Jeetu Mahtani

The ramp time is somewhere between six to nine months. Can be a little bumpy, but once you get to that six to nine month mark, you can start seeing like a fairly consistent trajectory as they ramp to greater productivity.

If you are sort of like mid-market, like HubSpot, SweetSpot, which we would define as 25 to 500 employees, you need an ACV of somewhere between 10 to 12K ACV to make it work from a return on rep investment.

If you are sort of like mid-market, like HubSpot, SweetSpot, which we would define as 25 to 500 employees, you need an ACV of somewhere between 10 to 12K ACV to make it work from a return on rep investment.

If you are sort of like mid-market, like HubSpot, SweetSpot, which we would define as 25 to 500 employees, you need an ACV of somewhere between 10 to 12K ACV to make it work from a return on rep investment.

Yep. It was largely up to 500 employees, like small and mid-market companies. I think what you're getting to is like the economics are hard when you are in that ACB, and that is true. But as we added more products... As retention got better, the reps could cross-sell and upsell other products, like rep PPR started to increase. So the economics worked over time.

Yep. It was largely up to 500 employees, like small and mid-market companies. I think what you're getting to is like the economics are hard when you are in that ACB, and that is true. But as we added more products... As retention got better, the reps could cross-sell and upsell other products, like rep PPR started to increase. So the economics worked over time.

Yep. It was largely up to 500 employees, like small and mid-market companies. I think what you're getting to is like the economics are hard when you are in that ACB, and that is true. But as we added more products... As retention got better, the reps could cross-sell and upsell other products, like rep PPR started to increase. So the economics worked over time.

But in the early days, yeah, like it was an investment. It was, you know, LTE to CAC or 1S to 4, 1S to 5. And over time, depending on the segment and geography, it became 1S to 7, 1S to 8.

But in the early days, yeah, like it was an investment. It was, you know, LTE to CAC or 1S to 4, 1S to 5. And over time, depending on the segment and geography, it became 1S to 7, 1S to 8.

But in the early days, yeah, like it was an investment. It was, you know, LTE to CAC or 1S to 4, 1S to 5. And over time, depending on the segment and geography, it became 1S to 7, 1S to 8.

I would say as we expanded globally, Harry, you know, we use this framework that we would call operational complexity and the size of the market. You can almost think of like, all right, I pick a country and I say, is it easy or difficult to do business in? I would call it the operational complexity. Then I would say, okay, for that country, what is my TAM or addressable market?

I would say as we expanded globally, Harry, you know, we use this framework that we would call operational complexity and the size of the market. You can almost think of like, all right, I pick a country and I say, is it easy or difficult to do business in? I would call it the operational complexity. Then I would say, okay, for that country, what is my TAM or addressable market?

I would say as we expanded globally, Harry, you know, we use this framework that we would call operational complexity and the size of the market. You can almost think of like, all right, I pick a country and I say, is it easy or difficult to do business in? I would call it the operational complexity. Then I would say, okay, for that country, what is my TAM or addressable market?

So we graded every country on complexity versus TAM. And you can almost like look at a series of bubbles on the left, the US, big TAM, blue in color because it is low complexity. On the other end, you have something like China, big market, but red in color because of the complexity. And in between, you've got France, Germany, Spain, and all the other countries.

So we graded every country on complexity versus TAM. And you can almost like look at a series of bubbles on the left, the US, big TAM, blue in color because it is low complexity. On the other end, you have something like China, big market, but red in color because of the complexity. And in between, you've got France, Germany, Spain, and all the other countries.

So we graded every country on complexity versus TAM. And you can almost like look at a series of bubbles on the left, the US, big TAM, blue in color because it is low complexity. On the other end, you have something like China, big market, but red in color because of the complexity. And in between, you've got France, Germany, Spain, and all the other countries.

Our playbook really worked great in those countries that were closer to the U.S., Germany, France, Netherlands, Australia. But as we went to the right where the complexity increased, let's say Japan, one of the mistakes we or I made is that playbook of sending an expat team was not an option, Harry, because of the language in Japan. Like they obviously, you know, didn't speak Japanese.

Our playbook really worked great in those countries that were closer to the U.S., Germany, France, Netherlands, Australia. But as we went to the right where the complexity increased, let's say Japan, one of the mistakes we or I made is that playbook of sending an expat team was not an option, Harry, because of the language in Japan. Like they obviously, you know, didn't speak Japanese.

Our playbook really worked great in those countries that were closer to the U.S., Germany, France, Netherlands, Australia. But as we went to the right where the complexity increased, let's say Japan, one of the mistakes we or I made is that playbook of sending an expat team was not an option, Harry, because of the language in Japan. Like they obviously, you know, didn't speak Japanese.

So I was not able to send that expat leader to Japan like I was able to do in Dublin and Sydney. So I had to hire from day zero, day one, a local. It was hard to do that tiger team approach. And some of our early hires in Japan, they sounded like me. They sounded like the Westerners. And I fell into that pothole because I was hiring like I was hiring in the US or in the UK. And that was a mistake.