Mark Organ

I would fire any salespeople that are not ramped because it takes too long to get payback.

So my framework on this is that in a time of crisis, your cost of capital is enormous, which means that you need to get payback very quickly with a high level of certainty.

So a new sales rep is going to be a very uncertain investment.

It's going to take too long.

So if you've got four reps and one of them is still ramping, cut the one that's ramping.

on the engineers, if the engineers aren't working on stuff that is going to generate a payback within six months, then they need to be reallocated or they're gone.

So that's what it's all about.

It's all about how do I get payback within six months and I want to get at least a three times return within 12 months.

Now, normally for engineering, you're looking at a very different equation.

Normally in engineering, you want to get a 20 times return on investment within two years.

But this is a different time.

Um, and so like any horizon to investments, okay.

Horizon three investments in product gone, right?

So which normally horizon three investments are the ones that actually generate the biggest return, but it takes a long time.

It's very risky.

So those are gone horizon to, you know, you really want maybe only one horizon to investment that may be game changing for you, which means that horizon to investment, you might want to get a 10 times return within two years.

There's only room for one of those.

Everyone else, I think, has got to be zeroed in on the current customers and doing whatever it takes to minimize churn.

And what do we need to build right now to win new customers in the door?

Especially things that reduce costs and risk for our customers.