Eran Zinman

Yeah, so after we've done the B round with Insight, a few things happened. One, we branded the company as Monday. We changed names from the polls. And I think it was about a year after that, I remember that board meeting. It was in New York. And one thing that Roy and I said always, that we're never going to have a sales team in the company.

Yeah, so after we've done the B round with Insight, a few things happened. One, we branded the company as Monday. We changed names from the polls. And I think it was about a year after that, I remember that board meeting. It was in New York. And one thing that Roy and I said always, that we're never going to have a sales team in the company.

And I remember that we had this morning and we came to the board and said, look, we're probably wrong. And we have to have a sales team in order to scale the company to the next level. And we built an amazing sales team. Going forward to today, we have more than a thousand people in our sales team, but it was not obvious back in the days.

And I remember that we had this morning and we came to the board and said, look, we're probably wrong. And we have to have a sales team in order to scale the company to the next level. And we built an amazing sales team. Going forward to today, we have more than a thousand people in our sales team, but it was not obvious back in the days.

And I remember that we had this morning and we came to the board and said, look, we're probably wrong. And we have to have a sales team in order to scale the company to the next level. And we built an amazing sales team. Going forward to today, we have more than a thousand people in our sales team, but it was not obvious back in the days.

Being developers and product people and building this incredible performance marketing engine, we felt that we can scale the company to infinity. But what we found is that having a great product is not enough because when you want to scale within existing customers, the product plays a very important component, but there's other things. You need relationship with people.

Being developers and product people and building this incredible performance marketing engine, we felt that we can scale the company to infinity. But what we found is that having a great product is not enough because when you want to scale within existing customers, the product plays a very important component, but there's other things. You need relationship with people.

Being developers and product people and building this incredible performance marketing engine, we felt that we can scale the company to infinity. But what we found is that having a great product is not enough because when you want to scale within existing customers, the product plays a very important component, but there's other things. You need relationship with people.

They want somebody to talk with. And I just felt that it wasn't a good product for our customers. Like they had their own processes. They cared about security. They cared about governance. They wanted help with onboarding people into the product. And software is not enough. As I said, we were always ambitious. I remember Roy and I talking and we said, we don't want to be an SMB company forever.

They want somebody to talk with. And I just felt that it wasn't a good product for our customers. Like they had their own processes. They cared about security. They cared about governance. They wanted help with onboarding people into the product. And software is not enough. As I said, we were always ambitious. I remember Roy and I talking and we said, we don't want to be an SMB company forever.

They want somebody to talk with. And I just felt that it wasn't a good product for our customers. Like they had their own processes. They cared about security. They cared about governance. They wanted help with onboarding people into the product. And software is not enough. As I said, we were always ambitious. I remember Roy and I talking and we said, we don't want to be an SMB company forever.

Like we have such huge potential. We want to be doing both SMB and go off market. And this is what we have to do. So let's do it.

Like we have such huge potential. We want to be doing both SMB and go off market. And this is what we have to do. So let's do it.

Like we have such huge potential. We want to be doing both SMB and go off market. And this is what we have to do. So let's do it.

It works for us. I think let's say the opposite is also not optimal. I think that if you start as a small company and you have an amazing VP of sales, you know, they can sell anything. even if your product is really crappy. That's a curse. It's not something positive because we work so hard to improve the product because every improvement, you know, just improve our marketing machine.

It works for us. I think let's say the opposite is also not optimal. I think that if you start as a small company and you have an amazing VP of sales, you know, they can sell anything. even if your product is really crappy. That's a curse. It's not something positive because we work so hard to improve the product because every improvement, you know, just improve our marketing machine.

It works for us. I think let's say the opposite is also not optimal. I think that if you start as a small company and you have an amazing VP of sales, you know, they can sell anything. even if your product is really crappy. That's a curse. It's not something positive because we work so hard to improve the product because every improvement, you know, just improve our marketing machine.

It's improved the retention of our customers. And it's built a DNA, a special DNA in the company And then when we felt that we're missing, like people knocking on our door saying we want to scale and there was nobody around to help them, it just felt we have to do it. We have to mature. We had to add this layer into the company in order to scale to the next phase.

It's improved the retention of our customers. And it's built a DNA, a special DNA in the company And then when we felt that we're missing, like people knocking on our door saying we want to scale and there was nobody around to help them, it just felt we have to do it. We have to mature. We had to add this layer into the company in order to scale to the next phase.

It's improved the retention of our customers. And it's built a DNA, a special DNA in the company And then when we felt that we're missing, like people knocking on our door saying we want to scale and there was nobody around to help them, it just felt we have to do it. We have to mature. We had to add this layer into the company in order to scale to the next phase.