AJ Tennant

But when we were getting going early, early days, even before I was there, that's what it would be. How long is the sales cycles in that? Yeah, average is about... about four and a half, five months in that segment.

But when we were getting going early, early days, even before I was there, that's what it would be. How long is the sales cycles in that? Yeah, average is about... about four and a half, five months in that segment.

But when we were getting going early, early days, even before I was there, that's what it would be. How long is the sales cycles in that? Yeah, average is about... about four and a half, five months in that segment.

It is, but on the sub 1000, we're getting it down to 90 days. It's closer to the four if you blend in that below 1000.

It is, but on the sub 1000, we're getting it down to 90 days. It's closer to the four if you blend in that below 1000.

It is, but on the sub 1000, we're getting it down to 90 days. It's closer to the four if you blend in that below 1000.

Number one takeaway that I've brought to Glean, it's what I give to other founders I advise, and just is how important it is to have the collaboration and collaborative tension between R&D and GTM. So when I was at Slack early days, it was interesting. I was struggling to get the organization to think about supporting the enterprise.

Number one takeaway that I've brought to Glean, it's what I give to other founders I advise, and just is how important it is to have the collaboration and collaborative tension between R&D and GTM. So when I was at Slack early days, it was interesting. I was struggling to get the organization to think about supporting the enterprise.

Number one takeaway that I've brought to Glean, it's what I give to other founders I advise, and just is how important it is to have the collaboration and collaborative tension between R&D and GTM. So when I was at Slack early days, it was interesting. I was struggling to get the organization to think about supporting the enterprise.

We were so focused on just inbound and the PLG that we were starting to run into challenges with supporting and getting to customer success on the Comcast, the Walmarts that were some of those earlier enterprise customers. I think driving feedback to the product organization, challenging them, getting them on calls. What are the biggest points of tension between GTM and research and product?

We were so focused on just inbound and the PLG that we were starting to run into challenges with supporting and getting to customer success on the Comcast, the Walmarts that were some of those earlier enterprise customers. I think driving feedback to the product organization, challenging them, getting them on calls. What are the biggest points of tension between GTM and research and product?

We were so focused on just inbound and the PLG that we were starting to run into challenges with supporting and getting to customer success on the Comcast, the Walmarts that were some of those earlier enterprise customers. I think driving feedback to the product organization, challenging them, getting them on calls. What are the biggest points of tension between GTM and research and product?

In that example, there was a fundamental question of how much do we want to actually go up market to enterprise? So it was almost even a not a research question, R&D question. It was a company strategy question. But there were challenges where there was different parts of the engineering team that were like,

In that example, there was a fundamental question of how much do we want to actually go up market to enterprise? So it was almost even a not a research question, R&D question. It was a company strategy question. But there were challenges where there was different parts of the engineering team that were like,

In that example, there was a fundamental question of how much do we want to actually go up market to enterprise? So it was almost even a not a research question, R&D question. It was a company strategy question. But there were challenges where there was different parts of the engineering team that were like,

Hey, I don't think we should be supporting or we can't support right now customers that have over 5,000 users on Slack. And I was like, we got to find a way to solve that. And bringing them on those calls, having them hear from those customers, the challenges helped us push through. So that was number one. You got to feel for these product teams when it's like, yeah, yeah, I hear you. Now do it.

Hey, I don't think we should be supporting or we can't support right now customers that have over 5,000 users on Slack. And I was like, we got to find a way to solve that. And bringing them on those calls, having them hear from those customers, the challenges helped us push through. So that was number one. You got to feel for these product teams when it's like, yeah, yeah, I hear you. Now do it.

Hey, I don't think we should be supporting or we can't support right now customers that have over 5,000 users on Slack. And I was like, we got to find a way to solve that. And bringing them on those calls, having them hear from those customers, the challenges helped us push through. So that was number one. You got to feel for these product teams when it's like, yeah, yeah, I hear you. Now do it.

I mean, my lesson was bringing those individuals onto the calls, get R&D onto the calls to hear the feedback. We needed to get engineers and R&D and product leadership to hear and have empathy for the customer. The second biggest lesson from just the experience at Slack, for context, I was there kind of employee 50. We had 6 million in revenue. I left when we were at about 1.5 billion.

I mean, my lesson was bringing those individuals onto the calls, get R&D onto the calls to hear the feedback. We needed to get engineers and R&D and product leadership to hear and have empathy for the customer. The second biggest lesson from just the experience at Slack, for context, I was there kind of employee 50. We had 6 million in revenue. I left when we were at about 1.5 billion.