Jim Yu

And so it is about every segment, every leader forecasting what are they gonna drive for the month,

What are they going to deliver?

What are they going to close?

So that's sales forecasting.

It's retention forecasting.

It's each business unit that gets rolled up.

And that drives accountability throughout the organization that there's that focus on sort of driving that rhythm of revenue.

So Wednesdays for me are all about that.

Closing the loop is very, very important in this cadence.

You kind of see a classic forecast sort of model there, but what's really important here is having the leader call the number, and then as those time passes, hit the numbers that they're calling.

That sort of cadence of driving accountability on delivering is super important.

Thursdays are all about customer and capacity, right?

So customer really understanding the prospect to customer journey and the segments in which we play, what expectations are we setting?

What are the MPS surveys by segments that are coming back?

Trending that over time is really important to look at the themes

and then, critically, also capacity planning for the organization, right?

Each of these go-to-market functions and each of the major functions of the business as you scale ultimately is about taking a formula that you've built in the early days and really tuning the capacity that you have across the organization to then deliver that capacity into the market, right?

That's true for prospecting and driving

new accounts, but that cuts all the way through to how you onboard those customers and then how you touch those customers and serve those customers throughout the customer life cycle.

You can see an example here of how you look at that end to end of how to plan that.