AJ Tennant

They're still trying to progress and move the ball down the field with that huge account, I think the worst thing you can do early stage as a sales organization and a go-to company is segment too early and move way up market and just like, let's say we rewind the clock. If I all of a sudden moved all my sellers to just focus on the

They're still trying to progress and move the ball down the field with that huge account, I think the worst thing you can do early stage as a sales organization and a go-to company is segment too early and move way up market and just like, let's say we rewind the clock. If I all of a sudden moved all my sellers to just focus on the

They're still trying to progress and move the ball down the field with that huge account, I think the worst thing you can do early stage as a sales organization and a go-to company is segment too early and move way up market and just like, let's say we rewind the clock. If I all of a sudden moved all my sellers to just focus on the

Fortune 50 or Fortune 100, that would have been a nightmare because we would never get revenue for nine, 12 months, right? Because you still got to feed your reps while you're slowly moving up market.

Fortune 50 or Fortune 100, that would have been a nightmare because we would never get revenue for nine, 12 months, right? Because you still got to feed your reps while you're slowly moving up market.

Fortune 50 or Fortune 100, that would have been a nightmare because we would never get revenue for nine, 12 months, right? Because you still got to feed your reps while you're slowly moving up market.

Now, the key thing that we've learned, and I learned this at Slack as well, but at Glean, you've got to have success criteria. Let's say for a Fortune 100 company, we're going to do 100,000, 150,000 land deal. But you have commercial alignment and executive alignment on what are the success criteria that we need to hit to get to that seven-figure contract.

Now, the key thing that we've learned, and I learned this at Slack as well, but at Glean, you've got to have success criteria. Let's say for a Fortune 100 company, we're going to do 100,000, 150,000 land deal. But you have commercial alignment and executive alignment on what are the success criteria that we need to hit to get to that seven-figure contract.

Now, the key thing that we've learned, and I learned this at Slack as well, but at Glean, you've got to have success criteria. Let's say for a Fortune 100 company, we're going to do 100,000, 150,000 land deal. But you have commercial alignment and executive alignment on what are the success criteria that we need to hit to get to that seven-figure contract.

So that's how we try to do it in structure. It's a very timely topic because we're like debating it even more as a go to market team. We had one Fortune 100 company say, we want to test how we're lowering call resolution time with Glean relative to the other solution we had and the competitors. It was very time bound. It was very specific. And we're able to tie that back exactly to dollars.

So that's how we try to do it in structure. It's a very timely topic because we're like debating it even more as a go to market team. We had one Fortune 100 company say, we want to test how we're lowering call resolution time with Glean relative to the other solution we had and the competitors. It was very time bound. It was very specific. And we're able to tie that back exactly to dollars.

So that's how we try to do it in structure. It's a very timely topic because we're like debating it even more as a go to market team. We had one Fortune 100 company say, we want to test how we're lowering call resolution time with Glean relative to the other solution we had and the competitors. It was very time bound. It was very specific. And we're able to tie that back exactly to dollars.

So that land slash paid POC in some ways turned into the seven figure contract.

So that land slash paid POC in some ways turned into the seven figure contract.

So that land slash paid POC in some ways turned into the seven figure contract.

Absolutely. I think any company that's going to say, oh, we figured out what we're doing with AI. I don't think they figured it out.

Absolutely. I think any company that's going to say, oh, we figured out what we're doing with AI. I don't think they figured it out.

Absolutely. I think any company that's going to say, oh, we figured out what we're doing with AI. I don't think they figured it out.

Yeah. And that's what we're weary of. Our strategy is to capture that AI demand, but then turn it back into clear business value that has success criteria. And you're defining that value for them. For them.

Yeah. And that's what we're weary of. Our strategy is to capture that AI demand, but then turn it back into clear business value that has success criteria. And you're defining that value for them. For them.