Jeff Cotton

You know, someone went out and bought Calendly and they love it.

And then all of a sudden, everybody in the company's got Calendly and we're spending, you know, $10,000

a year on Calendly.

Someone went out and bought Yesware and all of a sudden, oh my God, that's so cool.

I can see who read the emails.

I'm going to go get that, right?

And then we had everybody with Yesware.

My vendor stack was ungodly.

I mean, we were spending millions and millions a year on stuff that we didn't need when a spreadsheet would frankly do the job.

So we really, really cleaned up the vendor spin and I would really caution anybody about all this free signup stuff that you feel like you can take advantage of because it really does kill you in the end.

sales reps, performance.

We would not let sales reps go past six months if they couldn't build pipeline and perform.

And this one's really hard because it's always hard to exit people, but this is kind of general sales culture.

And I think in a startup, you really have to be all over this.

You can't let people go a year.

I now run a $350 million company and we let people go well over a year and that's not good practice.

But in a startup,

You got to do it, I think, every six months.

And if someone's not able to perform, build pipeline and show that they can produce, you got to get new people in.

The last thing then that I want to just spend one more second on because I've said a lot about it, but know the demand generation model.