AJ Tennant

And we're seeing that even with you look at like Microsoft Copilot. I mean, many customers are saying it's falling flat, just not delivering the value that was advertised. So what the challenge is, is not Like some of the other technologies, a product issue, it's more of a change management security challenge. What does everyone think they know about selling AI tools that they get totally wrong?

And we're seeing that even with you look at like Microsoft Copilot. I mean, many customers are saying it's falling flat, just not delivering the value that was advertised. So what the challenge is, is not Like some of the other technologies, a product issue, it's more of a change management security challenge. What does everyone think they know about selling AI tools that they get totally wrong?

And we're seeing that even with you look at like Microsoft Copilot. I mean, many customers are saying it's falling flat, just not delivering the value that was advertised. So what the challenge is, is not Like some of the other technologies, a product issue, it's more of a change management security challenge. What does everyone think they know about selling AI tools that they get totally wrong?

That it's going to be easy to implement is what they get wrong. That's simply, I mean, we talked about it already. I think that lots of even our AEs that we have, like we are educating them, even though our product is relatively, compared to the market, easy to implement. We're telling them, set the right expectations, make sure that you have a deployment success plan.

That it's going to be easy to implement is what they get wrong. That's simply, I mean, we talked about it already. I think that lots of even our AEs that we have, like we are educating them, even though our product is relatively, compared to the market, easy to implement. We're telling them, set the right expectations, make sure that you have a deployment success plan.

That it's going to be easy to implement is what they get wrong. That's simply, I mean, we talked about it already. I think that lots of even our AEs that we have, like we are educating them, even though our product is relatively, compared to the market, easy to implement. We're telling them, set the right expectations, make sure that you have a deployment success plan.

I took a page out of Dave Schneider's book from ServiceNow, and we're implementing a system where we're not paying AEs on their deals I care very much about the customer success side. I own that function at Glean. So I own the pre-sales, post-sales. That's, for me, a very important part to it.

I took a page out of Dave Schneider's book from ServiceNow, and we're implementing a system where we're not paying AEs on their deals I care very much about the customer success side. I own that function at Glean. So I own the pre-sales, post-sales. That's, for me, a very important part to it.

I took a page out of Dave Schneider's book from ServiceNow, and we're implementing a system where we're not paying AEs on their deals I care very much about the customer success side. I own that function at Glean. So I own the pre-sales, post-sales. That's, for me, a very important part to it.

But I think going back to your question, it's a lot of companies are getting the big deals done and then assuming, okay, we can figure out the deployments later. And that's what they get wrong.

But I think going back to your question, it's a lot of companies are getting the big deals done and then assuming, okay, we can figure out the deployments later. And that's what they get wrong.

But I think going back to your question, it's a lot of companies are getting the big deals done and then assuming, okay, we can figure out the deployments later. And that's what they get wrong.

I don't think it's a handoff. Our strategy is that in the enterprise, you as an AE are involved in the deployment. The reason you're involved is because you have an incentive to make them successful because the future upsell is dependent on your ability to drive deployments. Okay, so the AE is responsible for future upsell, not CS. Not CS.

I don't think it's a handoff. Our strategy is that in the enterprise, you as an AE are involved in the deployment. The reason you're involved is because you have an incentive to make them successful because the future upsell is dependent on your ability to drive deployments. Okay, so the AE is responsible for future upsell, not CS. Not CS.

I don't think it's a handoff. Our strategy is that in the enterprise, you as an AE are involved in the deployment. The reason you're involved is because you have an incentive to make them successful because the future upsell is dependent on your ability to drive deployments. Okay, so the AE is responsible for future upsell, not CS. Not CS.

Yeah, and I would say it's a shared responsibility, but what I metric CS organizations on is NRR, NDR, and what we call active users. We want people to get active with our service. And so we're actually tying the compensation of our CSMs not to an upsell, but it's frankly more about, are you getting users active?

Yeah, and I would say it's a shared responsibility, but what I metric CS organizations on is NRR, NDR, and what we call active users. We want people to get active with our service. And so we're actually tying the compensation of our CSMs not to an upsell, but it's frankly more about, are you getting users active?

Yeah, and I would say it's a shared responsibility, but what I metric CS organizations on is NRR, NDR, and what we call active users. We want people to get active with our service. And so we're actually tying the compensation of our CSMs not to an upsell, but it's frankly more about, are you getting users active?

And that tied with AEs having an overlay of, oh, I'm tied to being able to upsell incremental makes that sort of like handoff, not a handoff. It becomes a partnership. You know, like the story I keep talking about internally is we had this healthcare company do a $60,000 land deal with us.

And that tied with AEs having an overlay of, oh, I'm tied to being able to upsell incremental makes that sort of like handoff, not a handoff. It becomes a partnership. You know, like the story I keep talking about internally is we had this healthcare company do a $60,000 land deal with us.