Clarity
Do they understand what you do?
Weak7 of 15
7 could name what kind of product this is, unprompted.
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01
Your verdict
Relevance
Can they tell what it solves, and who it's for?
Mixed9 of 149 could quickly tell what problem it solves and who it is for.
Value
Do they actually want it?
Mixed11 of 1511 would take a meeting to learn more.
Differentiation
Fix firstIs there a reason to pick you over the alternatives?
Fail3 of 153 could name a reason to pick you over a similar option.
See what they thought you were
Your page describes: supply chain visibility and planning platform. They said:
- 1×Freight/logistics management softwarewrong
- 1×Supply chain / freight orchestration platformmatches
13 couldn't name one; 1 named the wrong one; 1 got it right.
Four separate measures, not stages: all 15 personas answered all four questions. Each square is one persona.
Additional signalBrand alignment9 of 15MixedShow finding ▸
Three respondents flagged broken '0+' integration numbers, unrendered placeholder figures and a misaligned FMCG logo wall as signals that undercut enterprise buyer trust rather than building it. Not one of the four layers, and it does not affect the scores above or the order to fix them in.
These are 15 simulated buyers. Want 15 real ones?
Test with humans02
Fix these firstFix these first
Three edits, in the order that matters.
The first is on your weakest layer, the second on the next, the third on the layer the most buyers had a problem with. Each says what to change on the page and why, with one simulated answer behind it.
Move the Nova demo with sample operator prompts above the product module list.
Why: The plain-language queries are the one thing on the page that shows real trade-desk knowledge, and they sit below six generic module names. Put the demo and its example prompts directly under the hero.
2 of 15 raised this
“What would rule it out, though, is the complete absence of a named pharma client or integration diagram against our specific TMS”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated Moves DifferentiationShow the product earlyReplace "AI-Native Adaptive Platform for Global Trade" with the job it does for a shipper.
Why: The headline names a category, not a task anyone says out loud. Write the work instead, such as awarding freight at tested rates, clearing customs and checking every carrier invoice.
5 of 15 raised this
“they describe a shape, not a mechanism, so I can't tell if it replaces my TMS, sits beside it, or just pulls data from it.”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated Moves ClarityLead with the use caseAdd a who-it-is-for line under the hero naming roles and company profile.
Why: The page never says who buys this, so the audience has to be guessed from the logo wall. Name the roles and the situation, for example trade and logistics teams at pharma, chemical and automotive manufacturers moving ocean freight across borders.
7 of 15 raised this
“no "built for pharma shippers" or "for supply chain teams at enterprises" — I had to infer it from the industry logos”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated Moves RelevanceName the audience
Keep these · 2
These landed. Keep the wording when you edit around it.
- Keep · Value
Rate Control and Payment Control land as recognisable money problems
“Stopped overcharges on freight invoices caught before payment — that's the one with a hard number attached to it every month, it's easy to audit against my current…” Show full quote
“Stopped overcharges on freight invoices caught before payment — that's the one with a hard number attached to it every month, it's easy to audit against my current spend”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated - Keep · Differentiation
The Nova demo with plain-language operator queries is the clearest differentiator
“the sample prompts ("Are we overpaying anywhere this month?", "There's a strike at the port, how much of mine is sitting in that lane?") made the use case…” Show full quote
“the sample prompts ("Are we overpaying anywhere this month?", "There's a strike at the port, how much of mine is sitting in that lane?") made the use case click immediately”
Logistics Manager, Chemicals · 1001-5000 employeessimulated
03
All recommendations
Differentiation
Fail3 of 15Moves DifferentiationGive a reason to choose you
Add a line under the hero stating what this does that dashboard and visibility tools do not.
Why: Nothing lets a buyer choose this over a control tower or visibility vendor they are also reviewing. Name the difference, such as agents that action shipment email and test rates rather than display them.
2 of 15 raised this
“What would rule it out, though, is the complete absence of a named pharma client or integration diagram against our specific TMS”
Moves DifferentiationTie the feature to the outcome
Expand Compliance Control into its own section with a customs workflow example.
Why: "Clear customs and documents without the scramble" is one line among six, so compliance depth is invisible to the specialist evaluating it. Show the documents handled, the filings produced and what a broker still does.
2 of 15 raised this
“What would rule it out, though, is the complete absence of a named pharma client or integration diagram against our specific TMS”
Clarity
Weak7 of 15- Shown aboveReplace "AI-Native Adaptive Platform for Global Trade" with the job it does for a shipper.
Moves ClarityConcrete over abstract
Rewrite the Nova section to show one worked example of data in and action out.
Why: "One architecture connecting your products, your AI agents, your data, and your off-platform partners into a single adaptive workflow" describes nothing a reader can picture. Show a single shipment moving through Nova: what arrives, what Nova decides, what…
5 of 15 raised this
“they describe a shape, not a mechanism, so I can't tell if it replaces my TMS, sits beside it, or just pulls data from it.”
Moves ClarityAnswer the live objection
Add a line under the H1 explaining whether the platform replaces or sits on top of a TMS.
Why: Readers cannot tell if this swaps out their existing TMS, duplicates it, or layers over it. State plainly that it connects to the TMS and ERP you already run, and what it takes over.
5 of 15 raised this
“they describe a shape, not a mechanism, so I can't tell if it replaces my TMS, sits beside it, or just pulls data from it.”
Relevance
Mixed9 of 14Moves RelevanceConcrete over abstract
Replace the bare Industries list with one named pain per industry.
Why: "Pharmaceuticals Automotive Chemicals FMCG" are labels a reader in those sectors cannot see themselves in. Give each one sentence of its own problem, such as temperature excursions and customs holds on pharma lanes.
7 of 15 raised this
“no "built for pharma shippers" or "for supply chain teams at enterprises" — I had to infer it from the industry logos”
Moves RelevanceProblem before solution
Rewrite the four Challenges headings to lead with the problem in operator language.
Why: "Reduce supply chain costs" and "Enable data-driven decisions" could sit on any vendor's site. Lead with the pain the reader feels, like paying for freight you never agreed to, then say what the product does about it.
7 of 15 raised this
“no "built for pharma shippers" or "for supply chain teams at enterprises" — I had to infer it from the industry logos”
Value
Mixed11 of 15Moves ValueProof next to the claim
Attach a named customer, baseline and timeframe to each cost-savings and OTIF figure.
Why: The 20% savings, OTIF and six-week payoff numbers float without a source, so buyers discount them. Put the customer, the starting point and the period next to each number.
7 of 15 raised this
“those numbers need a pharma-specific case study and a straight answer on whether this replaces or just sits atop my existing TMS before I'd move past a first…” Show full quote
“those numbers need a pharma-specific case study and a straight answer on whether this replaces or just sits atop my existing TMS before I'd move past a first call.”
Moves ValueProof next to the claim
Add an audited savings figure beside Rate Control and Payment Control.
Why: Invoice overcharge detection is the claim buyers already believe, but it carries no number. Say how much a named customer recovered per month from billed charges that did not match contract.
7 of 15 raised this
“those numbers need a pharma-specific case study and a straight answer on whether this replaces or just sits atop my existing TMS before I'd move past a first…” Show full quote
“those numbers need a pharma-specific case study and a straight answer on whether this replaces or just sits atop my existing TMS before I'd move past a first call.”
Brand alignment
Mixed9 of 15Moves Brand alignmentSpecifics beat superlatives
Fix the broken "0+" integration count and any unrendered placeholder figures.
Why: A zero where an integration count should be reads as an unfinished page and costs trust before any claim is weighed. Publish the real number or remove the stat.
3 of 15 raised this
“none of them are chemicals shippers I'd trust as a proxy for my operation; Sun Pharma is the closest but it's pharma, not chemicals”
Moves Brand alignmentProof next to the claim
Replace generic logo wall with logos from pharma, chemicals and automotive plus one result each.
Why: An FMCG-heavy logo wall contradicts the industries the modules are built for. Show customers from the named sectors with a one-line outcome beside each.
3 of 15 raised this
“none of them are chemicals shippers I'd trust as a proxy for my operation; Sun Pharma is the closest but it's pharma, not chemicals”
Moves Brand alignmentPlain language
Cut filler lines like "Find the undeniable reasons to choose us" and "take your career to new heights".
Why: Hype phrasing in the Company and Insights menus clashes with the enterprise buyer the rest of the page courts. Replace with plain descriptions of what each page contains.
3 of 15 raised this
“none of them are chemicals shippers I'd trust as a proxy for my operation; Sun Pharma is the closest but it's pharma, not chemicals”
04
Buyer evidence
Biggest risks
A deliberately adversarial read of the same answers. Each claim was checked back against what the personas said and dropped if nothing supported it.
- high
The page outsources its audience definition to a logo wall that itself reads as mismatched, so the targeting signal is not just absent but wrong.
Seven respondents said industries and job titles are never stated and must be reverse-engineered from logos, while three flagged the FMCG logo wall as misaligned and credibility-damaging. The only audience cue on the page contradicts the buyer it is chasing.
- high
Every number on the page is dead weight until a named customer is attached to it.
Seven respondents rejected the 20% cost savings, OTIF and 6-week payoff figures for missing baseline, methodology and attribution, and two could not compare against alternatives absent a compliance case study or pharma reference. Unsourced metrics are doing…
- high
Unrendered placeholders tell enterprise buyers the page was shipped unfinished, which retroactively discredits the claims that did render.
Three respondents flagged broken '0+' integration numbers and unrendered figures as trust-undercutting, and seven already doubted the quantified claims. A visibly broken page gives buyers permission to discount every figure on it.
- high
Buyers cannot price or scope the product because they do not know whether it replaces, duplicates or sits on top of what they already own.
Six respondents grasped the category label but not the mechanism, data flows, or TMS relationship, and two named a missing TMS integration diagram as blocking competitive comparison. Without that, no purchase can be scoped.
- high
No respondent articulated a reason to choose this over an alternative.
Two respondents said they could not position the product without a compliance case study or integration diagram, and the only differentiator named was the Nova demo, cited by three. Differentiation rests on a single UI screenshot.
- medium
The two things that actually land — Rate/Payment Control and the Nova demo — are buried under claims nobody believes.
Only three respondents each cited the money-leakage modules and the Nova operator prompts as proof of real workflow knowledge, against seven disputing the headline metrics. The page leads with its weakest assets and hides its strongest.
Differentiation
Nothing on the page supports a side-by-side comparison against competitors
2 of 15
“What would rule it out, though, is the complete absence of a named pharma client or integration diagram against our specific TMS”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated See all 2 comments
“to win me over this page would need a direct comparison or a customer quote naming what it does better on the compliance side specifically, not just a…” Show full quote
“to win me over this page would need a direct comparison or a customer quote naming what it does better on the compliance side specifically, not just a bigger logo wall”
Logistics Manager, Automotive · 201-500 employeessimulated The Nova demo with plain-language operator queries is the clearest differentiator
3 of 15 · what worked
“the sample prompts ("Are we overpaying anywhere this month?", "There's a strike at the port, how much of mine is sitting in that lane?") made the use case…” Show full quote
“the sample prompts ("Are we overpaying anywhere this month?", "There's a strike at the port, how much of mine is sitting in that lane?") made the use case click immediately”
Logistics Manager, Chemicals · 1001-5000 employeessimulated See all 3 comments
“the "Just Nova" interface showing real operator questions — "Singapore to Rotterdam is up for award, am I leaving money on the table?" and "Are we overpaying anywhere…” Show full quote
“the "Just Nova" interface showing real operator questions — "Singapore to Rotterdam is up for award, am I leaving money on the table?" and "Are we overpaying anywhere this month?" — because that's a concrete behavior pattern”
Head of Global Trade, Pharmaceuticals · 201-500 employeessimulated “"Singapore to Rotterdam is up for award, am I leaving money on the table?" or "There's a strike at the port, how much of mine is sitting in…” Show full quote
“"Singapore to Rotterdam is up for award, am I leaving money on the table?" or "There's a strike at the port, how much of mine is sitting in that lane?" — is the one concrete thing that would pull me toward this over a competitor”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated
Clarity
The mechanism is abstract: respondents cannot tell how the product works or where it…
5 of 15
“they describe a shape, not a mechanism, so I can't tell if it replaces my TMS, sits beside it, or just pulls data from it.”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated See all 6 comments
“I'd still want a client reference in pharma and a clear data-integration diagram before I believed it actually replaces rather than duplicates my TMS.”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated “I'd call it an AI-driven freight orchestration / supply chain control tower product — but I'd still want to see the actual mechanics of how "Nova maps your…” Show full quote
“I'd call it an AI-driven freight orchestration / supply chain control tower product — but I'd still want to see the actual mechanics of how "Nova maps your process" works before I'd trust that label, since right now it's described more in outcomes than in architecture.”
Chief Supply Chain Officer, Logistics · 5000+ employeessimulated “it's a freight/supply-chain orchestration and visibility platform that sits on top of your carriers, ERPs and TMS to automate coordination, tracking, and exception handling”
Logistics Manager, Chemicals · 1001-5000 employeessimulated “a supply chain control tower that automates coordination between you, your carriers/forwarders, and your ERP/TMS, with some chatbot-style "agents" layered on top for monitoring and email handling”
Director of Supply Chain, FMCG · 5000+ employeessimulated “The customs piece — Compliance Control, "clear customs and documents without the scramble" — is just one of six modules, not the core product, which tells me they're…” Show full quote
“The customs piece — Compliance Control, "clear customs and documents without the scramble" — is just one of six modules, not the core product, which tells me they're selling a broader ops platform, not a dedicated customs tool.”
Supply Chain Manager, Automotive · 501-1000 employeessimulated
Relevance
The page never names who it is for, so the audience is inferred from logos
7 of 15
“no "built for pharma shippers" or "for supply chain teams at enterprises" — I had to infer it from the industry logos”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated See all 6 comments
“there's no "built for supply chain directors at manufacturers" line, I had to infer that from the industries list”
Director of Supply Chain, Chemicals · 501-1000 employeessimulated “The reader is never explicitly named — no "built for VPs of Logistics at FMCG companies" line — but the client logos (Coca-Cola, Unilever, Colgate, General Mills) and…” Show full quote
“The reader is never explicitly named — no "built for VPs of Logistics at FMCG companies" line — but the client logos (Coca-Cola, Unilever, Colgate, General Mills) and industries listed (Pharmaceuticals, Automotive, Chemicals, FMCG) let me infer it's enterprise shippers”
VP of Logistics, FMCG · 1001-5000 employeessimulated “The intended reader isn't stated outright as a title, but it's inferable from the industries listed (Pharma, Automotive, Chemicals, FMCG) and the logos (Coca-Cola, Unilever, Honda) — clearly…” Show full quote
“The intended reader isn't stated outright as a title, but it's inferable from the industries listed (Pharma, Automotive, Chemicals, FMCG) and the logos (Coca-Cola, Unilever, Honda) — clearly enterprise shippers with in-house logistics/supply chain teams, not small operators or the carriers themselves. So: problem was explicit, audience was inferred from context clues like customer logos and industry tags rather than directly named — that's a partial yes, not a full one.”
Chief Supply Chain Officer, Logistics · 5000+ employeessimulated “But the intended reader is never actually named — it's inferred, not spelled out. I had to piece together "this is for a supply chain / logistics ops…” Show full quote
“But the intended reader is never actually named — it's inferred, not spelled out. I had to piece together "this is for a supply chain / logistics ops team at a large enterprise" from the customer logos (Coca-Cola, Honda, Tata Motors) and the industry list (Pharmaceuticals, Automotive, Chemicals, FMCG), not from any sentence that says "built for supply chain managers at manufacturers."”
Supply Chain Manager, Automotive · 501-1000 employeessimulated “Who it's for is never explicitly named, but the logos — Coca-Cola, Unilever, Honda, John Deere — and "enterprise" language make it obvious this is big shippers/manufacturers with…” Show full quote
“Who it's for is never explicitly named, but the logos — Coca-Cola, Unilever, Honda, John Deere — and "enterprise" language make it obvious this is big shippers/manufacturers with complex freight ops, not SMBs.”
VP of Logistics, Logistics · 201-500 employeessimulated
Value
The quantified claims are not believed because no customer is attached to them
7 of 15
“those numbers need a pharma-specific case study and a straight answer on whether this replaces or just sits atop my existing TMS before I'd move past a first…” Show full quote
“those numbers need a pharma-specific case study and a straight answer on whether this replaces or just sits atop my existing TMS before I'd move past a first call.”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated See all 7 comments
“"up to 20%" is doing a lot of work with no baseline or customer named against it, and I don't see a chemicals or pharma logo in that…” Show full quote
“"up to 20%" is doing a lot of work with no baseline or customer named against it, and I don't see a chemicals or pharma logo in that customer list”
Director of Supply Chain, Chemicals · 501-1000 employeessimulated “I'd want hard numbers on the "up to 20% lower freight cost" and "98.2% OTIF" claims before I'd trust it's more than dashboards I already have.”
VP of Logistics, FMCG · 1001-5000 employeessimulated “If it worked exactly as promised, I'd stop manually chasing rate awards, compliance docs, and freight invoice overcharges — the "Payment Control" pitch of catching billed-vs-contracted discrepancies before…” Show full quote
“If it worked exactly as promised, I'd stop manually chasing rate awards, compliance docs, and freight invoice overcharges — the "Payment Control" pitch of catching billed-vs-contracted discrepancies before payment is the one I'd actually want, because that's real leakage I can quantify today. But "if it worked exactly as promised" is doing a lot of work — the page gives me "up to 20% lower freight cost" and "98.2% OTIF maintained" with zero methodology, no baseline, no customer attribution I can check.”
Chief Supply Chain Officer, Logistics · 5000+ employeessimulated “I'd take the meeting — but only to watch them run one real control, like Payment Control catching an actual overcharge on a real invoice, because that's the…” Show full quote
“I'd take the meeting — but only to watch them run one real control, like Payment Control catching an actual overcharge on a real invoice, because that's the only thing that tells me if this is a tool or a pitch.”
Head of Global Trade, Pharmaceuticals · 201-500 employeessimulated “yes, worth a 30-minute call, but only if they can show me a reference customer in automotive who adopted just the compliance piece and what it actually did…” Show full quote
“yes, worth a 30-minute call, but only if they can show me a reference customer in automotive who adopted just the compliance piece and what it actually did to clearance times and headcount, not a demo of all six modules lighting up like a Christmas tree.”
Supply Chain Manager, Automotive · 501-1000 employeessimulated “The "up to 20% lower freight cost" and "6 weeks to first value" numbers are the kind of thing that would get me to take a meeting —…” Show full quote
“The "up to 20% lower freight cost" and "6 weeks to first value" numbers are the kind of thing that would get me to take a meeting — but they're unsourced on this page”
Logistics Manager, Chemicals · 1001-5000 employeessimulated Rate Control and Payment Control land as recognisable money problems
3 of 15 · what worked
“Stopped overcharges on freight invoices caught before payment — that's the one with a hard number attached to it every month, it's easy to audit against my current…” Show full quote
“Stopped overcharges on freight invoices caught before payment — that's the one with a hard number attached to it every month, it's easy to audit against my current spend”
Supply Chain Manager, Pharmaceuticals · 5000+ employeessimulated See all 3 comments
“"test every rate before you award freight" and "stop incorrect freight charges before payment" are exactly where I already know we leak money through manual contract checks and…” Show full quote
“"test every rate before you award freight" and "stop incorrect freight charges before payment" are exactly where I already know we leak money through manual contract checks and invoice disputes”
VP of Logistics, FMCG · 1001-5000 employeessimulated “If it worked exactly as promised, I'd stop manually chasing rate awards, compliance docs, and freight invoice overcharges — the "Payment Control" pitch of catching billed-vs-contracted discrepancies before…” Show full quote
“If it worked exactly as promised, I'd stop manually chasing rate awards, compliance docs, and freight invoice overcharges — the "Payment Control" pitch of catching billed-vs-contracted discrepancies before payment is the one I'd actually want, because that's real leakage I can quantify today. But "if it worked exactly as promised" is doing a lot of work — the page gives me "up to 20% lower freight cost" and "98.2% OTIF maintained" with zero methodology, no baseline, no customer attribution I can check.”
Chief Supply Chain Officer, Logistics · 5000+ employeessimulated
Brand alignment
Unrendered placeholders and a generic logo wall actively damage credibility
3 of 15
“none of them are chemicals shippers I'd trust as a proxy for my operation; Sun Pharma is the closest but it's pharma, not chemicals”
Director of Supply Chain, Chemicals · 501-1000 employeessimulated See all 2 comments
“What would rule it out, or at least stall it, is the "5000+ carrier integrations" and "0+ ERP and TMS integrations" claims sitting right next to literal placeholder…” Show full quote
“What would rule it out, or at least stall it, is the "5000+ carrier integrations" and "0+ ERP and TMS integrations" claims sitting right next to literal placeholder zeros — if your own page can't render the numbers, I'm not trusting the scale claim, and I'd want a named reference customer in my industry doing invoice reconciliation at volume before I'd short-list this over a competitor who can show me that proof. Logos like Coca-Cola and Honda are nice, but without a case study tying a number to a name, it's decoration, not evidence.”
Chief Supply Chain Officer, Logistics · 5000+ employeessimulated The pitch is aimed at a logistics generalist, not the customs depth the modules imply
1 of 15
“The tone is pitched at a logistics/ops exec, not a customs specialist — lines like "Ask for an outcome in your own words… No dashboard to learn"”
Head of Global Trade, Automotive · 1001-5000 employeessimulated
05
How this works
Who we simulated (15 personas)
15 AI-simulated personas matched to your target market. Each answered independently, without seeing your goal, the scoring criteria, or each other’s answers. Attribution is role, industry and company size only.
Supply Chain ManagerPharmaceuticals · 5000+ employeesAPAC
Logistics ManagerAutomotive · 201-500 employeesUS
Director of Supply ChainChemicals · 501-1000 employeesEU
VP of LogisticsFMCG · 1001-5000 employeesAPAC
Chief Supply Chain OfficerLogistics · 5000+ employeesUS
Head of Global TradePharmaceuticals · 201-500 employeesEU
Supply Chain ManagerAutomotive · 501-1000 employeesAPAC
Logistics ManagerChemicals · 1001-5000 employeesUS
Director of Supply ChainFMCG · 5000+ employeesEU
VP of LogisticsLogistics · 201-500 employeesAPAC
Chief Supply Chain OfficerPharmaceuticals · 501-1000 employeesUS
Head of Global TradeAutomotive · 1001-5000 employeesEU
Supply Chain ManagerChemicals · 5000+ employeesAPAC
Logistics ManagerFMCG · 201-500 employeesUS
Director of Supply ChainLogistics · 501-1000 employeesEU
Methodology
Every answer on this page was written by an AI model role-playing a buyer profile, scored on Wynter’s B2B Message Layers framework. The personas were sampled in code across role, industry, company size and behavioral traits; the model wrote only the answers. Scores arrive through fixed verdict categories and the counts are computed in our own code, so no number here was written by a model.
Score details: the count and the strength
The count is how many personas cleared the bar on each question. A yes can be unhesitating or come with reservations; the scorecard counts both as a yes, and this is the only place the difference is shown. Per layer:
- Clarity: 7 of 15, all with reservations
- Relevance: 9 of 14, all with reservations
- Value: 11 of 15, all with reservations
- Differentiation: 3 of 15, all with reservations
These answers are AI-simulated and directional. Validate anything you’re betting on with real buyers, your ICPs.
Your next 3 moves
- 1.Move the Nova demo with sample operator prompts above the product module list.
- 2.Replace "AI-Native Adaptive Platform for Global Trade" with the job it does for a shipper.
- 3.Add a who-it-is-for line under the hero naming roles and company profile.
See what real buyers say.
A detailed, section-by-section message test report from verified B2B professionals who are actually in-market for what you sell.
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RetentionThis report is kept for 60 days, until 4 Dec 2026, then deleted along with the personas, their answers and everything derived from them. The link stays live for that whole period so it can be shared or revisited, and stops working afterwards.
The email address it was requested from is kept beyond that, because it subscribes you to the newsletter — that was the price of the report. You can unsubscribe in one click from any issue, which stops the email without affecting a report still inside its 60 days. The public report page never shows the requester’s address.
The email address it was requested from is kept beyond that, because it subscribes you to the newsletter — that was the price of the report. You can unsubscribe in one click from any issue, which stops the email without affecting a report still inside its 60 days. The public report page never shows the requester’s address.