Eran Zinman

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.

I think there's a difference between a company that pivots into the enterprise and a company that wants to sell to the enterprise in addition to selling to SMB and mid-market. We didn't pivot into the enterprise.

I think there's a difference between a company that pivots into the enterprise and a company that wants to sell to the enterprise in addition to selling to SMB and mid-market. We didn't pivot into the enterprise.

I think there's a difference between a company that pivots into the enterprise and a company that wants to sell to the enterprise in addition to selling to SMB and mid-market. We didn't pivot into the enterprise.

A lot of companies say, look, we tried SMBs, we tried mid-market, we spent so much energy and effort converting those customers, we might as well just focus on the large ones and get a higher ICV. That wasn't our strategy. We wanted to capture what we call a pyramid. The whole pyramid, the baseline of the SMB is in the mid-market, but also the tip of the pyramid with the large enterprises.

A lot of companies say, look, we tried SMBs, we tried mid-market, we spent so much energy and effort converting those customers, we might as well just focus on the large ones and get a higher ICV. That wasn't our strategy. We wanted to capture what we call a pyramid. The whole pyramid, the baseline of the SMB is in the mid-market, but also the tip of the pyramid with the large enterprises.

A lot of companies say, look, we tried SMBs, we tried mid-market, we spent so much energy and effort converting those customers, we might as well just focus on the large ones and get a higher ICV. That wasn't our strategy. We wanted to capture what we call a pyramid. The whole pyramid, the baseline of the SMB is in the mid-market, but also the tip of the pyramid with the large enterprises.