AJ Tennant

And it's about collaborating in a very prescriptive, direct way that is going to have tension. And if you can't do that effectively, then you can't be a part of these hyper growth companies because that's what they need to make progress.

I, at Slack, we got this sort of like when the acquisition happened and even maybe before the acquisition, I got this sort of like, I've got to move super fast to fill in AE. And I didn't take the time to actually do the full chrono to like, listen to some of the, like the flags I had to do back channeling. Like, I think when you move too fast through the process, you make mistakes.

I, at Slack, we got this sort of like when the acquisition happened and even maybe before the acquisition, I got this sort of like, I've got to move super fast to fill in AE. And I didn't take the time to actually do the full chrono to like, listen to some of the, like the flags I had to do back channeling. Like, I think when you move too fast through the process, you make mistakes.

I, at Slack, we got this sort of like when the acquisition happened and even maybe before the acquisition, I got this sort of like, I've got to move super fast to fill in AE. And I didn't take the time to actually do the full chrono to like, listen to some of the, like the flags I had to do back channeling. Like, I think when you move too fast through the process, you make mistakes.

It's totally, I mean, I ended up having to like, I moved super fast with this one AE, ended up having to let them go. And then it became this drama and it was like a nightmare to deal with. And so I think you just, it's so much more important to take like an extra two weeks, three weeks, four weeks, month to get the right people.

It's totally, I mean, I ended up having to like, I moved super fast with this one AE, ended up having to let them go. And then it became this drama and it was like a nightmare to deal with. And so I think you just, it's so much more important to take like an extra two weeks, three weeks, four weeks, month to get the right people.

It's totally, I mean, I ended up having to like, I moved super fast with this one AE, ended up having to let them go. And then it became this drama and it was like a nightmare to deal with. And so I think you just, it's so much more important to take like an extra two weeks, three weeks, four weeks, month to get the right people.

I'm definitely guilty of this. It's hard. The mistake is not investing in enablement early enough. So when I was at Facebook, and this is like also my development as a human being, like I used to not believe in like I used to not believe in like medicine in terms of like for mental health, like, you know, it's a long history of like stuff in my family that's like I hardened.

I'm definitely guilty of this. It's hard. The mistake is not investing in enablement early enough. So when I was at Facebook, and this is like also my development as a human being, like I used to not believe in like I used to not believe in like medicine in terms of like for mental health, like, you know, it's a long history of like stuff in my family that's like I hardened.

I'm definitely guilty of this. It's hard. The mistake is not investing in enablement early enough. So when I was at Facebook, and this is like also my development as a human being, like I used to not believe in like I used to not believe in like medicine in terms of like for mental health, like, you know, it's a long history of like stuff in my family that's like I hardened.

But then I realized as I got married, as I had kids, like, wow, like I got to soften that approach a little bit and related to that. And this is how like work life all come together. During my time at Facebook, I was like, fuck enablement. I don't think enablement's ever going to help anyone. Like I was like, if you're a good rep, you're going to fucking figure it out.

But then I realized as I got married, as I had kids, like, wow, like I got to soften that approach a little bit and related to that. And this is how like work life all come together. During my time at Facebook, I was like, fuck enablement. I don't think enablement's ever going to help anyone. Like I was like, if you're a good rep, you're going to fucking figure it out.

But then I realized as I got married, as I had kids, like, wow, like I got to soften that approach a little bit and related to that. And this is how like work life all come together. During my time at Facebook, I was like, fuck enablement. I don't think enablement's ever going to help anyone. Like I was like, if you're a good rep, you're going to fucking figure it out.

You don't need enablement ever. Like the best reps will figure it out. And that was like the hard AJ back then. And what I realized more in my middle point of Slack and 100% at Glean is founders are and sales leaders that have the mentality that I have, like had back then, who are just like, let's hire the best reps, they can figure it out, it's going to hurt you in the long run.

You don't need enablement ever. Like the best reps will figure it out. And that was like the hard AJ back then. And what I realized more in my middle point of Slack and 100% at Glean is founders are and sales leaders that have the mentality that I have, like had back then, who are just like, let's hire the best reps, they can figure it out, it's going to hurt you in the long run.

You don't need enablement ever. Like the best reps will figure it out. And that was like the hard AJ back then. And what I realized more in my middle point of Slack and 100% at Glean is founders are and sales leaders that have the mentality that I have, like had back then, who are just like, let's hire the best reps, they can figure it out, it's going to hurt you in the long run.

We hired a world class enablement leader who used to be a salesperson, who used to be a sales dev manager, was a chief of staff to the pure storage, like CEO, that has changed the trajectory of what I think good enablement looks like. And it started at Slack with some of the folks there, but I've like fully embraced it with clean.

We hired a world class enablement leader who used to be a salesperson, who used to be a sales dev manager, was a chief of staff to the pure storage, like CEO, that has changed the trajectory of what I think good enablement looks like. And it started at Slack with some of the folks there, but I've like fully embraced it with clean.

We hired a world class enablement leader who used to be a salesperson, who used to be a sales dev manager, was a chief of staff to the pure storage, like CEO, that has changed the trajectory of what I think good enablement looks like. And it started at Slack with some of the folks there, but I've like fully embraced it with clean.

I approach it early days, do it, get the deals done. But once you get past like 10, 15, 20 million in revenue, you really need to have a very tight discount matrix and don't give away just horrible deals because it's going to impact the market discount rate. Do logos really help subsequent logos? Absolutely. If you get a marquee customer and get them successful, it's more important than the logo.