Akshay Kothari

I think the people who do well at Notion are builders, and we sort of expect even the execs and leaders to be builders. I think when we hired people who are VPs or CXOs at big tech firms, they have a machinery around how their work happens. And because Notion is so small and so lean, those people had a tough time at Notion because A, like that machinery didn't exist.

But also when we did have a crisis or a moment of like solution that needed to be found, I think they typically sort of went to needing another headcount or sort of blaming on the systems or so forth. Right. Which actually didn't work so well.

But also when we did have a crisis or a moment of like solution that needed to be found, I think they typically sort of went to needing another headcount or sort of blaming on the systems or so forth. Right. Which actually didn't work so well.

But also when we did have a crisis or a moment of like solution that needed to be found, I think they typically sort of went to needing another headcount or sort of blaming on the systems or so forth. Right. Which actually didn't work so well.

The one I would change a lot if I could, or the one that I probably regret not doing the right way is probably sales. I was optimistic. I thought, you know, I think we could do sales a different way. And I thought our salespeople could be more consultative. They don't have to worry about Coda. They just have to make sure the customer is being successful and the product will grow and expand.

The one I would change a lot if I could, or the one that I probably regret not doing the right way is probably sales. I was optimistic. I thought, you know, I think we could do sales a different way. And I thought our salespeople could be more consultative. They don't have to worry about Coda. They just have to make sure the customer is being successful and the product will grow and expand.

The one I would change a lot if I could, or the one that I probably regret not doing the right way is probably sales. I was optimistic. I thought, you know, I think we could do sales a different way. And I thought our salespeople could be more consultative. They don't have to worry about Coda. They just have to make sure the customer is being successful and the product will grow and expand.

And what I learned the hard way is that... we try to reinvent the wheel on something that has been done in a specific way that does work really, really well that we shouldn't have. But B, I think the thing that I misunderstood was actually some of the best salespeople, they join because there is a quota, because they can hit a number, because they can outperform that number.

And what I learned the hard way is that... we try to reinvent the wheel on something that has been done in a specific way that does work really, really well that we shouldn't have. But B, I think the thing that I misunderstood was actually some of the best salespeople, they join because there is a quota, because they can hit a number, because they can outperform that number.

And what I learned the hard way is that... we try to reinvent the wheel on something that has been done in a specific way that does work really, really well that we shouldn't have. But B, I think the thing that I misunderstood was actually some of the best salespeople, they join because there is a quota, because they can hit a number, because they can outperform that number.

And so actually not having that and not having the attribution really hurt us, I think, the first year or two.

And so actually not having that and not having the attribution really hurt us, I think, the first year or two.

And so actually not having that and not having the attribution really hurt us, I think, the first year or two.

The way we looked at it was just the percentage of business that is driven by sales or sales-assisted wasn't growing as much as we would have hoped. But there's actually an interesting piece here around sales at product-led growth companies, which is that in many ways, product sells itself at these companies. And

The way we looked at it was just the percentage of business that is driven by sales or sales-assisted wasn't growing as much as we would have hoped. But there's actually an interesting piece here around sales at product-led growth companies, which is that in many ways, product sells itself at these companies. And

The way we looked at it was just the percentage of business that is driven by sales or sales-assisted wasn't growing as much as we would have hoped. But there's actually an interesting piece here around sales at product-led growth companies, which is that in many ways, product sells itself at these companies. And

You think you can do sales a slightly different way because you have all these leads, right? And that actually is also a blessing and a curse. Yes, it's a blessing because you have all these leads, but it's also a curse because I think your broader team starts to depend on it. It's like, oh, the product is not really signing up the right lead. This is why I'm not able to close sales, right?

You think you can do sales a slightly different way because you have all these leads, right? And that actually is also a blessing and a curse. Yes, it's a blessing because you have all these leads, but it's also a curse because I think your broader team starts to depend on it. It's like, oh, the product is not really signing up the right lead. This is why I'm not able to close sales, right?

You think you can do sales a slightly different way because you have all these leads, right? And that actually is also a blessing and a curse. Yes, it's a blessing because you have all these leads, but it's also a curse because I think your broader team starts to depend on it. It's like, oh, the product is not really signing up the right lead. This is why I'm not able to close sales, right?

Which if you didn't have the product, if you didn't have anybody signing up on your website, you'd still be going out and trying to find the lead. And so you'd be sort of complaining about that part a bit less.