Jim Yu

This is a fairly simplified model of that, but you kind of see, hey, if you're 10 million in revenue, you're going to 14 to 15 million in a year.

Planning month to month, how many reps are you adding in each of those areas?

critically understanding the ramp time of those reps, understanding the underlying sort of capacity that each person can deliver at their ramp levels.

And then you can see the red areas are really important because that tells you when are you going to be behind on hiring, right?

So the capacity planning then feeds into recruiting that then is really important for you then drive to make sure that across the team you ultimately have enough capacity to run your business in terms of

the underlying formula that you have.

So two Thursdays for me are sort of about customer and capacity, super important for driving that.

And then Fridays are really around people and product for me.

So people cadence really as the organization grows and changes, really important to look at a lot of the key metrics around what's happening in terms of new hire.

There's an employee lifecycle.

In SaaS, we think a lot about the customer lifecycle.

super important.

Ultimately, what you have to also deliver is an employee lifecycle across those pieces of the model where you're planning capacity, right, is who are you hiring, how are they ramping, and how is that working over time?

And so you want to look at things like,

You see a metric here called net hiring score, which is an indicator both from the person you hired and the hiring manager on what is their satisfaction in the first 90 days right after the honeymoon period.

And that's a good early indicator of as you're adding people into organization, how is that working and is it sort of accurate as you scale the business?

Other things, involuntary turnover, voluntary turnover, these are important metrics that trend as well to understand.

And then core sort of HR mechanics of, you know, just like you have customer support tickets, right?

Sort of employee tickets around benefits and things like that and making sure that you're tracking, just like you track C-STAT, making sure that you're closing those tickets out.

So that's an important part of the people cadence.