Girish

You were extremely hands-on on how you're doing these things.

Now comes the part where if this works, and if you're lucky, this is getting your early customers, then you need to convert this into an engine that doesn't depend on you.

This needs to run by itself where you can watch over it, but it doesn't necessarily depend on you.

It doesn't require you to be there for its day-to-day operations.

The first thing that I talk about, I think Dan Martell is here, either in the room or somewhere here, and he talked about doing a triple review.

And I think it's a great idea.

What that fundamentally says is that every once a week, you're picking up a sales call, and you have your head of product, your head of marketing, your head of sales analyze that call.

You need to be looking at this together.

And you're looking at ways of improving what's really happening in that call, what are the gaps, the three things that went well, three things that could have gone better.

And this really allows everybody to come to common language about what needs to happen to be able to do these things.

So you got it right, but you need to keep iterating this engine in a manner that it keeps getting right.

Because your market could change.

Your customers could change.

There are things that could change.

And you need to make sure that this is running as an engine outside of you.

The leaders in your organization need to be able to participate.

and make this work.

The second thing I say is that, of course, having figured out what are the things that you need to fix, you need to commit to fixing those things.

Now, whatever it is that you use in your organization, whatever goal setting exercise you use, whether you use OKRs or anything else, make sure that whatever gaps come out of the triple analysis are being fixed.

And that's the way you actually move forward.