Reddy

The first simulation Reddy ever ran started out as a disaster. Day 1: nobody could log in. Day 2: logins worked. The headsets didn't. Day 3: headsets worked. The transcripts broke. Day 4: transcripts worked. The responses came back too slow. This was back in 2023, only six weeks after founding the company. We now run thousands every week, but at the time we needed to figure things out fast. So, we moved into the customer’s office. Every morning we sat in the back of the training classroom, watching people use our product. Every issue we saw got fixed overnight. Then we did it again. We basically lived out of that call center for a year, and owe so much of what we learned to amazing partners like Josh Slater, Nicholas Dormans and the rest of the ISG team. Soon after the pilot, we watched as trainees left the classroom, so we followed them. They went to nesting, so we built for nesting. Then QA, then coaching, and now to entirely automated voice agents to handle pieces of the process. That's still how we work with customers today. We never planned a platform. We show up, watch how your teams actually work, and build from there.

Our first marketing dollar bought a misprint. Our latest bought a billboard in Times Square. The first dollar Reddy ever spent on marketing went to a printed banner for a conference booth. The colors came out so wrong you couldn't even see it. A perfect disaster of a first marketing dollar. Then recently, Jake and I stood in Times Square, looking up at our company's name on a billboard. It was Jake's first time in New York. We were both so slammed that the whole trip lasted about 24 hours. Land, look up, take the photo, work from the hotel, fly home. I keep thinking about what actually changed between the banner and the billboard. Not the marketing philosophy. Not the ambition. What changed was everything underneath: the customers who bet on us early, the teammates who stayed up fixing what broke, a few thousand unglamorous decisions sitting between two print jobs. Two things I'd offer any founder from this. Your first marketing dollar will probably be wasted. Spend it anyway. The unreadable banner was tuition, and the lesson was: you're allowed to look small while you're becoming less small. And celebrate transitions, not arrivals. A billboard proves nothing by itself. Revenue proves things. Renewals prove things. But standing next to the co-founder you met on Twitter, in a city he'd never seen, under a name you picked three years ago, for exactly 24 hours. That one wasn't for the market. That one was for us.

I moved to San Francisco for the startup dream. My customers are in Orlando and Manila. When my wife was ranking cities for her medical residency, we made our list of places we'd hope to land, and I lobbied for one at the top. San Francisco. Obviously. Which is a funny choice for our business. If I wanted to live near Reddy's customers, I would have moved to Florida. Or the Philippines. The logic was simpler and colder than "chase the dream." I'm all in on this company. If being in the one place where tech aggregates raises our odds of success by even 1%, I'll take the 1%. Moving is a small price against a decade-long bet. Here's my actual scorecard on what SF buys a founder like me: The ambient stuff is real. You cannot walk a block here without seeing a billboard for a new tech company. Any night of the week, there's a room where people are learning something new about building. It sounds cosmetic. It isn't. The proximity is real too. Investors, advisors, people we're trying to recruit. When I can get in a car and go meet a trusted advisor instead of finding a Thursday slot three weeks out, decisions compress. And yet, we stayed a remote company. No shiny SF office. We build software for remote training and coaching. We'd better believe in remote work ourselves. So the model is a barbell. Keep the company distributed, where the talent lives. Put the founder where the density lives: capital, conviction, and the kind of coffee that would otherwise take a month to schedule. Early on, your bottleneck is rarely distribution. It's belief, capital, and talent.

Most pilots validate features. Reddy validates dollars. A leading food delivery app ran a 6-week pilot. $17.82M in annualized savings. 35x ROI. 5 hours of setup from their team.

Your current tool finds problems. Reddy fixes them. See how contact centers use real-time coaching to turn insights into action.

People stay where they grow. Most attrition isn't about pay. It's about agents who feel unprepared, unsupported, and set up to fail. When agents arrive confident on day one, something shifts. They trust their ability to handle the hard calls. They get coaching that actually helps them improve. They see a path forward instead of a door out. That's what Reddy builds. Agents who feel equipped from day one, coached every day after, and developed over time. Teams see 40% less attrition and 50% faster ramp.