AJ Tennant

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.

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.

It's actually they will do reference calls. They will do intros. So I think it's less about the logo and it's more about that customer becoming successful to then do reference calls.

It's actually they will do reference calls. They will do intros. So I think it's less about the logo and it's more about that customer becoming successful to then do reference calls.

It's actually they will do reference calls. They will do intros. So I think it's less about the logo and it's more about that customer becoming successful to then do reference calls.

Get your hands dirty on doing deals. The three things I would say to them, do the deals and learn it. And the reason I say that is like my framework for decision-making on going to companies and for how I coach my AEs that like set up time with me is focus on the product. That's number one. learn the product, sell the product, figure it out.

Get your hands dirty on doing deals. The three things I would say to them, do the deals and learn it. And the reason I say that is like my framework for decision-making on going to companies and for how I coach my AEs that like set up time with me is focus on the product. That's number one. learn the product, sell the product, figure it out.

Get your hands dirty on doing deals. The three things I would say to them, do the deals and learn it. And the reason I say that is like my framework for decision-making on going to companies and for how I coach my AEs that like set up time with me is focus on the product. That's number one. learn the product, sell the product, figure it out.

Number two, know the people, get to know the people in your organization, figure out like how to build the relationships. And three is like, learn the position that you have. And it's the three P's. It's kind of like how I have always kind of simplified both my career making decision framework, focus on good products, good people and a good position.

Number two, know the people, get to know the people in your organization, figure out like how to build the relationships. And three is like, learn the position that you have. And it's the three P's. It's kind of like how I have always kind of simplified both my career making decision framework, focus on good products, good people and a good position.

Number two, know the people, get to know the people in your organization, figure out like how to build the relationships. And three is like, learn the position that you have. And it's the three P's. It's kind of like how I have always kind of simplified both my career making decision framework, focus on good products, good people and a good position.

Can I ask you, what's the most creative thing you've done to win a deal? With T-Mobile at Slack, one of T-Mobile's key differentiators is the team of teams, how they differentiate both with customer experience in the retail stores and online.

Can I ask you, what's the most creative thing you've done to win a deal? With T-Mobile at Slack, one of T-Mobile's key differentiators is the team of teams, how they differentiate both with customer experience in the retail stores and online.

Can I ask you, what's the most creative thing you've done to win a deal? With T-Mobile at Slack, one of T-Mobile's key differentiators is the team of teams, how they differentiate both with customer experience in the retail stores and online.

And so what I did is went into a retail store, became friends with one of the retail people, recorded him on the technical challenges he was having, how he works, where he thought Slack could play a role. I became friends with this guy. I'd

And so what I did is went into a retail store, became friends with one of the retail people, recorded him on the technical challenges he was having, how he works, where he thought Slack could play a role. I became friends with this guy. I'd

And so what I did is went into a retail store, became friends with one of the retail people, recorded him on the technical challenges he was having, how he works, where he thought Slack could play a role. I became friends with this guy. I'd

did the same thing with a support agent where I just called in pretend to be a T-Mobile customer and like just chatted up with a T-Mobile customer care, like get in the day of the life. And then the cherry on top was I knew I knew the CEO at the time, John Ledger, used to hang out at the W Bar in Seattle before an onsite. That night before, I just stayed in that W Bar, like just hanging out.

did the same thing with a support agent where I just called in pretend to be a T-Mobile customer and like just chatted up with a T-Mobile customer care, like get in the day of the life. And then the cherry on top was I knew I knew the CEO at the time, John Ledger, used to hang out at the W Bar in Seattle before an onsite. That night before, I just stayed in that W Bar, like just hanging out.

did the same thing with a support agent where I just called in pretend to be a T-Mobile customer and like just chatted up with a T-Mobile customer care, like get in the day of the life. And then the cherry on top was I knew I knew the CEO at the time, John Ledger, used to hang out at the W Bar in Seattle before an onsite. That night before, I just stayed in that W Bar, like just hanging out.