Matt Plank

And so, yeah, you could think that you could convince yourself that you could spend inefficiently. And of course it'll work because it works in the US, but like you also might just light a ton of money on fire and like your whole strategy just might not work at all for a long time, whatever.

And so, yeah, you could think that you could convince yourself that you could spend inefficiently. And of course it'll work because it works in the US, but like you also might just light a ton of money on fire and like your whole strategy just might not work at all for a long time, whatever.

And so, yeah, you could think that you could convince yourself that you could spend inefficiently. And of course it'll work because it works in the US, but like you also might just light a ton of money on fire and like your whole strategy just might not work at all for a long time, whatever.

And so I think really the answer for us as like outbound has been the thing that we've been able to scale the most because all of the growth demand gen stuff is expensive when you can't offset it with referrals and word of mouth, whatever. And so the outbound thing is working really well for us.

And so I think really the answer for us as like outbound has been the thing that we've been able to scale the most because all of the growth demand gen stuff is expensive when you can't offset it with referrals and word of mouth, whatever. And so the outbound thing is working really well for us.

And so I think really the answer for us as like outbound has been the thing that we've been able to scale the most because all of the growth demand gen stuff is expensive when you can't offset it with referrals and word of mouth, whatever. And so the outbound thing is working really well for us.

But like, you got to hire 20, 30, 40, 50 outbound SDRs, you got to ramp them, you got to train them, like it just takes longer to ramp the engine when you can't just go spend a million dollars, you know, on kind of, you know, paid advertising and get a bunch of demos that show up.

But like, you got to hire 20, 30, 40, 50 outbound SDRs, you got to ramp them, you got to train them, like it just takes longer to ramp the engine when you can't just go spend a million dollars, you know, on kind of, you know, paid advertising and get a bunch of demos that show up.

But like, you got to hire 20, 30, 40, 50 outbound SDRs, you got to ramp them, you got to train them, like it just takes longer to ramp the engine when you can't just go spend a million dollars, you know, on kind of, you know, paid advertising and get a bunch of demos that show up.

Founders definitely should not create the playbook. And I would say that Parker is exceptional go-to-market CEO. In fact, I think one of his strengths is that he really is the main product roadmap guy. His product vision is really strong. On the go-to-market side, like that guy can sniff out, you know, bullshit from anywhere.

Founders definitely should not create the playbook. And I would say that Parker is exceptional go-to-market CEO. In fact, I think one of his strengths is that he really is the main product roadmap guy. His product vision is really strong. On the go-to-market side, like that guy can sniff out, you know, bullshit from anywhere.

Founders definitely should not create the playbook. And I would say that Parker is exceptional go-to-market CEO. In fact, I think one of his strengths is that he really is the main product roadmap guy. His product vision is really strong. On the go-to-market side, like that guy can sniff out, you know, bullshit from anywhere.

Like he knows just like all the places to poke, all the weak spots, all the bruises. And so Parker is like involved in go-to-market. Is this really working or are you like, you know, making it... appear as though it is when it's not. Having said that, he would never want to like, you need to do it this way, pitch people this way.

Like he knows just like all the places to poke, all the weak spots, all the bruises. And so Parker is like involved in go-to-market. Is this really working or are you like, you know, making it... appear as though it is when it's not. Having said that, he would never want to like, you need to do it this way, pitch people this way.

Like he knows just like all the places to poke, all the weak spots, all the bruises. And so Parker is like involved in go-to-market. Is this really working or are you like, you know, making it... appear as though it is when it's not. Having said that, he would never want to like, you need to do it this way, pitch people this way.

And I think the reality is Parker is the best at articulating why somebody should care about our product, why they should want our product, why did we build it this way? What are all the benefits of building it this way? There's no one that does that better than Parker, but he doesn't think like our buyer. You know what I mean? He doesn't...

And I think the reality is Parker is the best at articulating why somebody should care about our product, why they should want our product, why did we build it this way? What are all the benefits of building it this way? There's no one that does that better than Parker, but he doesn't think like our buyer. You know what I mean? He doesn't...

And I think the reality is Parker is the best at articulating why somebody should care about our product, why they should want our product, why did we build it this way? What are all the benefits of building it this way? There's no one that does that better than Parker, but he doesn't think like our buyer. You know what I mean? He doesn't...

He doesn't know how to transform his brilliant thought into a consistent, repeatable sales playbook. He doesn't know how to do that. That's not his thing. And so he's involved in the direction. You know what I mean? He gives a lot of feedback. He's kind of like, this is what I think. But if I push back on him, there's friction and it's good. Friction is good and that kind of stuff.

He doesn't know how to transform his brilliant thought into a consistent, repeatable sales playbook. He doesn't know how to do that. That's not his thing. And so he's involved in the direction. You know what I mean? He gives a lot of feedback. He's kind of like, this is what I think. But if I push back on him, there's friction and it's good. Friction is good and that kind of stuff.