Jim Yu

from a competitive landscape perspective, what's happening from a disruption perspective.

So you want to keep a pulse on that.

Then it becomes about new business.

What's the demand generation that you're getting?

What are the number of leads and qualified opportunities?

Then it becomes about bookings.

So the sales organization reports back out on that.

Then it's about customers across the lifecycle.

As you get new customers, it's about are you onboarding those customers well?

What's that first touch experience?

The first 90 days are super important.

So having very clear optics on that every Monday morning from the team that's responsible for implementation and onboarding.

Then by segment, because we run today in four different segments across mid-market, enterprise, international, and channel, really looking at, in each of those segment leaders and BU leaders, what they're delivering in terms of customer satisfaction, customer engagement,

gross dollar retention, net dollar retention, and then other key parts like technology and products, how are they doing on delivery of the roadmap, and then ultimately you also want to keep close eye on finance, understanding the P&L of the business, the cash flow of the business.

And so this drives a lot of the rhythm of the operating cadence of running the business, right?

So across, the team's about 500 people, organized around sort of multiple sites, but by function, really making sure you're kicking off and running the entire company across that drumbeat

of driving execution across the business.

This is important for driving visibility, alignment, and ultimately team accountability to each other, not just to you, but to each other around what each of those team members are going to deliver across the executive team.

Tuesdays for me are kind of about that build cadence.

It's about stepping back and looking at the bigger picture of what's happening in the market.