage is like whatever they’re focused on if somebody’s focused on fashion they love fashion they built a startup  or  is it sometimes like  Better that they go into a new market where they’re like, I don’t know finance But I know this is a problem because  I don’t know it like where do you think that lies? I think it

26:08

I think it depends. uh marker.  I mean,  I’ve had conversations with founders where,  you know, they’ve said like, how do I get early customers? I have no idea how to do it. And oftentimes I will say like,  you know, open up your Rolodex, go to your LinkedIn contacts and just reach out to like  10 people in your ICP and ask them to use your product. And if you don’t have 10 people in your ICP  that would actually want to use your product,  then you should probably question whether you’re the right person to be building that product.

26:38

at all. tend to think that like expertise matters a lot, especially in  certain industries. Like if you’re just a developer.

26:47

Not just,  if  you’re just a developer. Well, with AI today, could be just a developer.  So if you’re a developer and you’re trying to create this type of product,  you’re, I think, going to struggle against companies  that have deep domain knowledge and are able to bake that in, especially as  AI becomes more pervasive, as it does  more of the sort of  workflows that are downstream of just intelligence collection.  A lot of that’s going to come down to the prompting. It’s going to come down to the output.

27:17

right  and

27:19

you AI models are probabilistic. they’re,  you know, it’s like you feed them  slightly different stuff and you get dramatically different outcomes and knowing like what outcome your customer actually wants and will be the most useful to them  is kind of like a superpower. It just helps you provide value a lot faster.  And that’s extremely hard to do if you don’t know your industry pretty well.  Now I have heard of companies, Carta being one of them where they actually went to like, they shadowed a whole bunch of, you know, like

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uh attorneys and  finance people working on cap tables  for like

27:54

a couple of weeks, like literally they had their product team standing over their shoulders, watching every click they made, watching everything they did  and  took that and like internalize that and basically baked  that into their product.  That’s perhaps another way around that. Like they may not have started out  as the company that knew the most about that, but they  quickly became the company that put in more work  to understand how your customers actually work than anybody else. And so

28:22

It is often understanding the customer putting your shoe your their shoes on and walking a day in their life That’s everything. Yeah. Yeah. Yeah, I know that I’m  like as a consultant I’m sure you’ve come into businesses before  and  like haven’t had that sort of expertise but  but like what

28:41

what I feel like makes  the difference between good agencies and crappy agencies or good consultants and crappy consultants  is that you’re able to like very quickly get up to speed on an industry to ask the right questions, to understand the customer need. um And yeah, so I think that that’s true of like being a founder too, you have to really understand it. And even  as a founder and as a marketer for a long time, like I’m still learning things about how  different industries  use the competitive intelligence that.

29:09

they see coming in our product.  One, I’ve really enjoyed this conversation. I think it’s been fun. That makes one of us.  The  competitive intelligence space,  when you first told me about it, I was a little skeptical on it because  marketers,  our budgets are thin, they get cut first.  And I think the one conversation part here, again,  that I keep seeing these through lines of everything is  marketing is tied to sales.

29:39

and sales is tied to marketing.  I know you’ve talked about battle cards and all of that.  It uh is a  part of life that you gotta have a skill in marketing, you gotta have a skill in sales, and  building those startups are never  easy, and  most of it’s unscalable, like you’re saying. um Anything that you would tell a startup founder today  that like…

30:04

when you started this journey or even yourself when you first started, what would you tell somebody on the journey to do a start up? I saw a shirt from Brickyard. Do you know Brickyard? They’re like an incubator. Oh, yes. Yeah. They had a shirt that says hang in there. It gets worse. I thought that it was going to be a lot easier than it actually turned out to be. That’s probably naivete, right?

30:31

But I think it’s needed when building that startup a little bit. Yeah  I think  that Sometimes the problem that you are setting out to solve is not actually the problem the market needs solved like  I thought that  Bringing all of the competitive activity together in one place  was the problem, but that’s not the problem  actually the real problem that customers face is just like

30:58

finding the signal and the noise, right? There’s so much noise happening in the market all the time.  Most of what  is happening in your market at any given time is actually largely probably pretty irrelevant.  So it’s about like the one to  five different things per competitor,  you know, per week, per month or whatever that you actually really, really need to know are happening. em

31:22

I think that that’s, that’s true for a lot of different founders that the problem they’re actually setting out to solve.  If they talk to enough customers using their product in early days may find that it’s actually a  slightly different problem that you need to solve in order to get to,  giving your customers the value they need.  Backing up  to you had a problem. Like,  did you,  the problem that you were solving, obviously they’re like,  how did you discover that was,  was.

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different than the problem that you originally started with because it was your problem. You experienced it and then all of a sudden you’ve talked to more people and it’s changed. How did you come to terms with that? Yeah, I’ll call out Zach from GiftKit who is one of our first beta customers and I remember because he was one of our first betas at this point we have thousands of news articles from his entire market in the product and when we pulled together all of the social

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all of the ads,  all of the  website changes and pricing changes and news and reviews.  It was like unusable. There was just so much information  that like as he’s CEO of that company, like he doesn’t have time to wade through that, right? Like if you’re a full-time marketer,  maybe you can make the case it’s your job. em But he just wanted something that was gonna like elevate the most important stuff to him, right? So that’s what we had to build.  And that was feedback that came directly from him. It’s like.

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Okay, cool. see everything here, but it’s like just a blindingly large amount of like data.  And how do you tell me what’s most important, which is  where the AI really sings. And that might’ve been your blind spot because you were the marketer. You go in and just kind of parse it and go,  these five things probably matter.  Whereas somebody without a, you know, he had a software background.  He’s going to look at that and go, Ooh, that’s like what, what actually matters. It’s just like, if you walk into the kitchen with a bunch of ingredients, it’s like,

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What do I do with this? But the chef’s gonna walk in and go, ooh, I know what I’m gonna do.  Yeah, and so that’s one of the things we baked into the AI agents. So we have agents that are basically reading every update that comes through, every  navigation change on a website, every change to a terms of service agreement or something. My favorite part is the term of service,  it’s just like a side note, is  that is a huge signal to what’s gonna happen.  If somebody puts in new terms on like, for example, like,

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I saw it with a bank, a bank added new terms for prediction market stuff and I was like, oh, they’re gonna hit the prediction markets  and four weeks later, they’re talking about prediction markets and I think  that’s gonna be your first sign because everyone goes to legal in some capacity and goes,  hey,  how do we cover our butt on all of this? Totally, yeah. Oftentimes,  they have to sign off on terms before they’ll sign off on anything else, right?  And so that is one of the first places you begin to see changes. It’s a fun place to watch.

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Yeah, but it’s impossible to do manual. Nobody’s going through those documents and comparing them. em But that’s one of the things that the AI in the product does so well, is it not only identifies a change, but interprets the strategic  meaning of that change, right? It says, hey, this changed in the terms of service. That could indicate this. Or your competitor added a new navigation item on their website. That could strategically indicate that they’re moving into a new

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you know, ICP or geography or something like that. And so,  um,  yeah, I think, yeah.  Um,  so to wrap it up, where can people find you  on the internet? Yeah. So they can find us at  www.keep tabs.ai.  Um, they could go there, sign up, check out what we do.  Uh, I’m  at linkedin  dash or slash in.

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slash franklin morris okay my name is not franklin morrison not franklin morrison we’ll put it all in the show notes yeah um we really appreciate you having on here and i’m sure the eddie and keem will have a lot of fun at it okay  i appreciate it