➡️ Summary ➡️

Tim Schuitemaker, managing director of GoMeddo, joins to share how a product that began as Booker25 inside an SI fifteen years ago grew into the Salesforce-native scheduling and booking platform powering brands like Club Med, Basic Fit, and Jaguar Land Rover — with customers on every continent except Antarctica. Tim explains why splitting the ISV away from the SI business was the unlock for growth: roadmaps stopped losing priority to implementation projects, and other SI partners finally stopped seeing GoMeddo as a competitor, opening the door to the global partner network that now drives the business. He walks through niching down a horizontal product by pairing industries with regions, sponsoring World Tours and partner events where prospects actually are, and building Salesforce relationships the practical way — SEs match you to RFPs, AEs get you into deals early, and your partner account manager can always tell you which AE owns an account you just closed. Tim also shares the origin of Novigem, his new Salesforce-native gamification app born from watching implementations fail for lack of adoption (one pilot customer doubled logged activities in two months), how GoMeddo went from Agentforce launch partner to exposing its booking engine over MCP, and his advice for new ISVs: nail your ICP, almost give the product away to launching customers, and let their success bring the next ones.

➡️ Guest ➡️

Tim Schuitemaker https://www.linkedin.com/in/timschuitemaker/

GoMeddo https://www.gomeddo.com

Novigem https://novigem.com

➡️ Takeaways ➡️

GoMeddo started as Booker25 fifteen years ago, built by SI bench resources between projects until it grew big enough to split into a pure ISV four to five years ago

Inside an SI, implementation work gets prioritized over the product roadmap — a problem once enterprise deals include committed features and support levels

Splitting from the SI also removed a partnership blocker: other SIs stopped seeing a competitor in the shadow of the product, and the partner network took off

With customers already in multiple regions, GoMeddo grew by sponsoring World Tours and partner-run events in markets where it had reference cases

Scheduling is a horizontal product, but pairing an industry with a region — like student housing in education — makes the message resonate and the go-to-market easier

Salesforce itself is a growth channel: SEs match your product to incoming RFPs, while AEs get you into deals earlier because they're in front of customers

After closing a deal, ask your partner account manager which AE owns the account — then ask about other customers in their patch

Leverage happy customers to introduce you to their AE; showing success in an industry opens Salesforce's industry teams' doors

Novigem was born from watching implementations fail after six to nine months for lack of adoption — gamification changes behavior in a lasting way

Launching an ISV today is completely different from fifteen years ago: you're essentially committing to be an Agentforce product from day one, and standing out among thousands of listings is much harder

GoMeddo was an Agentforce launch partner — among the first ISVs worldwide with a listing — and now exposes its booking engine via MCP so any interface can drive it

Dreamforce tip: book your meetings a month in advance and consider sponsoring side events instead of a booth — everyone's calendar fills up before they land

Advice for new ISVs: nail your ICP quickly, almost give the product away to launching customers, and support them heavily — their references bring the next customers

➡️ Youtube ➡️

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➡️ Keywords ➡️

GoMeddo, Novigem, Tim Schuitemaker, Salesforce ISV, scheduling, booking platform, Booker25, SI split, partner network, World Tour sponsorship, horizontal product, niche marketing, ICP, gamification, user adoption, Agentforce, Agent Exchange, MCP, Dreamforce, partner account manager

➡️ Hashtags ➡️

#AppsemblyLine #Salesforce #ISV #GoMeddo #Novigem #Agentforce #Dreamforce

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Today's guest is Tim Schuitemaker managing director at GoMedo, the Salesforce native scheduling and booking platform powering brands like ClubMed, Basic Fit, and Jaguar Land Rover, and recent recipient of the Salesforce 2027 Partner of the Year Award. Tim has spent roughly 15 years building on the platform, going from developer and consultant all the way to running two ISVs.

GoMeddo and more recently, Novigem, a Salesforce native gamification app available on the Agent Exchange. And for any DD enthusiasts that are listening and watching, when Tim is not shipping managed packages, he's running a 250-player Dungeons and Dragons community in his hometown near Amsterdam. Tim, welcome to Appsembly Line.

Thank you, Scott. Thank you for having me, of course. I really appreciate it.

Yeah, I'm I'm really looking forward to sharing your story with listeners and viewers. it's it's very interesting. I we were chatting a little bit before hitting record. So maybe we can start by you sharing the evolution of GoMeddo. I know like many ISVs, there's a tie-in with originally a an SI business, so but I'll I'll let you continue and share your story.

Yeah, definitely. So GoMeddo started as an app called Booker twenty-five almost fifteen years ago. fifteen years ago it was what we we start actually started as an I ISV and then quickly we got

the

question, can you implement it yourself? And that's when what started the SI business actually. But what we always did is whenever we had people on the bench as an SI, they worked on the app until it got to a certain stage and it became bigger and bigger that we decided maybe four or five years ago.

To split it into its own company, so only product related to a pure ISV, so to say. we always had a team working on it, and I've been there since the beginning, working on the app, taking on various roles from pre-sales to building the app to whatever was needed at the time. So five years ago, I was requested to to become the managing director of this part of the business and focus purely on growing our app business. And

It's been going steadily since we we're hitting our targets almost every year, which is good. and yeah, we we're growing as a company, have customers on almost every continent. I think our marketing team always says every cust continent except Antarctica. And we do enterprise deals, we do smaller deals, it really depends on what customers are looking for. but the product has grown, it's it's becoming more and more of an

self-service booking engine where we tackle really advanced problems for some customers that have really complex booking scenarios that they want to make part of their sales or servers or as an operational process within Salesforce. So that's what we've been doing for the last fifteen years. I'm really excited for the future as well. I mean as soon as you hear people talk about what AI can bring, especially in scheduling because it's such an such an

scoped thing, right? It has specific

Mm-hmm.

rules and if you follow those rules, that's what AI is really good at. you you can see that if you are the input for those rules, which we are with Gometa, we sort of say, hey, these are all the boundaries that you have to work with, and AI is a really good tool to just start scheduling and optimizing things. And that's what we've seen what we are focusing on lately to really do that as well.

Very cool. Yeah, I could definitely see how the move toward AI is is gonna be a big boost to the business. I want to talk a little bit about the decision to split off. So that a lot of a a lot of ISVs have either were an SI or have an SI component to their business. could you maybe explain how your team decided that you really need to make a a distinct break from the SI part of the business?

and have you lead the ISV business for GoMeddo?

Yeah,

so actually it's it's it's one of those things that happens over time because if you're building an ISV or you're building a product as part of doing implementation works, what happened with us is most of the time the implementation work got prioritized over building the app. So

Mm.

it it means that you're building a roadmap and you have people that are responsible for the roadmap, but their teams sometimes get caught up into projects that customers

requested they need additional resources or additional people to actually fulfill those projects, right? To do to the job, which means that your roadmap got delayed and and that was the main issue at some point because if you're serving the bigger enterprise customers, they just expect you to deliver certain features and actually as part of deals you commit to deliver certain features or you might want to provide a level of support that you cannot do if you're not a dedicated team building and focusing on the Apple

So that was our decision a couple of years ago that we said, okay, if we really want to grow our app business, then we should split away from the implementation business, let them do their own thing, but also focus on just the apps. That gave another benefit because of course if you're part of an SI, it's hard to work with other partners, other SI partners, right? Because

Mm.

they see it as competitors, right? Because you're you're an SI delivering a product, but all of a sudden if another

implementation partner want to actually implement that product. There's always this SI that is sort of in the shadow of the product if that makes sense if may if that makes sense. So building a partner network was really hard for us. And that's what has been growing our business since we broken from our other original SI. We really see we work with a lot of different partners on different industries creating specific use cases that we can go to market with. And that

That really became easier once we became our own

Very cool. You you mentioned how y yeah you've covered all the continents except for perhaps Antarctica now. and

Yeah. Still on our list though.

one day. I'm curious, so you you you mentioned that the partner network has been a huge part of your growth. you know, you turned pretty quickly to become a a global ISV and really grow out GoMeddo.

how did you how did you approach that growth and and what was some of your strongest channels for achieving it?

when we just started, well of course the beauty of starting a company after already being part of the SI for so long is you have customers, right? So we had already some customers in different regions, etc. And we also knew where the growth potential was for our app. So that means that we started to sponsor some world tours in those areas, specific world tours that maybe had a focus on a specific industry where we know we did really well or already had reference cases.

and that allows us to grow there quicker and quicker, but also get more of a recognized name, I guess. Because if you're trying, especially if you're trying to build a partner network, right, work with partners you trust as an ISV to implement your product successfully, it's important to talk to those partners and be there where they are, right? So go to their regions. So the team has been traveling quite a lot over the last couple of years to different events.

and essentially where we where we think we can get more business, if that makes sense. So if if we think, hey, we have a couple of customers here and it seems like there's a unique use case that might be relevant for more customers in that region, we're trying to sponsor a world tour or trying to get in touch with a partner that is local there to learn more about the market, and then we're trying to adjust our messaging towards that as well.

Okay, very cool. That makes sense. and so how do you choose to approach your your messaging and your marketing when GoMeddo is a application that could benefit pretty much every organization out there, right? So I mean we had to s

Yeah, it's really what they call a horizontal product. Yeah.

exactly, like we you know, everyone needs to schedule. We had to schedule this

this conversation that we're having right

Yeah.

now. but oftentimes when you're trying to to market to anyone and everyone, you end up having no one listen to your messaging. So how did you all approach that? D did you focus on specific verticals or locations or

Yeah, actually we've started doing that

Mm.

not even at the beginning. We we always positioned ourselves really as a horizontal product that could cover all the industries, also because because we had use cases on almost every industry, right? As you said, scheduling is something universal. You do it in financial service and you do it in hospitality or healthcare. Everywhere there is scheduling and all these different processes are a bit different. But Gomedo

Mm-hmm.

is set up in a way that it's really flexible and you can configure your own

conflict rules and all the different things that should come into play whenever you're doing your scheduling, right? So it really became part of of every one of these industries. But you learn over time that if you put more focus into certain industries and region, especially the combination of the two, you talk more the language that they're speaking and you can explain better what you're providing as a benefit.

So automatically your product becomes more focused because you also start developing towards maybe a specific industry, right? a good example of that would be, for example, education. if you've what we found is that we had quite a lot of customers doing student housing or trying to match students towards the the campuses that they might have or different housing buildings, whatever they have. And

We start tailing our message more and more towards that use case as well. Not leaving the other use cases behind, right? Because we still can do tutoring appointments or like other types of appointments that you might have. or other type of bookings, I should say. But you see that it it resonates better whenever you're whenever you're telling, Hey, we have a specific product for student housing and this is how you configure it and this is all the marketing material that comes with it, and this is how you set it up and

We have a partner dedicated for just student housing. That means that it's much easier for us to go to market in the end.

Hmm. That makes sense. Yes. No, that

Did I answer your question, Scott? Because I stuck

that's interesting. I mean lean on your partner network. seems very smart, especially

Yeah.

if you're if you're you know, if you're wanting to approach a new market, find a partner, an SI partner in that market, lean on them.

And that's hard, right? Because

the partner doesn't really know you at that point. So you start talking to them and explaining what you're doing and then showing them references from other regions maybe that do a similar

Mm-hmm.

thing or something. And that's that's usually how you how we work. But in the end

Mm-hmm.

it's all about if if we're showing success in an industry and the partner is also in that industry, usually the relation will exist at some point, right? Then you s you you meet each other on events or you

meet each other at a customer actually. Yeah, and then it grows

Sure.

and grows.

And that was I guess what you were kind of alluding to earlier about starting to partner I mean sponsor some world tour events in order to get in front of those partners, right?

Yeah. Yeah, and also partner

events. We're investing quite a lot in events that are organized by implementation partners as well. So we're doing like

Okay.

it could be an after party for a world tour, but sometimes they're more like industry focused events that are organized by one or more partners. yeah, and that's that's what we're sponsoring as well because we know that's where our customers and partners will be.

Very

cool. So obviously you were there from the beginning. but so let's roll back to when GoMeddo split off from the SI. I'm curious if you could share a little bit more about the team beside just yourself that was working working on GoMeddo.

Yep. So we already had sales dedicated towards the app.

Mm-hmm.

our marketing team was still split at that point, so they did both brands, if that makes sense. we had a product manager and a handful of developers that were working on the on the product. And when we split we sort of said, Okay, you're now working for this other tent entity, you're doing the same job. But they were already dedicated to the apps, although they were part of the SI at that point.

so it was a relatively easy split for them to go to an new y new company, so to say. They they're still doing the same job that they did before. They just had a new logo on their T shirt, so to say.

Nice. And and as the app has continued to achieve more and more success, have you had to grow that team out from that those initial days?

Course. Yeah.

So now we have our in house marketing, we have more sales, we have people working on the go to market, we have people building the product, we have we have a full full company now, yeah.

Mm. Makes sense. and what in going to market, what were s was you mentioned we mentioned already the partner network. what were some of your other greatest channels? Would you s

of course Salesforce

itself. So if you get known to Sil well, it's a partner in a way, but of course they they are in with the big enterprise customers that they already serve and they see a need for a specific solution that they not always can fulfill themselves. And that's when they go to the agent exchange and find our app and contact us to see if we can actually provide it to them. So building that relationship with Salesforce is also important and

Of course, every ICV has like a partner account manager that you can work with

Mm-hmm.

to get in front of teams. And we always try to be in front of the teams that we knew are in our ICP in the end.

That makes sense.

so that is one. And it's also just doing some some outreaches yourself, right? Because

Hmm.

that's usually how how you approach a market as well, is just start

Talking about your product and what you're doing and connecting with the people that are in that market to get to know them.

Mm-hmm. So so just cold outreach, essentially, email marketing and okay.

Yeah, I would say

semi cold because usually you are in some kind of connection already or Salesforce can introduce you or you already know someone at another partner or whatever. But it's like yeah, it's it i in the end it's cold.

The team is not

Mm-hmm, mm-hmm. Makes sense.

cold calling though. They're they're they're it's mainly LinkedIn or emails and that kind of stuff. Yeah. And they do some cold

Mm-hmm.

calls of course, but that mostly goes to prospects.

Yes, okay. So you mentioned Salesforce being a big growth channel. essentially a a partner, true, but a v very important one, very big one. w I mentioned earlier how you're based your hometown is is near Amsterdam. A lot of ISVs that

aren't based out of Silicon Valley, often find it's difficult or or feel at least that it's difficult to get attention from Salesforce. So I'm curious how you approached it. I'm also curious if you could explain, you know, specifically some of the roles. Obviously your part the partner account manager you mentioned. fairly recently

Salesforce has made some changes to the ISV program so that some of the newer ISVs actually I think no longer have a PAM. So beyond for for those folks and and for anyone that feels they've already leveraged the their PAM, what other Salesforce roles, you know, are you talking to AEs, S E's? you know, who and how, I guess I'm curious about.

Yeah.

So it's a mix which is the most fake answer I can give. But I guess let me explain it a little bit. So first off, the relationship with Salesforce is always it's it's it's a little bit of a hit or or miss I would say, because indeed sometimes they need you, but you always need them. But they n not always

Mm.

need you if that makes sense, right? so what we're trying to do though is

Is get in front of SEs because they're usually in front of the RFPs that are incoming and then match the requirements back to the product that we're providing.

Mm-hmm.

one of the things that I want to mention, indeed, if you're in in in San Fran and you're you're near the Salesforce Tower and you're meeting the AEs and SEs, it might be simpler. But we sort of follow the same approach by first going quite local. So we had we have a good relationship with the UK Salesforce team, which is a second bigot.

markets if I'm not mistaken from Salesforce, right? So we we went there often to their London office and meet that team and meet those teams and talk to their SEs, also because they were doing a lot of GoMeddo related initiatives, if that makes sense. and what Salesforce provides is really they have plans to go from the US to Europe. So if you're an ISV and you go to your partner account manager and say, Hey, we're thinking about opening an office in

the UK or in in Europe, then they might have a full plan like, hey, these are the things that you should consider, this is these are the people you should hire, that kind of stuff. The other way around there's nothing. So I talked to some of the senior leadership at Salesforce at some point saying why why don't you I mean there are a lot of European ISVs that want to go to the US, but it's relatively hard for them to do because they first need to make a name of them s for themselves before they can actually do the step that you provide to the other ISVs. But that's

maybe a different discussion. but

Mm-hmm.

what I what I notice is if you're talking about who matches us to an RFP, it's the SEs. But if you think

Okay.

about who actually needs to have a relationship with us, it's the AEs because they're in front of the customers, right? So only whenever there is an RFP or there are requirements being shared, that's when an S E comes in. But if you want to be earlier in the deal, that means you have to talk to AEs because they talk to their customers and can

make more of a project or can make the requirements more towards your solution if they know what you're doing already. So actually we target both, I would say.

Mm-hmm. And how w could you share any tactics on how you were targeting them? And is this another kind of cold outreach that you find them on on LinkedIn or

yeah, or or via

the partners once again. So usually the partners are less reluctant to actually start working with us because they

Mm.

they see the need at the customers and they understand your tooling and they can do the match themselves and then they say, Hey, we're working on this customer. Then of course, when whenever we're selling into that customer, we automatically get the details of the AE that is responsible for Salesforce and we're trying to reach out to them as well, saying, Hey, we either did a deal or we're going to do a deal.

the customer you're responsible for, can we please talk further and see if there are other deals in your patch that or other customers in your patch that might be a fit towards us. and also because there's quite an industry focused in some regions. So they have like an education team or they have a healthcare team or an HLS team, right? So and whenever you show some like success at customers, they're really open to listen, right? Because it brings them more revenue in the end and it opens up new doors at their

customers that they might have not considered before. so that's usually the way and it's first showing success and then you can can get them to talk to if that makes sense.

I I like the concept of leveraging your customers in order to get more customers because you can just ask your customers that you know are very pleased with your your product to just introduce you to their AE. and then perhaps they will wanna

Yeah, and also to be

fair, the partner manager can help there as well, right? So of course, as soon as we close a deal and we don't know the AE yet, we usually ask the partner manager saying, Hey, can you provide us with the name of the AE that's responsible for this account? Because we just closed the deals and we want to just reach out to say, Hey, there's some there's a new a new deal at your customer.

Mm-hmm. Yeah, that makes a lot of sense. That's very cool. okay, so I I'm also curious to hear a little bit more. I mentioned earlier in in the show how you're really running two I Cs at the moment, GoMeddo as well as Novi Gem. So maybe you could share a little bit about the birth of Novi Gem and and what your

Yeah. Yeah, Novi Gem is a much smaller ISV these days than than GoMeddo is. but it came from my consultant days actually. wherever I went into a customer, what I saw is that there was a lot of well, change management is hard, right? That's

Mm-hmm.

given everyone that's trying to implement software, whatever software it is, is always talking about hey, we have to do good change management to actually

increase the adoption and make sure the quality of the data that we're putting into the system is is correct. And I was always a bit fascinated by that because in my opinion, whenever something new shows up, people have have done their due diligence and found out it's better than what's currently there, else you wouldn't be implementing it, right? You you you only want to move forward. You never want to move horizontal or even back, right? So you always want to do this. but then what I notice

when I start reading on it is there's actually quite a lot of implementation that are failing after six to nine months because people just don't start using it and reverting back to old systems or maybe Excel or or just their calendar or whatever it is, right? so I was a bit fascinated by that. Like how could you make sure that people not just get training and learn about the product and then

They move on from that, but actually start adopting it more and more. And there are different techniques to do that. But one of the techniques that always comes up is gamification. And the reason for that is one of the few ways in which you can change behavior that is lasting. So it changes the behavior for people and they start doing a thing because they get benefits from it, although there might be digital benefits, and they keep doing it over time. So that's when I

thought about Duolingo but also trailhead, right? Everywhere you can earn badges and points. And I thought why not just make sure that if that works, if that allows people to return to their the the things that you want them to do, right? Update the right field or create the right records in the system, then why not apply it to other scenarios as well? Like B2B sales is a a very good example because

Usually in B2B sales people always forget to update the opportunities. So you come into an organization, you see closed dates in the past and there's no next step and the activity hasn't been locked for three months. Right? That's that's an issue because you don't know actually where the deal is at that point. So you want to change that as an organization or a sales manager. You want to make sure that people do it. But they only start doing it if there is some kind of benefit for them. And in in with gamification, it's a small benefit. It's like a digital batch or it's points or whatever you

you assign to it. But in the end it gives you an idea like, hey, this person is actually doing it and this person is not doing it. And if you're the person that's not doing it and you see all the other people actually earning points, it starts motivating you to actually start doing it. Right. So that's what the whole idea behind it. That you see your your peers doing it and therefore you get motivated to do this. And I have a couple of pilots running. It's only been live like two months or so.

And I have a couple of pilots running, and the first successes that I'm seeing is indeed that, for example, one customer has double the amount of activities locked in a period of two months, which is

Well.

crazy if you think about it, because nothing really changed other than that we said, hey, you now get a point every time you you log your email into the system, right? They're still doing the exactly the same job. It's just you're seeing it motivates them to do it more regular and more more frequent, but also

You as a manager has better data.

That's very cool. So this is this is a concept I've heard about almost on the the other side of the fence from someone selling a B2B SaaS solution. Oftentimes you wanna not you know, the the moment you sell, you need to actually make sure that you have

product activation, right? And adoption, like you were saying, because if you don't, all that's gonna happen is when renewal comes, the the customer's gonna churn. in the case of so

Yeah.

obviously Salesforce I think would be very invested in Novi Gem success, but also Salesforce being a high ticket item, whoever kind of spearheaded an initiative at a company probably has a lot writing on making sure that the reps are actually using it, advancing the opportunity stages.

Course. There's always

someone responsible for the implementation in the end, right? usually it's someone from

Right.

C level that says we have to do this because we need to have the data in our CRM and yeah, so there's always some kind of stake. And it's a I would say it's a relatively low investment, because it's

Mm-hmm.

very easy to set up and it's just saying, Hey, every time you're doing this in the system, I give you a point. That's sort of all the configuration you need, right? It's not an endless implementation project where

It's just something that you can add on top. So indeed I'm talking to implementation partners to see if you're doing the implementation and you want to prove that you were successful in your implementation, this is something that will help you. But also I'm talking

Mm-hmm.

to other ISVs to say actually you're selling a product. If you want to make sure that people start adopting it more whenever you're selling it, this might be an idea or this might be an angle that you can look at to actually promote the things that you want them to do in your app as well.

So it could be a PDF generation thing where you would say, if you generate a thousand PDFs, we give you a badge or something, right? It could be very simple. It could be a GoMeddo

Mm-hmm.

thing where you would say, if you have a thousand bookings, here's a badge. So it could be different angles to the same problem in the end, which is driving adoption in the tool.

Mm-hmm. Very cool. I have I have used tools myself before that just you get little coins or rewards for doing things like

Yeah.

congrats, you went through the product tour. Here's ten ten tokens and things. Yeah, exactly. so I

Five points, yeah. Yeah, yeah, yeah exactly.

I I can I can attest to this this stuff works. That's very cool.

I

know y I know Go Meadow is the main focus, but I'm just curious, with Novi Gem being so much more recent, would you say so far you've been able to use a very similar playbook to GoMeddo? or has the script changed? Okay.

No, it's completely different, I would say. Yeah, it's

it's completely different. First off, if you now want to become an ISV, you are ac essentially already committing to become an agent force product. So you have to think

Okay.

about that whenever you're building a product, right? because initially I didn't think of an angle for for an agent force product within Novi Gem. I thought it's a gamification. And now I really added things like coaching on top of it.

So you can actually see, hey, my peers are doing this in the system, and that starts coaching you as a as a rep within the system, as a sales rep, to see, hey, my peers are doing this and I'm losing points on that. And that's an AI layer that we that I use Agent Force for. but that's the first thing that's changed since fifteen years ago. And every app was almost welcome. also there's much more competition, I would say, than fifteen years ago, of course.

Mm-hmm.

I think we were one of the first

Three hundred apps if I'm not mistaken. I think now

Mm-hmm.

it's ten thousand. I'm not sure how many apps there are on the agent exchange, but way, way more. So making something unique is much harder in the end.

Sure.

Yeah, and and getting getting attention on the app agent exchange or the app exchange is harder as well. Because there are so many

Mm-hmm, mm-hmm.

products. So you really have to focus on how do I do agent exchange marketing or how do I optimize the listing to be found by

But the right people, right? So that's

Mm-hmm.

much more important than it used to be.

You me you mentioned how new ISV partners from the get-go need to be thinking about Agent Force and AI. we also talked earlier though about how you see AI being a big boost to Gometto's business. So have have y'all been working on an agent force integration for GoMeddo

as well? Okay.

Yeah. Yeah. So

when AgentWars was le released two or three years ago on Dreamforce, I think it was three years ago already. we actually got a message a couple of weeks before that if we want to be part of the beta program, so we enrolled in the beta program and were one of the Ice Vs that launched their Agent Force listing on Dreamforce that year. So I think we were the first from Europe and number three worldwide or something that had an agent exchange listing for Gometa. And back then it did relatively simple stuff. It just

You could just talk to the agent and say, Hey, I want to book a room and a person and this asset. And it starts finding a combination of things and saying, Hey, this is just the these are your time slots that are available, and then you could book them. But over time we found there's more and more need to actually use it. So actually we have now and there's some videos coming out today or tomorrow about how we also are now available as an MCP. So you can just talk in in codex or cloud code or or cloud itself to just say, Hey.

Give me the occupancy rates over the last month where I wanted to make this kind of appointment. And it tells you, okay, these are the rates and these are the things that you can improve on, right? So it's much more that. And it also means there's a difference between actually being a system that stores data. It becomes much more optimizing processes. So you don't it used to be like you made a booking and you looked into a calendar and

Cometa's really smart to say, hey, you're looking at a rooms calendar. We can show you the availability of the stuff as well as all the assets and the combination of things is what you're looking for. now the interface itself doesn't really matter anymore, right? It's you

Mm.

you you're providing the data via processes and functions towards whatever the customer is deciding to use as their interface. so

Mm, mm.

that's what we're seeing more and more. And also that means that you have to have a real solid

backbone a real solid engine as we call it. because the use cases that we s served were already very different from each other. So we had a really strong engine. And now you just see that the calendar that was always our front yeah the the front of our app is now changing into chat layers so to say. And that's that's what's changing. But the engine doesn't change in that in that way. You still have to configure the engine to run against the rules that you want it to run on.

Mm-hmm, mm-hmm.

So that's

that's all we're doing quite quite a lot these days.

Well you mentioned

Yeah.

unfortunately we chatted earlier, unfortunately, you won't be attending this year, but Gometo will have representation at the conference.

Definitely.

I'm I'm curious if you could share any tips or strategies for ISVs that are attending Dreamforce, perhaps even for the

first

time how best to make use of that that investment.

Yeah, well what

I found is Dreamforce itself, especially the first time, is really overwhelming, right? There's all these sessions going on, there's thousands of people walking on this small small square mile almost, right? It's it's it's everyone's there. to find the right people that you want to talk to, you

better reach out before Dreamforce starts and already put something in the calendar. So what we're doing actually quite a lot over the last couple of years with Gomato is we're not sponsoring a booth at Dreamforce itself. We're sponsoring

Mm-hmm.

like side events. And there are some side events that have like workspaces or something where you can just walk in throughout the day, take a little break from all the hectic stuff that's going on on the venue itself. and we are meeting some of our customers and partners there to just talk.

Over things over time. next to we sponsor some bars and that kind of stuff, like some drinks at the end of the evening. but yeah, I guess that's that would be my tip. If you go for the first time, try to already arrange some of the meetings because it's very hard to find someone there. And if you're there and just texting people, usually they already planned themselves pretty full for those couple of days. Because most people are only in town for two or three days, so they already know who they want to talk to. So

That that is really important for us as well. We always reach out maybe a month before to say, Hey, are you there? And do you have some time for us to talk to us?

That that was what works really well. So if this airs the Friday before Dreamforce, I'm

Yeah.

I think I'm a bit too late with that advice though.

I was actually just gonna say to to viewers and listeners, I apologize. Perhaps Tim and I should have should have spoken a couple weeks earlier. but you know, you can still send those LinkedIn messages over the weekend. They'll be right there Monday morning. and I guess the conference doesn't start till Tuesday, right?

Course, yeah. Of course. And also look yeah,

and also look for the eva look for the events that are related to your ICP, right? This is of course almost an open door that that that I'm opening here. But it's the thing is if there's an education event and you're focused on education, that's the event you have to go to because that's where your prospects, your customers and your partners will be. So that's really important.

Sure, that makes a lot of sense. Okay, well that great advice for for Dreamforce twenty twenty six, even if it folks end up only being able to use it in twenty twenty seven, based on the air date. do you have any closing thoughts for any brand new ISVs? I feel like you have an interesting perspective because yes you've been in the ecosystem for quite a long time. You've helped grow, launch, grow, and scale GoMeddo. but you also

have an interesting perspective on what it's like right now to launch an ISV due to Novigem. So if you have any any advice for first time ISV founders out there that are early in the journey, we'd love to to share that with listeners and

viewers.

Yeah.

Yeah, I I think it's it's my advice wouldn't be much different than any other SaaS company. Of course we're all really focused on what Salesforce is doing and where Salesforce is going. We're pr bu most of us are building our product on top of Salesforce, or at least related to Salesforce in a way. But what you see is if you nail down your ICP quite quickly and focus on

Who is your customer and what am I building for them? And hopefully you find launching customers as well. I would say give it away for free almost, just to get the input back and make them like a promoter of your software. That's for me that works really well. I work with a pilot program indeed where there are a bunch of people that I already knew or trusted that are now the customer that can tell me this is working well and this is not working well. And based on that you can really iterate and and

Go to market quicker because you have the use cases and you have the references and you have the data on what works and what does not work. So try to focus on that, on that quickly. It's also what I would tell myself if I would be talking to myself like 15 years ago when we started the started GoMeddo. Like try to nail that ICP, try to see where your customer is and then put really a lot of effort in supporting those customers because they will bring new customers and that's

initially you think I can serve this customer and that customer and you're trying to build like the horizontal product, but then you

Mm-hmm.

over time you notice that if I put focus in one industry or one region or a combination of the two, that's what really drives more revenue and more customers.

That's great advice. I I think that's that's very, very solid advice. Tim, thank you so much for joining me on Assembly

Thank you, Scott.

Line. I had a great conversation, really learned a lot. If anyone out there watching or listening would like to get in touch with you, either to learn more about GoMeddo, Novi Gem, or perhaps they want to join your your Dungeons and Dragons community, how best can they get in contact with you and how best can they learn more about GoMeddo and Novi Gem?

Yeah, so of course you can always email me, just email Tim at GoMeddo but also you can find me on on LinkedIn or just send a message through the websites. I mean I'm pretty contactable I would say, if that's the word contactable.

Wonderful. Okay, well we'll put those links in the show notes. thank you so much again for joining

Thank you.

and we will talk soon. Best of luck to you and the GoMeddo team. Cheers.

Really appreciate it, Scott. Thank you. Cheers.

Bye.