Jeetu Mahtani

Big lessons would be at the end of the day, I would say a sales comp plan just drives behaviors at the end of the day. If you don't get the comp plan right, you're just going to end up with bad customers, bad behavior, bad culture. I would also add, when you think about sales comp plan, think about what phase of growth you are in as a business.

Big lessons would be at the end of the day, I would say a sales comp plan just drives behaviors at the end of the day. If you don't get the comp plan right, you're just going to end up with bad customers, bad behavior, bad culture. I would also add, when you think about sales comp plan, think about what phase of growth you are in as a business.

Big lessons would be at the end of the day, I would say a sales comp plan just drives behaviors at the end of the day. If you don't get the comp plan right, you're just going to end up with bad customers, bad behavior, bad culture. I would also add, when you think about sales comp plan, think about what phase of growth you are in as a business.

If you're an early stage founder, early stage company, velocity matters. You might have a sales comp plan that is a bit more indexed towards simply raw acquisition. But as you grow bigger, you're going to start thinking about retention, cross-selling, upselling. So think about how does your comp plan also evolve as the company and its phase of growth also evolves.

If you're an early stage founder, early stage company, velocity matters. You might have a sales comp plan that is a bit more indexed towards simply raw acquisition. But as you grow bigger, you're going to start thinking about retention, cross-selling, upselling. So think about how does your comp plan also evolve as the company and its phase of growth also evolves.

If you're an early stage founder, early stage company, velocity matters. You might have a sales comp plan that is a bit more indexed towards simply raw acquisition. But as you grow bigger, you're going to start thinking about retention, cross-selling, upselling. So think about how does your comp plan also evolve as the company and its phase of growth also evolves.

I believe they should. If you have the sales team that is getting rewarded for acquiring customers, and you have the CS team that's only being recognized for driving usage but not getting any recognition in the expansion of the customer, over time, you're going to get CS reps who are like, well, I was the one who helped the customer get the next product or expand into the platform.

I believe they should. If you have the sales team that is getting rewarded for acquiring customers, and you have the CS team that's only being recognized for driving usage but not getting any recognition in the expansion of the customer, over time, you're going to get CS reps who are like, well, I was the one who helped the customer get the next product or expand into the platform.

I believe they should. If you have the sales team that is getting rewarded for acquiring customers, and you have the CS team that's only being recognized for driving usage but not getting any recognition in the expansion of the customer, over time, you're going to get CS reps who are like, well, I was the one who helped the customer get the next product or expand into the platform.

So I do think when you think about comp plans, you want to be clear about what role do you want your CS team to play? If your CS team is a pure account management team, maybe there isn't something on the recognition like sales.

So I do think when you think about comp plans, you want to be clear about what role do you want your CS team to play? If your CS team is a pure account management team, maybe there isn't something on the recognition like sales.

So I do think when you think about comp plans, you want to be clear about what role do you want your CS team to play? If your CS team is a pure account management team, maybe there isn't something on the recognition like sales.

But if your CS team is a revenue producing team, which is I believe every CS team should be a revenue producing team, you want to structure their comp plan in the form of some kind of a basic variable.

But if your CS team is a revenue producing team, which is I believe every CS team should be a revenue producing team, you want to structure their comp plan in the form of some kind of a basic variable.

But if your CS team is a revenue producing team, which is I believe every CS team should be a revenue producing team, you want to structure their comp plan in the form of some kind of a basic variable.

That is correct. Now, some teams will generate what we would call SQLs, and the sales team would close it.

That is correct. Now, some teams will generate what we would call SQLs, and the sales team would close it.

That is correct. Now, some teams will generate what we would call SQLs, and the sales team would close it.

The way you would do that is having an incentive structure that measures on whether the customer is successful. If they buy a second or third product, are they actually using the product and getting usage out of it? And if they don't, then you know that it was oversold or the CS rep did not do a great job of positioning the right product to the customer.

The way you would do that is having an incentive structure that measures on whether the customer is successful. If they buy a second or third product, are they actually using the product and getting usage out of it? And if they don't, then you know that it was oversold or the CS rep did not do a great job of positioning the right product to the customer.