Chris Regester

And that's sort of just like, that's the first move. You're like, oh, it's kind of weird. You're like, oh, why don't we have the finance tool teamwork? And they're like, no, no, no, we get an ERP. But it's like, for some reason, the post-sales team, they're going to work in the sales tool. So there's that kind of first move that has sort of subliminally happened in many organizations over time.

And that's sort of just like, that's the first move. You're like, oh, it's kind of weird. You're like, oh, why don't we have the finance tool teamwork? And they're like, no, no, no, we get an ERP. But it's like, for some reason, the post-sales team, they're going to work in the sales tool. So there's that kind of first move that has sort of subliminally happened in many organizations over time.

And what we've seen is that 70% of our new business today is organizations moving post-sale out of Salesforce and into Planhat because it just doesn't work, if we're honest. And I think it doesn't work for a number of reasons. One is that the transactional data element, it's very hard to have time series data in Salesforce.

And what we've seen is that 70% of our new business today is organizations moving post-sale out of Salesforce and into Planhat because it just doesn't work, if we're honest. And I think it doesn't work for a number of reasons. One is that the transactional data element, it's very hard to have time series data in Salesforce.

Two, you need typically at scale or any form of scale, you need administrators. It becomes very expensive. It doesn't feel modern. And three, you know, Salesforce clearly has an issue around usability. It's very rare that you go out there and you're like, hey, who loves Salesforce? And all the AEs are like, hey, I love Salesforce. Like that doesn't happen.

Two, you need typically at scale or any form of scale, you need administrators. It becomes very expensive. It doesn't feel modern. And three, you know, Salesforce clearly has an issue around usability. It's very rare that you go out there and you're like, hey, who loves Salesforce? And all the AEs are like, hey, I love Salesforce. Like that doesn't happen.

And so what we're trying to do at PlanHead is trying to say, look, let's build out a tool that has sort of enterprise level data management for all of this data complexity we've talked about, but with consumer grade usability. So one nice way I think of thinking about PlanHead is, you know, sort of the data capabilities of Salesforce with the usability of a Monday.

And so what we're trying to do at PlanHead is trying to say, look, let's build out a tool that has sort of enterprise level data management for all of this data complexity we've talked about, but with consumer grade usability. So one nice way I think of thinking about PlanHead is, you know, sort of the data capabilities of Salesforce with the usability of a Monday.

So I think the first thing that I would say the issue is, is just like CS. I think that that is a terrible label, totally manufactured concept. It's also important to just acknowledge it was manufactured. So there was a company, one of our competitors, Nickel Gainsight, and they're an amazing marketing machine.

So I think the first thing that I would say the issue is, is just like CS. I think that that is a terrible label, totally manufactured concept. It's also important to just acknowledge it was manufactured. So there was a company, one of our competitors, Nickel Gainsight, and they're an amazing marketing machine.

But they manufactured a concept called customer success because they wanted to sell a product to a group of people. So it's like it's perfect category creation. They did an exceptional job. They did such a good job. They actually wrote a book about it called Category Creation where they talked about this. We created the category to sell seats and build a software company.

But they manufactured a concept called customer success because they wanted to sell a product to a group of people. So it's like it's perfect category creation. They did an exceptional job. They did such a good job. They actually wrote a book about it called Category Creation where they talked about this. We created the category to sell seats and build a software company.

And it's just absolutely the Salesforce playbook, but I think that it's the wrong framing. This was never a category. It's not a category. People have managed their customers since the dawn of time. There's nothing new. As I always say, the original recurring revenue business is hairdressing because hair always grows back.

And it's just absolutely the Salesforce playbook, but I think that it's the wrong framing. This was never a category. It's not a category. People have managed their customers since the dawn of time. There's nothing new. As I always say, the original recurring revenue business is hairdressing because hair always grows back.

But if you go into a barber shop in Roman times, the barber had to do the same thing. The barber had to give a good haircut, probably give some gossip, maybe try and give you the Nero perm as an upsell, and then you'll come back a month later and get another chop. And that was the way it worked. This is no different. It's just like it's customer management is what it is.

But if you go into a barber shop in Roman times, the barber had to do the same thing. The barber had to give a good haircut, probably give some gossip, maybe try and give you the Nero perm as an upsell, and then you'll come back a month later and get another chop. And that was the way it worked. This is no different. It's just like it's customer management is what it is.

So CS as a concept is a bit silly and it's kind of been brought up with this sort of fluffy rainbows and unicorn stories and all of these weird terms. But this is how do you manage your customers over time? And what do you have to do? Well, you have to deliver objectives that your customers want. And if you do so, they'll pay you more money. And that will just increase over time.

So CS as a concept is a bit silly and it's kind of been brought up with this sort of fluffy rainbows and unicorn stories and all of these weird terms. But this is how do you manage your customers over time? And what do you have to do? Well, you have to deliver objectives that your customers want. And if you do so, they'll pay you more money. And that will just increase over time.

And this is business 101. You cannot run a successful business if you are not successfully delivering objectives to your customers.

And this is business 101. You cannot run a successful business if you are not successfully delivering objectives to your customers.