Matt Plank

It's a good question. For multi-product companies, yes. Because the reality is you can't have both. You can't have like a customer success manager and an account manager. Now at Rippling, we do have account managers that own the commercial relationship and expanding their usage within our product suite.

But then we do have what we call technical account managers whose sole focus is adoption of the product, success, retention, whatever. And then we have a phenomenal support team who can respond urgently, jump on chat, jump on calls, whatever. But I do believe that you have to pick one or the other. And at Rippling, I

But then we do have what we call technical account managers whose sole focus is adoption of the product, success, retention, whatever. And then we have a phenomenal support team who can respond urgently, jump on chat, jump on calls, whatever. But I do believe that you have to pick one or the other. And at Rippling, I

But then we do have what we call technical account managers whose sole focus is adoption of the product, success, retention, whatever. And then we have a phenomenal support team who can respond urgently, jump on chat, jump on calls, whatever. But I do believe that you have to pick one or the other. And at Rippling, I

For me, account management and a sales DNA at the core, you can get those people to have empathy for the customer and understand and care about making them successful. But I don't think you can take a CSN and make them like a quota carrying rep.

For me, account management and a sales DNA at the core, you can get those people to have empathy for the customer and understand and care about making them successful. But I don't think you can take a CSN and make them like a quota carrying rep.

For me, account management and a sales DNA at the core, you can get those people to have empathy for the customer and understand and care about making them successful. But I don't think you can take a CSN and make them like a quota carrying rep.

You also have to do both. So when we first launched account managers, they only had a new revenue quota. So the 100% of their focus in Complant was tied to selling new products. They cared about retention, but they didn't own a retention number. And when you're high velocity, a little bit more down market, there was just a belief that like,

You also have to do both. So when we first launched account managers, they only had a new revenue quota. So the 100% of their focus in Complant was tied to selling new products. They cared about retention, but they didn't own a retention number. And when you're high velocity, a little bit more down market, there was just a belief that like,

You also have to do both. So when we first launched account managers, they only had a new revenue quota. So the 100% of their focus in Complant was tied to selling new products. They cared about retention, but they didn't own a retention number. And when you're high velocity, a little bit more down market, there was just a belief that like,

you know, they would care and do the right things, but like you didn't need to incentivize them. And then we did that for like, you know, nine, 12 months. And we quickly realized, okay, this doesn't make sense. And this year, actually, we changed the compliance. I think like 70% of it is tied to selling new business and 30% roughly is tied to retention, specifically like dollar retention.

you know, they would care and do the right things, but like you didn't need to incentivize them. And then we did that for like, you know, nine, 12 months. And we quickly realized, okay, this doesn't make sense. And this year, actually, we changed the compliance. I think like 70% of it is tied to selling new business and 30% roughly is tied to retention, specifically like dollar retention.

you know, they would care and do the right things, but like you didn't need to incentivize them. And then we did that for like, you know, nine, 12 months. And we quickly realized, okay, this doesn't make sense. And this year, actually, we changed the compliance. I think like 70% of it is tied to selling new business and 30% roughly is tied to retention, specifically like dollar retention.

And it completely changed everything in our, have just like, completely outlier, like off the charts, low churn metrics. And so they got to own new revenue and churn absolutely has to happen. Can't do it any other way.

And it completely changed everything in our, have just like, completely outlier, like off the charts, low churn metrics. And so they got to own new revenue and churn absolutely has to happen. Can't do it any other way.

And it completely changed everything in our, have just like, completely outlier, like off the charts, low churn metrics. And so they got to own new revenue and churn absolutely has to happen. Can't do it any other way.

So first of all, discounting is a completely like made up thing. Like at the end of the day, the only thing that matters is like net price, right? And so discounting is simply a factor of like, where do you set your list price? Like list price doesn't matter, right? Like net price.

So first of all, discounting is a completely like made up thing. Like at the end of the day, the only thing that matters is like net price, right? And so discounting is simply a factor of like, where do you set your list price? Like list price doesn't matter, right? Like net price.

So first of all, discounting is a completely like made up thing. Like at the end of the day, the only thing that matters is like net price, right? And so discounting is simply a factor of like, where do you set your list price? Like list price doesn't matter, right? Like net price.

So if you discount 50% off or you discount 25% off, like it's all relative to whatever your list price is, which for most people is like a fake price. Like nobody cares about list price. They care about net price. And so I'm a big believer.