Matt Plank

They're like called to connect. Like there's always some part of it and then you hammer it and you go fix it and you train on it. And then it turns green and like all of a sudden they spit out demos. And in my opinion, you can get an SDR org to do that way, way, way more effectively than you'll ever be able to get sales reps to do it.

They're like called to connect. Like there's always some part of it and then you hammer it and you go fix it and you train on it. And then it turns green and like all of a sudden they spit out demos. And in my opinion, you can get an SDR org to do that way, way, way more effectively than you'll ever be able to get sales reps to do it.

So sales reps, what they want is they're like, give me a book of accounts. that I can like control my own destiny, right? Where I'm not like told I can't prospect, but like, let me do something.

So sales reps, what they want is they're like, give me a book of accounts. that I can like control my own destiny, right? Where I'm not like told I can't prospect, but like, let me do something.

So sales reps, what they want is they're like, give me a book of accounts. that I can like control my own destiny, right? Where I'm not like told I can't prospect, but like, let me do something.

But then when you give them accounts, like without a whole bunch of structure and focus, like they're not ever gonna show up and do the like, the way that you manage a rep doing outbound is not the same as the way you manage an SDR doing outbound.

But then when you give them accounts, like without a whole bunch of structure and focus, like they're not ever gonna show up and do the like, the way that you manage a rep doing outbound is not the same as the way you manage an SDR doing outbound.

But then when you give them accounts, like without a whole bunch of structure and focus, like they're not ever gonna show up and do the like, the way that you manage a rep doing outbound is not the same as the way you manage an SDR doing outbound.

For the longest time, up until maybe two years ago, I did the pitch decks with our CMO. We'd be cranking away in the middle of the night, working on the slides. And then we roll out the pitch deck, and I do the trainings, and I do the script. And when you're an early stage company, that makes a lot of sense.

For the longest time, up until maybe two years ago, I did the pitch decks with our CMO. We'd be cranking away in the middle of the night, working on the slides. And then we roll out the pitch deck, and I do the trainings, and I do the script. And when you're an early stage company, that makes a lot of sense.

For the longest time, up until maybe two years ago, I did the pitch decks with our CMO. We'd be cranking away in the middle of the night, working on the slides. And then we roll out the pitch deck, and I do the trainings, and I do the script. And when you're an early stage company, that makes a lot of sense.

And then all of a sudden, you get five segments, 10 segments, 20 segments, and you're no longer the expert about all of them. And so I definitely held on to that like way too long, kind of being the like the number one person in the org who like knew the script and the pitch and the competitors.

And then all of a sudden, you get five segments, 10 segments, 20 segments, and you're no longer the expert about all of them. And so I definitely held on to that like way too long, kind of being the like the number one person in the org who like knew the script and the pitch and the competitors.

And then all of a sudden, you get five segments, 10 segments, 20 segments, and you're no longer the expert about all of them. And so I definitely held on to that like way too long, kind of being the like the number one person in the org who like knew the script and the pitch and the competitors.

And two years ago, I hired like my first kind of like layer of just like really kind of successful VPs underneath me. And then over time, now it's like I literally don't even think about those things like as completely owned by the VP of SMB or the VP of in-market or whatever.

And two years ago, I hired like my first kind of like layer of just like really kind of successful VPs underneath me. And then over time, now it's like I literally don't even think about those things like as completely owned by the VP of SMB or the VP of in-market or whatever.

And two years ago, I hired like my first kind of like layer of just like really kind of successful VPs underneath me. And then over time, now it's like I literally don't even think about those things like as completely owned by the VP of SMB or the VP of in-market or whatever.

And I should have done that a lot sooner because what happened was we would be doing deals or we'd have a deck that sucked and I'd go look at it and I'd be like, this deck is terrible. This feels so stale. How does the SMB org stand up and give this deck every day? It's so bad. This is 18 months old. And there was just a general thinking of like, well, you made the deck.

And I should have done that a lot sooner because what happened was we would be doing deals or we'd have a deck that sucked and I'd go look at it and I'd be like, this deck is terrible. This feels so stale. How does the SMB org stand up and give this deck every day? It's so bad. This is 18 months old. And there was just a general thinking of like, well, you made the deck.

And I should have done that a lot sooner because what happened was we would be doing deals or we'd have a deck that sucked and I'd go look at it and I'd be like, this deck is terrible. This feels so stale. How does the SMB org stand up and give this deck every day? It's so bad. This is 18 months old. And there was just a general thinking of like, well, you made the deck.