Matt Plank

Well, I think it depends on so when you went first of all, for me, when a deal pushes, what that fundamentally means is that like you forecasted it to come in, like you said it was going to come in and it didn't come in. And so if you if telling us and rolling a deal up that, hey, this deal is definitely coming in, like they just need to get red line sign.

Well, I think it depends on so when you went first of all, for me, when a deal pushes, what that fundamentally means is that like you forecasted it to come in, like you said it was going to come in and it didn't come in. And so if you if telling us and rolling a deal up that, hey, this deal is definitely coming in, like they just need to get red line sign.

And a lot of times when you pro back in there, it's like, look, when did you send them the red lines? You know, they're like, yeah, they told me yes, you know, two days ago and I got them the red lines the next day. And it's like, well, hold on. Like, there's your problem, right?

And a lot of times when you pro back in there, it's like, look, when did you send them the red lines? You know, they're like, yeah, they told me yes, you know, two days ago and I got them the red lines the next day. And it's like, well, hold on. Like, there's your problem, right?

And a lot of times when you pro back in there, it's like, look, when did you send them the red lines? You know, they're like, yeah, they told me yes, you know, two days ago and I got them the red lines the next day. And it's like, well, hold on. Like, there's your problem, right?

Like at the end of an evaluation, you should be asking somebody like, hey, what does the contract processing look like within your company? Like who's involved in that process? who signs off on contracts, does your legal team do a review for contracts of this size, whatever. And you want to parallel attract those things so that someone's reviewing the terms of service.

Like at the end of an evaluation, you should be asking somebody like, hey, what does the contract processing look like within your company? Like who's involved in that process? who signs off on contracts, does your legal team do a review for contracts of this size, whatever. And you want to parallel attract those things so that someone's reviewing the terms of service.

Like at the end of an evaluation, you should be asking somebody like, hey, what does the contract processing look like within your company? Like who's involved in that process? who signs off on contracts, does your legal team do a review for contracts of this size, whatever. And you want to parallel attract those things so that someone's reviewing the terms of service.

A lot of times you'll get the vendor of choice designation before someone gives you the yes, send me the contract, I'm ready to sign. So you have to parallel track those like legal things, budget review. You can't just like get a yes and then start all those processes over.

A lot of times you'll get the vendor of choice designation before someone gives you the yes, send me the contract, I'm ready to sign. So you have to parallel track those like legal things, budget review. You can't just like get a yes and then start all those processes over.

A lot of times you'll get the vendor of choice designation before someone gives you the yes, send me the contract, I'm ready to sign. So you have to parallel track those like legal things, budget review. You can't just like get a yes and then start all those processes over.

And that's the number one reason why people push a deal, a committed deal because of legal review is like they just didn't run this in like, you know, they didn't run these parallel tracks.

And that's the number one reason why people push a deal, a committed deal because of legal review is like they just didn't run this in like, you know, they didn't run these parallel tracks.

And that's the number one reason why people push a deal, a committed deal because of legal review is like they just didn't run this in like, you know, they didn't run these parallel tracks.

question. I think the first thing is I really believe very deeply in a core thing that I had to learn over time. And one of the things going back to the beginning of our conversation, when you're a deeply competitive person and you do expect to win and you really, really hate losing, I can definitely tell you of examples in the past where I reacted poorly to someone that said no or someone that

question. I think the first thing is I really believe very deeply in a core thing that I had to learn over time. And one of the things going back to the beginning of our conversation, when you're a deeply competitive person and you do expect to win and you really, really hate losing, I can definitely tell you of examples in the past where I reacted poorly to someone that said no or someone that

question. I think the first thing is I really believe very deeply in a core thing that I had to learn over time. And one of the things going back to the beginning of our conversation, when you're a deeply competitive person and you do expect to win and you really, really hate losing, I can definitely tell you of examples in the past where I reacted poorly to someone that said no or someone that

where it was just like, it made no sense to me. And like my initial reaction was just like the wrong reaction. Right. And it's very easy for even the best salespeople because they're generally like the most competitive can get like pissed off and react poorly in a deal. And I had to learn over time that like, you have to literally like kill them with kindness.

where it was just like, it made no sense to me. And like my initial reaction was just like the wrong reaction. Right. And it's very easy for even the best salespeople because they're generally like the most competitive can get like pissed off and react poorly in a deal. And I had to learn over time that like, you have to literally like kill them with kindness.

where it was just like, it made no sense to me. And like my initial reaction was just like the wrong reaction. Right. And it's very easy for even the best salespeople because they're generally like the most competitive can get like pissed off and react poorly in a deal. And I had to learn over time that like, you have to literally like kill them with kindness.