Chad Peets

So first of all, it should be the CRO's decision, not the founder's. The CRO, if it's 10 reps, you can handle it. Like the CRO can be doing it. The problem is, as you start to scale, it needs to become programmatic. And when it becomes programmatic, your CRO can't do it. He's got other things he needs to be doing. So at 10 reps, do you need an enablement person? Probably not.

So first of all, it should be the CRO's decision, not the founder's. The CRO, if it's 10 reps, you can handle it. Like the CRO can be doing it. The problem is, as you start to scale, it needs to become programmatic. And when it becomes programmatic, your CRO can't do it. He's got other things he needs to be doing. So at 10 reps, do you need an enablement person? Probably not.

And each circumstance clearly is unique. But at 30 to 40, yeah, you better start to think about it. And so you want the messaging and the program to be rolled out uniformly. I don't want managers doing their own thing. So the managers have to execute on the enablement, but they have to execute on the enablement plan that the enablement person has created.

And each circumstance clearly is unique. But at 30 to 40, yeah, you better start to think about it. And so you want the messaging and the program to be rolled out uniformly. I don't want managers doing their own thing. So the managers have to execute on the enablement, but they have to execute on the enablement plan that the enablement person has created.

And each circumstance clearly is unique. But at 30 to 40, yeah, you better start to think about it. And so you want the messaging and the program to be rolled out uniformly. I don't want managers doing their own thing. So the managers have to execute on the enablement, but they have to execute on the enablement plan that the enablement person has created.

They cannot go off willy-nilly and do their own enablement. And you will see that from time to time.

They cannot go off willy-nilly and do their own enablement. And you will see that from time to time.

They cannot go off willy-nilly and do their own enablement. And you will see that from time to time.

It's a hot topic. I mean, this is an ongoing conversation. It has been for years. Customer success is hard. I don't know that I can look at any one company and say they've nailed customer success. As Chris, I'm sure told you, they don't believe in customer success. They don't have a customer success organization at Snowflake, or at least they didn't. Maybe they've created one now, but they didn't.

It's a hot topic. I mean, this is an ongoing conversation. It has been for years. Customer success is hard. I don't know that I can look at any one company and say they've nailed customer success. As Chris, I'm sure told you, they don't believe in customer success. They don't have a customer success organization at Snowflake, or at least they didn't. Maybe they've created one now, but they didn't.

It's a hot topic. I mean, this is an ongoing conversation. It has been for years. Customer success is hard. I don't know that I can look at any one company and say they've nailed customer success. As Chris, I'm sure told you, they don't believe in customer success. They don't have a customer success organization at Snowflake, or at least they didn't. Maybe they've created one now, but they didn't.

The feeling was everybody's in customer success. Do you agree with that? They're NDR. Look, Snowflake has a world-class product. In the early days, it was crazy. Like people would buy a 15K land deal and they'd expand to 150 in six months, right? So when you have product like that, that just expands on its own, you can get away with less customer success. I've not seen that since Snowflake.

The feeling was everybody's in customer success. Do you agree with that? They're NDR. Look, Snowflake has a world-class product. In the early days, it was crazy. Like people would buy a 15K land deal and they'd expand to 150 in six months, right? So when you have product like that, that just expands on its own, you can get away with less customer success. I've not seen that since Snowflake.

The feeling was everybody's in customer success. Do you agree with that? They're NDR. Look, Snowflake has a world-class product. In the early days, it was crazy. Like people would buy a 15K land deal and they'd expand to 150 in six months, right? So when you have product like that, that just expands on its own, you can get away with less customer success. I've not seen that since Snowflake.

I haven't. So do I believe in customer success? I do, right? Now, how do you roll that out? That's an open debate. But do I think you should... What I don't agree with is the rep does the land deal and walks away, and the customer success rep is responsible for expansion. Expansion is sales, right?

I haven't. So do I believe in customer success? I do, right? Now, how do you roll that out? That's an open debate. But do I think you should... What I don't agree with is the rep does the land deal and walks away, and the customer success rep is responsible for expansion. Expansion is sales, right?

I haven't. So do I believe in customer success? I do, right? Now, how do you roll that out? That's an open debate. But do I think you should... What I don't agree with is the rep does the land deal and walks away, and the customer success rep is responsible for expansion. Expansion is sales, right?

But the customer success rep, high level, needs to make sure, okay, number one, is the product being implemented, okay? Have they got the product in? Number two, are they using the product? And are they hitting their utilization rates? Are they exceeding those utilization rates? Are they getting the value?

But the customer success rep, high level, needs to make sure, okay, number one, is the product being implemented, okay? Have they got the product in? Number two, are they using the product? And are they hitting their utilization rates? Are they exceeding those utilization rates? Are they getting the value?

But the customer success rep, high level, needs to make sure, okay, number one, is the product being implemented, okay? Have they got the product in? Number two, are they using the product? And are they hitting their utilization rates? Are they exceeding those utilization rates? Are they getting the value?