Matt Plank

Like you authored this thing. And I'm like, no, no, no, no, no, no. Like you guys are better than me at all of this stuff. Like you're doing it all day long. Like everybody should feel empowered to be like, this thing that you're telling us to do is dumb and it doesn't make sense. It doesn't work. And I don't think I like inflicted that like early enough in enough places.

Like you authored this thing. And I'm like, no, no, no, no, no, no. Like you guys are better than me at all of this stuff. Like you're doing it all day long. Like everybody should feel empowered to be like, this thing that you're telling us to do is dumb and it doesn't make sense. It doesn't work. And I don't think I like inflicted that like early enough in enough places.

Like you authored this thing. And I'm like, no, no, no, no, no, no. Like you guys are better than me at all of this stuff. Like you're doing it all day long. Like everybody should feel empowered to be like, this thing that you're telling us to do is dumb and it doesn't make sense. It doesn't work. And I don't think I like inflicted that like early enough in enough places.

And today, you know, my team is a lot more useful than I am in terms of actually winning business and bringing customers on board. Yeah.

And today, you know, my team is a lot more useful than I am in terms of actually winning business and bringing customers on board. Yeah.

And today, you know, my team is a lot more useful than I am in terms of actually winning business and bringing customers on board. Yeah.

It's a tough question to ask because we have direct segments, channel segments, product segments. There's literally 50 segments. But at the end of next year, my SMB, mid-market, and enterprise teams will all be roughly the same size, probably SMBs maybe 60 reps, mid-markets maybe 90 reps, and enterprises maybe 40-ish reps or something. But that's

It's a tough question to ask because we have direct segments, channel segments, product segments. There's literally 50 segments. But at the end of next year, my SMB, mid-market, and enterprise teams will all be roughly the same size, probably SMBs maybe 60 reps, mid-markets maybe 90 reps, and enterprises maybe 40-ish reps or something. But that's

It's a tough question to ask because we have direct segments, channel segments, product segments. There's literally 50 segments. But at the end of next year, my SMB, mid-market, and enterprise teams will all be roughly the same size, probably SMBs maybe 60 reps, mid-markets maybe 90 reps, and enterprises maybe 40-ish reps or something. But that's

150 reps and there's probably 300 reps across the board that are at different types of places. So it's kind of a mixed bag.

150 reps and there's probably 300 reps across the board that are at different types of places. So it's kind of a mixed bag.

150 reps and there's probably 300 reps across the board that are at different types of places. So it's kind of a mixed bag.

The fastest growing segment for sure is like our upmarket segment. Like our, you know, we were moving that market very quickly and, you know, used to not compete with the workdays of the world. And now that's when a lot of deals with them. And so that piece of the business is, and you, if you're going to grow 60, 70, 80, 90% year over year at hundreds of millions of dollars.

The fastest growing segment for sure is like our upmarket segment. Like our, you know, we were moving that market very quickly and, you know, used to not compete with the workdays of the world. And now that's when a lot of deals with them. And so that piece of the business is, and you, if you're going to grow 60, 70, 80, 90% year over year at hundreds of millions of dollars.

The fastest growing segment for sure is like our upmarket segment. Like our, you know, we were moving that market very quickly and, you know, used to not compete with the workdays of the world. And now that's when a lot of deals with them. And so that piece of the business is, and you, if you're going to grow 60, 70, 80, 90% year over year at hundreds of millions of dollars.

You have to be able to have some things that are growing 200, 300%. That's the only way you'll maintain a growth rate. And so I'd say our upmarket teams are growing a lot faster. What's not growing fast enough today? I'm thinking about Parker would probably say everything. But I think probably international, to be honest.

You have to be able to have some things that are growing 200, 300%. That's the only way you'll maintain a growth rate. And so I'd say our upmarket teams are growing a lot faster. What's not growing fast enough today? I'm thinking about Parker would probably say everything. But I think probably international, to be honest.

You have to be able to have some things that are growing 200, 300%. That's the only way you'll maintain a growth rate. And so I'd say our upmarket teams are growing a lot faster. What's not growing fast enough today? I'm thinking about Parker would probably say everything. But I think probably international, to be honest.

In international, we have teams now, go-to-market teams in Dublin selling into Europe. We've got a team in Sydney selling into Australian market. There's a bunch of international teams in place where we feel like we have incredible product market fit. We're trying to crack the code of you can't just land in these places and run all the same playbooks and do all the same stuff.

In international, we have teams now, go-to-market teams in Dublin selling into Europe. We've got a team in Sydney selling into Australian market. There's a bunch of international teams in place where we feel like we have incredible product market fit. We're trying to crack the code of you can't just land in these places and run all the same playbooks and do all the same stuff.