Matt Plank

People definitely talk in the market and we've got 20,000 plus customers. And so for sure, people are talking and comparing invoices and whatever. But if somebody were to come back to us, which has happened before and been like, hey, well, this is bullshit. Like that someone's quoted Rippling and I got a different price than you.

People definitely talk in the market and we've got 20,000 plus customers. And so for sure, people are talking and comparing invoices and whatever. But if somebody were to come back to us, which has happened before and been like, hey, well, this is bullshit. Like that someone's quoted Rippling and I got a different price than you.

People definitely talk in the market and we've got 20,000 plus customers. And so for sure, people are talking and comparing invoices and whatever. But if somebody were to come back to us, which has happened before and been like, hey, well, this is bullshit. Like that someone's quoted Rippling and I got a different price than you.

And when I walk them through like, hey, look, here's like, you might think these things are the same, but they're a little bit different. As long as you can like walk through the policy and stand behind it, then I think you're good. But you can't have like wild, wild west where people just make up whatever price they want or else that it can get out of control pretty quickly.

And when I walk them through like, hey, look, here's like, you might think these things are the same, but they're a little bit different. As long as you can like walk through the policy and stand behind it, then I think you're good. But you can't have like wild, wild west where people just make up whatever price they want or else that it can get out of control pretty quickly.

And when I walk them through like, hey, look, here's like, you might think these things are the same, but they're a little bit different. As long as you can like walk through the policy and stand behind it, then I think you're good. But you can't have like wild, wild west where people just make up whatever price they want or else that it can get out of control pretty quickly.

Yeah, I think there's like an evolution in a few different phases. I think the first one is when you're a zero to one company, whatever, you're a million bucks, two million bucks, like early, early stage, like nothing matters. The only thing that matters is winning customers. It doesn't matter what they pay. It doesn't matter what their logo is.

Yeah, I think there's like an evolution in a few different phases. I think the first one is when you're a zero to one company, whatever, you're a million bucks, two million bucks, like early, early stage, like nothing matters. The only thing that matters is winning customers. It doesn't matter what they pay. It doesn't matter what their logo is.

Yeah, I think there's like an evolution in a few different phases. I think the first one is when you're a zero to one company, whatever, you're a million bucks, two million bucks, like early, early stage, like nothing matters. The only thing that matters is winning customers. It doesn't matter what they pay. It doesn't matter what their logo is.

Like you need customers to validate that like you can charge something for your product and that they'll buy it. If you look at what we charged at Rippling in the early days versus now, like it's not even on the same chart. And so you need customers. If any founders make a mistake, they're trying to maximize the revenue of one specific deal, which is crazy.

Like you need customers to validate that like you can charge something for your product and that they'll buy it. If you look at what we charged at Rippling in the early days versus now, like it's not even on the same chart. And so you need customers. If any founders make a mistake, they're trying to maximize the revenue of one specific deal, which is crazy.

Like you need customers to validate that like you can charge something for your product and that they'll buy it. If you look at what we charged at Rippling in the early days versus now, like it's not even on the same chart. And so you need customers. If any founders make a mistake, they're trying to maximize the revenue of one specific deal, which is crazy.

It's like never, ever walk away from any deal, any price that's not free. You sign them up. The big mistake that people make as they transition to the next phase, where they're at maybe 5, 10, they're going to 20 million, is people don't increase price into a point where they find friction. And so you need... Friction around price is good. And so to your question earlier, I get this all the time.

It's like never, ever walk away from any deal, any price that's not free. You sign them up. The big mistake that people make as they transition to the next phase, where they're at maybe 5, 10, they're going to 20 million, is people don't increase price into a point where they find friction. And so you need... Friction around price is good. And so to your question earlier, I get this all the time.

It's like never, ever walk away from any deal, any price that's not free. You sign them up. The big mistake that people make as they transition to the next phase, where they're at maybe 5, 10, they're going to 20 million, is people don't increase price into a point where they find friction. And so you need... Friction around price is good. And so to your question earlier, I get this all the time.

I'll talk to an early stage founder who's often a technical founder, who's a referral from one of our VCs or something. And they're like, hey, we have win rates that are like 60, 70%. We have an incredible go-to-market fit. It's so great. My first thing I always tell them is I'm like, that's not good. You don't want win rates that are 60, 70%. You're either not in enough deals- right?

I'll talk to an early stage founder who's often a technical founder, who's a referral from one of our VCs or something. And they're like, hey, we have win rates that are like 60, 70%. We have an incredible go-to-market fit. It's so great. My first thing I always tell them is I'm like, that's not good. You don't want win rates that are 60, 70%. You're either not in enough deals- right?

I'll talk to an early stage founder who's often a technical founder, who's a referral from one of our VCs or something. And they're like, hey, we have win rates that are like 60, 70%. We have an incredible go-to-market fit. It's so great. My first thing I always tell them is I'm like, that's not good. You don't want win rates that are 60, 70%. You're either not in enough deals- right?

Like you're just way too narrow or your price is way too low. Like if you win 70% of deals, then like, that's not good. It's a bad there. At least you could go much bigger. Right. And so I think people don't raise price up until they get to a point where you're about to lose deals because like people think you're overpriced and there's like, How do you know when that point is Matt?

Like you're just way too narrow or your price is way too low. Like if you win 70% of deals, then like, that's not good. It's a bad there. At least you could go much bigger. Right. And so I think people don't raise price up until they get to a point where you're about to lose deals because like people think you're overpriced and there's like, How do you know when that point is Matt?