Matt Plank

For sure. I think someone not deciding in many cases mean that you didn't prove enough value in the solution you're selling or whatever it may be. But there are also just a lot of good reasons why someone's not ready for whatever reason or really dynamics change in the company.

For sure. I think someone not deciding in many cases mean that you didn't prove enough value in the solution you're selling or whatever it may be. But there are also just a lot of good reasons why someone's not ready for whatever reason or really dynamics change in the company.

A lot of time, the person that you're evaluating with might leave the company or they might hire someone new who now owns that decision. And so there's plenty of good reasons. And I actually think the way that you deal with that is really, really critical. And the best reps... over their time and their tenure, they grow and they build a pool of those types of people.

A lot of time, the person that you're evaluating with might leave the company or they might hire someone new who now owns that decision. And so there's plenty of good reasons. And I actually think the way that you deal with that is really, really critical. And the best reps... over their time and their tenure, they grow and they build a pool of those types of people.

A lot of time, the person that you're evaluating with might leave the company or they might hire someone new who now owns that decision. And so there's plenty of good reasons. And I actually think the way that you deal with that is really, really critical. And the best reps... over their time and their tenure, they grow and they build a pool of those types of people.

As long as you have really good engagements with both the people that you win and also the people that you lose, they start to come back around. Like once you've been in a role for even a year, 18 months, like you just get this circle back loop of all these people that you've spoken with in the past 18 months. And a lot of times when they come in the second time, they're immediately ready.

As long as you have really good engagements with both the people that you win and also the people that you lose, they start to come back around. Like once you've been in a role for even a year, 18 months, like you just get this circle back loop of all these people that you've spoken with in the past 18 months. And a lot of times when they come in the second time, they're immediately ready.

As long as you have really good engagements with both the people that you win and also the people that you lose, they start to come back around. Like once you've been in a role for even a year, 18 months, like you just get this circle back loop of all these people that you've spoken with in the past 18 months. And a lot of times when they come in the second time, they're immediately ready.

The deal cycle moves way faster. It's a lot easier. And so sometimes I think people, they get a no from somebody And they just like abandon. Sometimes in the worst cases, like they won't even respond. You know, hey, thank you so much for your time. Thank you for evaluating all that good stuff. But I'm like over the top, like killing with kindness when they say no.

The deal cycle moves way faster. It's a lot easier. And so sometimes I think people, they get a no from somebody And they just like abandon. Sometimes in the worst cases, like they won't even respond. You know, hey, thank you so much for your time. Thank you for evaluating all that good stuff. But I'm like over the top, like killing with kindness when they say no.

The deal cycle moves way faster. It's a lot easier. And so sometimes I think people, they get a no from somebody And they just like abandon. Sometimes in the worst cases, like they won't even respond. You know, hey, thank you so much for your time. Thank you for evaluating all that good stuff. But I'm like over the top, like killing with kindness when they say no.

And that really just builds you this like big circle back on a loopback pipeline that will help you, you know, in years down the road.

And that really just builds you this like big circle back on a loopback pipeline that will help you, you know, in years down the road.

And that really just builds you this like big circle back on a loopback pipeline that will help you, you know, in years down the road.

I think it's way easier when you're replacing something, in my opinion. When you're trying to create a category or create budget for a thing that doesn't exist, there's just a whole bunch of different things that you have to go through. I have always, for the most part, sold a product where you're

I think it's way easier when you're replacing something, in my opinion. When you're trying to create a category or create budget for a thing that doesn't exist, there's just a whole bunch of different things that you have to go through. I have always, for the most part, sold a product where you're

I think it's way easier when you're replacing something, in my opinion. When you're trying to create a category or create budget for a thing that doesn't exist, there's just a whole bunch of different things that you have to go through. I have always, for the most part, sold a product where you're

I mean, I think early on, I guess, in the early days back with San Blon when we were at EchoSign, you were selling an e-signature solution that was like net new. And it was hard because you go down an evaluation and someone at the very end would be like, no, we're just going to keep doing this on paper. You'd be like, how is that even a consideration? It's so crazy.

I mean, I think early on, I guess, in the early days back with San Blon when we were at EchoSign, you were selling an e-signature solution that was like net new. And it was hard because you go down an evaluation and someone at the very end would be like, no, we're just going to keep doing this on paper. You'd be like, how is that even a consideration? It's so crazy.

I mean, I think early on, I guess, in the early days back with San Blon when we were at EchoSign, you were selling an e-signature solution that was like net new. And it was hard because you go down an evaluation and someone at the very end would be like, no, we're just going to keep doing this on paper. You'd be like, how is that even a consideration? It's so crazy.