Chad Peets

They were just selling to ad tech. So as you want to expand that ICP, in Snowflake's case, beyond ad tech, you have to know, what do I need to expand that ICP? What features? What security things? What does the product need so I can go from 50 ICP accounts to 500 ICP accounts? And so you have to figure out what those features are.

And then you have to come up with a timeline and say, okay, if you deliver these features by this date, then I can expand from 50 to 100 ICP accounts. And if I can expand from 50 to 100 ICP accounts, by the way, I can add salespeople.

And then you have to come up with a timeline and say, okay, if you deliver these features by this date, then I can expand from 50 to 100 ICP accounts. And if I can expand from 50 to 100 ICP accounts, by the way, I can add salespeople.

And then you have to come up with a timeline and say, okay, if you deliver these features by this date, then I can expand from 50 to 100 ICP accounts. And if I can expand from 50 to 100 ICP accounts, by the way, I can add salespeople.

So, Mr. Product Guy, I'm going to go hire salespeople based on your commitment to deliver the things we've agreed to in the timeline in which you agreed to deliver it. But understand something. If you fail to deliver, I'm going to have salespeople that can't call on the accounts that they need to call on because we don't have the product to do it.

So, Mr. Product Guy, I'm going to go hire salespeople based on your commitment to deliver the things we've agreed to in the timeline in which you agreed to deliver it. But understand something. If you fail to deliver, I'm going to have salespeople that can't call on the accounts that they need to call on because we don't have the product to do it.

So, Mr. Product Guy, I'm going to go hire salespeople based on your commitment to deliver the things we've agreed to in the timeline in which you agreed to deliver it. But understand something. If you fail to deliver, I'm going to have salespeople that can't call on the accounts that they need to call on because we don't have the product to do it.

And so you need a CRO that understands all of this. And by the way, this is where CROs just get jacked. Because they will get pressure from boards, CEOs to say, we need to grow faster. You need to hire more salespeople. Go hire more salespeople. Okay. Well, right now I have 50 salespeople. You want me to go to 100?

And so you need a CRO that understands all of this. And by the way, this is where CROs just get jacked. Because they will get pressure from boards, CEOs to say, we need to grow faster. You need to hire more salespeople. Go hire more salespeople. Okay. Well, right now I have 50 salespeople. You want me to go to 100?

And so you need a CRO that understands all of this. And by the way, this is where CROs just get jacked. Because they will get pressure from boards, CEOs to say, we need to grow faster. You need to hire more salespeople. Go hire more salespeople. Okay. Well, right now I have 50 salespeople. You want me to go to 100?

Well, in order to go to 100, I either need more use cases inside the existing accounts, or I have to go and be able to sell to other accounts. What are you going to give to me from a product standpoint that's going to enable me to do it? Conversation oftentimes just doesn't happen.

Well, in order to go to 100, I either need more use cases inside the existing accounts, or I have to go and be able to sell to other accounts. What are you going to give to me from a product standpoint that's going to enable me to do it? Conversation oftentimes just doesn't happen.

Well, in order to go to 100, I either need more use cases inside the existing accounts, or I have to go and be able to sell to other accounts. What are you going to give to me from a product standpoint that's going to enable me to do it? Conversation oftentimes just doesn't happen.

So here's a real common mistake. So you hire 10 reps. A rep is going to chase money. So if you don't have ICP accounts, what I never want to see is, hey, I just hired 10 reps. I put a rep in New York, a rep in Dallas, and a rep in San Francisco and Los Angeles, and I told them they can have all the accounts in those geographies. You're in deep shit. Because what's the rep going to do?

So here's a real common mistake. So you hire 10 reps. A rep is going to chase money. So if you don't have ICP accounts, what I never want to see is, hey, I just hired 10 reps. I put a rep in New York, a rep in Dallas, and a rep in San Francisco and Los Angeles, and I told them they can have all the accounts in those geographies. You're in deep shit. Because what's the rep going to do?

So here's a real common mistake. So you hire 10 reps. A rep is going to chase money. So if you don't have ICP accounts, what I never want to see is, hey, I just hired 10 reps. I put a rep in New York, a rep in Dallas, and a rep in San Francisco and Los Angeles, and I told them they can have all the accounts in those geographies. You're in deep shit. Because what's the rep going to do?

He's going to go chase big dollars. He or she is going to go pay. So they're going to go call, hey, I'm going to go sell into Wells Fargo. I think Wells Fargo wants to spend $5 million with us. Oh, really? Okay. That rep's going to spend all his time chasing Wells Fargo. Wells Fargo is going to come back with a list this long of all the shit they need to see in the product.

He's going to go chase big dollars. He or she is going to go pay. So they're going to go call, hey, I'm going to go sell into Wells Fargo. I think Wells Fargo wants to spend $5 million with us. Oh, really? Okay. That rep's going to spend all his time chasing Wells Fargo. Wells Fargo is going to come back with a list this long of all the shit they need to see in the product.

He's going to go chase big dollars. He or she is going to go pay. So they're going to go call, hey, I'm going to go sell into Wells Fargo. I think Wells Fargo wants to spend $5 million with us. Oh, really? Okay. That rep's going to spend all his time chasing Wells Fargo. Wells Fargo is going to come back with a list this long of all the shit they need to see in the product.

That rep is going to want to go back to the product organization and say, give me this. Now, what if Wells Fargo is the only person that needs all of that stuff? You've just taken the company and diverted all resources to go build a list of things for a company that may or may not buy. But even if they buy, you've killed the company, right?