AJ Tennant

Are you then converting those to opportunities and then working those through a funnel?

Are you then converting those to opportunities and then working those through a funnel?

I think that the founders need to be very involved and the CEO needs to be very involved in that zero to 10 million on kind of like how you're getting those initial customers to product market fit. At Slack, Stuart was very involved on figuring out how to get those first customers. and making them successful. Arvind, the same thing at Glean.

I think that the founders need to be very involved and the CEO needs to be very involved in that zero to 10 million on kind of like how you're getting those initial customers to product market fit. At Slack, Stuart was very involved on figuring out how to get those first customers. and making them successful. Arvind, the same thing at Glean.

I think that the founders need to be very involved and the CEO needs to be very involved in that zero to 10 million on kind of like how you're getting those initial customers to product market fit. At Slack, Stuart was very involved on figuring out how to get those first customers. and making them successful. Arvind, the same thing at Glean.

And I think what it helps to do is also show your sales team that your CEO and your founder is going to be in the trenches, in the weeds to figure out how to get them to success. But I think there's a stage at which you need to have that founder and CEO not necessarily be deciding exactly what is the messaging, exactly what is the sales play that you're running.

And I think what it helps to do is also show your sales team that your CEO and your founder is going to be in the trenches, in the weeds to figure out how to get them to success. But I think there's a stage at which you need to have that founder and CEO not necessarily be deciding exactly what is the messaging, exactly what is the sales play that you're running.

And I think what it helps to do is also show your sales team that your CEO and your founder is going to be in the trenches, in the weeds to figure out how to get them to success. But I think there's a stage at which you need to have that founder and CEO not necessarily be deciding exactly what is the messaging, exactly what is the sales play that you're running.

You need to leverage them, but they shouldn't be the one determining the strategy.

You need to leverage them, but they shouldn't be the one determining the strategy.

You need to leverage them, but they shouldn't be the one determining the strategy.

The way I look at it is when you're first sort of going to market, you can't all of a sudden just try to sell to everyone, right? If you all of a sudden are trying to go to the Fortune 100 and also sell to SMBs, you're going to fail. I think a really good place to sell to is in that middle market space and going after that and getting to product market fit, you get more cycles, more at bats.

The way I look at it is when you're first sort of going to market, you can't all of a sudden just try to sell to everyone, right? If you all of a sudden are trying to go to the Fortune 100 and also sell to SMBs, you're going to fail. I think a really good place to sell to is in that middle market space and going after that and getting to product market fit, you get more cycles, more at bats.

The way I look at it is when you're first sort of going to market, you can't all of a sudden just try to sell to everyone, right? If you all of a sudden are trying to go to the Fortune 100 and also sell to SMBs, you're going to fail. I think a really good place to sell to is in that middle market space and going after that and getting to product market fit, you get more cycles, more at bats.

Can we just unpack that? What is the middle market space?

Can we just unpack that? What is the middle market space?

Can we just unpack that? What is the middle market space?

You know, you look at Glean, like when we got started in selling the product, it was going to technology SaaS companies that were between 500 employees to 2000, 3000, 4000 that, you know, weren't these true enterprise, but like on that cusp. And so it's like 100K ACVs? A little north of that, like you could get. And that segment right now, we're well north of that.

You know, you look at Glean, like when we got started in selling the product, it was going to technology SaaS companies that were between 500 employees to 2000, 3000, 4000 that, you know, weren't these true enterprise, but like on that cusp. And so it's like 100K ACVs? A little north of that, like you could get. And that segment right now, we're well north of that.

You know, you look at Glean, like when we got started in selling the product, it was going to technology SaaS companies that were between 500 employees to 2000, 3000, 4000 that, you know, weren't these true enterprise, but like on that cusp. And so it's like 100K ACVs? A little north of that, like you could get. And that segment right now, we're well north of that.