AJ Tennant

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 over the course of nine months, the AE, the SE and the CSM turned that account into a $500,000 plus contract. They focused on deployment. They focused on success. They've tied it back to value. That's the sweet spot you want to be. Now, you can't do that if you're talking about a velocity motion for like a commercial or SMB segment. And that's not going to be our strategy there.

And over the course of nine months, the AE, the SE and the CSM turned that account into a $500,000 plus contract. They focused on deployment. They focused on success. They've tied it back to value. That's the sweet spot you want to be. Now, you can't do that if you're talking about a velocity motion for like a commercial or SMB segment. And that's not going to be our strategy there.

And over the course of nine months, the AE, the SE and the CSM turned that account into a $500,000 plus contract. They focused on deployment. They focused on success. They've tied it back to value. That's the sweet spot you want to be. Now, you can't do that if you're talking about a velocity motion for like a commercial or SMB segment. And that's not going to be our strategy there.

You've got to be looking at it a combo of the company size and the contract size. I think one thing that I learned at Slack is like all Slack did was look at what the ARR was for the specific account and then tied it and they would only put a senior CSM on the million dollar contracts.

You've got to be looking at it a combo of the company size and the contract size. I think one thing that I learned at Slack is like all Slack did was look at what the ARR was for the specific account and then tied it and they would only put a senior CSM on the million dollar contracts.

You've got to be looking at it a combo of the company size and the contract size. I think one thing that I learned at Slack is like all Slack did was look at what the ARR was for the specific account and then tied it and they would only put a senior CSM on the million dollar contracts.

I think that can be a little bit of a miss because if you are closing, let's say you close a couple hundred K deal with ExxonMobil and you're putting like a junior CSM on it who doesn't know how to navigate, you're not going to be likely to drive an upsell. And so what I look at is a combination of employee count and are they over a certain dollar amount?

I think that can be a little bit of a miss because if you are closing, let's say you close a couple hundred K deal with ExxonMobil and you're putting like a junior CSM on it who doesn't know how to navigate, you're not going to be likely to drive an upsell. And so what I look at is a combination of employee count and are they over a certain dollar amount?

I think that can be a little bit of a miss because if you are closing, let's say you close a couple hundred K deal with ExxonMobil and you're putting like a junior CSM on it who doesn't know how to navigate, you're not going to be likely to drive an upsell. And so what I look at is a combination of employee count and are they over a certain dollar amount?

Employee count of your company, not that company.

Employee count of your company, not that company.

Employee count of your company, not that company.

I think that a lot of them don't tie it to clear metrics. They don't tie it to things that will go back into leading indicators for future upsells and NDR and GRR.

I think that a lot of them don't tie it to clear metrics. They don't tie it to things that will go back into leading indicators for future upsells and NDR and GRR.

I think that a lot of them don't tie it to clear metrics. They don't tie it to things that will go back into leading indicators for future upsells and NDR and GRR.

GRR and NRR. Most important for me is GRR. Why? Churn. The ripple effects of having an account, especially in the enterprise space, churn, the viral negative network effect that happens. Luckily at Glean, we have like a 97, 98% GRR. The only accounts we're churning are SMBs. That's what you want to have. But to answer the question, I view it as GRR.

GRR and NRR. Most important for me is GRR. Why? Churn. The ripple effects of having an account, especially in the enterprise space, churn, the viral negative network effect that happens. Luckily at Glean, we have like a 97, 98% GRR. The only accounts we're churning are SMBs. That's what you want to have. But to answer the question, I view it as GRR.

GRR and NRR. Most important for me is GRR. Why? Churn. The ripple effects of having an account, especially in the enterprise space, churn, the viral negative network effect that happens. Luckily at Glean, we have like a 97, 98% GRR. The only accounts we're churning are SMBs. That's what you want to have. But to answer the question, I view it as GRR.

But to me, what's more, in some way more important than GRR, it's the leading indicator metrics, like time to launch. How long did it take the customer to go from signed contract value to the initial launch and measuring that? And then how long did it, not how long, but how many of the paid seats are actually active?