Chris Regester

I would try not to spoil anything, but I think what it is is long-term customer management. That's what it is. That's what you're doing. It's over time you're doing these things. But I couldn't agree more. I think the economics of good long-term customer management are really still not fully understood. And I have a great anecdote to this where...

I would try not to spoil anything, but I think what it is is long-term customer management. That's what it is. That's what you're doing. It's over time you're doing these things. But I couldn't agree more. I think the economics of good long-term customer management are really still not fully understood. And I have a great anecdote to this where...

Recently, I spoke to the CEO and the CRO of a really famous publicly listed NASDAQ company. It's essentially a B2B household name. And we're talking to them, and they clearly have a churn problem. It's in all of their public statements. They have a churn problem that's been impacting the public valuation or the market cap of the company.

Recently, I spoke to the CEO and the CRO of a really famous publicly listed NASDAQ company. It's essentially a B2B household name. And we're talking to them, and they clearly have a churn problem. It's in all of their public statements. They have a churn problem that's been impacting the public valuation or the market cap of the company.

And we're talking with the CRO about this challenge, and the CRO ultimately owns pre-sale and post-sale. And we're talking about the structure of their sales organization. He's like, well, it's built for velocity. This is built for velocity. I said, what do you mean? He's like, well, we're hiring young kids. We train them to sell SMB. As they succeed with SMB, they move up in the market.

And we're talking with the CRO about this challenge, and the CRO ultimately owns pre-sale and post-sale. And we're talking about the structure of their sales organization. He's like, well, it's built for velocity. This is built for velocity. I said, what do you mean? He's like, well, we're hiring young kids. We train them to sell SMB. As they succeed with SMB, they move up in the market.

Then mid-market moves up to enterprise. And that's kind of the path. So the entire operating model is built around acceleration and velocity in new business. But the challenge is all of those deals that those new guys are signing, all those SMB deals, 45% churn. 45% churn. And this is their vehicle.

Then mid-market moves up to enterprise. And that's kind of the path. So the entire operating model is built around acceleration and velocity in new business. But the challenge is all of those deals that those new guys are signing, all those SMB deals, 45% churn. 45% churn. And this is their vehicle.

So you think about the first impression of these kids joining the company two, three years in, they're in an SMB segment. That's what they're learning. Sell it, move on, sell it, move on, sell it, move on. And it's killing the business. And you see the net retention of the company going down with the market cap. And it's just the economic model doesn't work.

So you think about the first impression of these kids joining the company two, three years in, they're in an SMB segment. That's what they're learning. Sell it, move on, sell it, move on, sell it, move on. And it's killing the business. And you see the net retention of the company going down with the market cap. And it's just the economic model doesn't work.

if you don't rethink your business around long-term customer management, long-term sort of healthy, sustainable business practices. But this is, you know, a household name in SaaS. And the CRO is like, he is exceptional. But his prioritization is, I want to build a velocity-based sales machine rather than a long-term sustainable, you know, post-sale organization.

if you don't rethink your business around long-term customer management, long-term sort of healthy, sustainable business practices. But this is, you know, a household name in SaaS. And the CRO is like, he is exceptional. But his prioritization is, I want to build a velocity-based sales machine rather than a long-term sustainable, you know, post-sale organization.

And I thought that was such a truism of where many organizations are at today.

And I thought that was such a truism of where many organizations are at today.

Yeah, so I think, you know, Planhat as a technology, you know, we ultimately become the place where you consolidate all of your data so you understand what's going on with your customers. And where you manage all of these processes, both pre and post sale, so that you can report and understand the efficacy of what you're doing.

Yeah, so I think, you know, Planhat as a technology, you know, we ultimately become the place where you consolidate all of your data so you understand what's going on with your customers. And where you manage all of these processes, both pre and post sale, so that you can report and understand the efficacy of what you're doing.

Planhat as a business, we then come in and also provide a whole bunch of consulting advisory services around what's the right methodology to do it, or we use great partners like SBR to come in and advise on these things as well. I think what you said is really spot on, that this is much more than just a system. If someone's like, oh, I'll get a system, it will all work. It doesn't.

Planhat as a business, we then come in and also provide a whole bunch of consulting advisory services around what's the right methodology to do it, or we use great partners like SBR to come in and advise on these things as well. I think what you said is really spot on, that this is much more than just a system. If someone's like, oh, I'll get a system, it will all work. It doesn't.

That doesn't happen in anything. You don't buy Salesforce and then sell more. It doesn't work that way. But I think that our topic being customer centricity That's a cultural thing before it's anything else. And I think just honestly, it's a top-down cultural thing if you really want to institute it in your organization. It doesn't just happen. People are like, hey, I love the customers.

That doesn't happen in anything. You don't buy Salesforce and then sell more. It doesn't work that way. But I think that our topic being customer centricity That's a cultural thing before it's anything else. And I think just honestly, it's a top-down cultural thing if you really want to institute it in your organization. It doesn't just happen. People are like, hey, I love the customers.