AJ Tennant

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?

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?

Because if you nail in a systematic way time to launch quickly and you get active users, GRR is just an afterthought. It's not going to be a problem, right? If you have people using the service and they're getting deployed quickly.

Because if you nail in a systematic way time to launch quickly and you get active users, GRR is just an afterthought. It's not going to be a problem, right? If you have people using the service and they're getting deployed quickly.

Because if you nail in a systematic way time to launch quickly and you get active users, GRR is just an afterthought. It's not going to be a problem, right? If you have people using the service and they're getting deployed quickly.

We're already seeing it. We're seeing a lot of accounts move off of those experimental like quick knee jerk reaction AI budgets and shifting to our product. I think that you're going to see it. For example, like there's some of these vertical solutions that have layered on AI and sold a big story on. hey, you're already paying X with us. We can accelerate you to go faster.

We're already seeing it. We're seeing a lot of accounts move off of those experimental like quick knee jerk reaction AI budgets and shifting to our product. I think that you're going to see it. For example, like there's some of these vertical solutions that have layered on AI and sold a big story on. hey, you're already paying X with us. We can accelerate you to go faster.

We're already seeing it. We're seeing a lot of accounts move off of those experimental like quick knee jerk reaction AI budgets and shifting to our product. I think that you're going to see it. For example, like there's some of these vertical solutions that have layered on AI and sold a big story on. hey, you're already paying X with us. We can accelerate you to go faster.

I don't think some of those solutions are actually going to deliver enough value that it's going to be worth the incremental spend that they're going to be asked to do. Should CSMs be comped also on upsell? Great question. I think there should be some type of kicker and incentive. It shouldn't be the number one key metric.

I don't think some of those solutions are actually going to deliver enough value that it's going to be worth the incremental spend that they're going to be asked to do. Should CSMs be comped also on upsell? Great question. I think there should be some type of kicker and incentive. It shouldn't be the number one key metric.

I don't think some of those solutions are actually going to deliver enough value that it's going to be worth the incremental spend that they're going to be asked to do. Should CSMs be comped also on upsell? Great question. I think there should be some type of kicker and incentive. It shouldn't be the number one key metric.

Right now in the sales dev world, there's a lot of push right now for giving a kicker, like a bonus. If a sales dev rep sources a lead that not only becomes an opportunity, but that it closes, right? So it incentivizes the right behavior. I think, um, I forget what company pushed that strategy, which is comp BDRs on not net new opportunities, but comp them on closed one.

Right now in the sales dev world, there's a lot of push right now for giving a kicker, like a bonus. If a sales dev rep sources a lead that not only becomes an opportunity, but that it closes, right? So it incentivizes the right behavior. I think, um, I forget what company pushed that strategy, which is comp BDRs on not net new opportunities, but comp them on closed one.

Right now in the sales dev world, there's a lot of push right now for giving a kicker, like a bonus. If a sales dev rep sources a lead that not only becomes an opportunity, but that it closes, right? So it incentivizes the right behavior. I think, um, I forget what company pushed that strategy, which is comp BDRs on not net new opportunities, but comp them on closed one.

It's too far and too long of a thing to do. But I think there's a model in which you can give a bonus opportunity Actually, we did that at Glean, but we haven't systematically done it. So for example, the companies that did these multimillion dollar expansions, we actually strategically gave a large spot bonus to the CSM that was on that because we wanted to recognize the right behavior.

It's too far and too long of a thing to do. But I think there's a model in which you can give a bonus opportunity Actually, we did that at Glean, but we haven't systematically done it. So for example, the companies that did these multimillion dollar expansions, we actually strategically gave a large spot bonus to the CSM that was on that because we wanted to recognize the right behavior.

It's too far and too long of a thing to do. But I think there's a model in which you can give a bonus opportunity Actually, we did that at Glean, but we haven't systematically done it. So for example, the companies that did these multimillion dollar expansions, we actually strategically gave a large spot bonus to the CSM that was on that because we wanted to recognize the right behavior.

I think it's a good thing for us to honestly take back because we're in the middle of our planning for next year and we should find a way to structure it in.

I think it's a good thing for us to honestly take back because we're in the middle of our planning for next year and we should find a way to structure it in.

I think it's a good thing for us to honestly take back because we're in the middle of our planning for next year and we should find a way to structure it in.