Matt Plank

Like when anybody starts to question that, they immediately look to the CRO and they're like, what's the CRO going to do about it? Is this person going to let that fly because they know the person, they've been here for a while, whatever. And a lot of companies, that's what happens.

Like when anybody starts to question that, they immediately look to the CRO and they're like, what's the CRO going to do about it? Is this person going to let that fly because they know the person, they've been here for a while, whatever. And a lot of companies, that's what happens.

And so I think for me, you first see with your own eyes, there's a problem here and I'm giving the feedback, but it's not changing. But then you start to feel that other people see that. And if you don't take action very quickly when those things start to fester, then that's how you can lose the locker room. People need to know that you're willing to to like, just like every rep, right?

And so I think for me, you first see with your own eyes, there's a problem here and I'm giving the feedback, but it's not changing. But then you start to feel that other people see that. And if you don't take action very quickly when those things start to fester, then that's how you can lose the locker room. People need to know that you're willing to to like, just like every rep, right?

And so I think for me, you first see with your own eyes, there's a problem here and I'm giving the feedback, but it's not changing. But then you start to feel that other people see that. And if you don't take action very quickly when those things start to fester, then that's how you can lose the locker room. People need to know that you're willing to to like, just like every rep, right?

Is like, if I don't hit my quota, then like, I'm gone. Everybody knows that, right? If your manager, your team's in your quota, it's like, everybody feels that performance culture, but there can be a moment where you get so high up in an org chart that people start to feel like, you know, when things are failing, like nobody blames the person that runs that thing, right? They blame everybody else.

Is like, if I don't hit my quota, then like, I'm gone. Everybody knows that, right? If your manager, your team's in your quota, it's like, everybody feels that performance culture, but there can be a moment where you get so high up in an org chart that people start to feel like, you know, when things are failing, like nobody blames the person that runs that thing, right? They blame everybody else.

Is like, if I don't hit my quota, then like, I'm gone. Everybody knows that, right? If your manager, your team's in your quota, it's like, everybody feels that performance culture, but there can be a moment where you get so high up in an org chart that people start to feel like, you know, when things are failing, like nobody blames the person that runs that thing, right? They blame everybody else.

And like, that's a really bad place to be. Dude, I could talk to you all day.

And like, that's a really bad place to be. Dude, I could talk to you all day.

And like, that's a really bad place to be. Dude, I could talk to you all day.

I think maybe I would say probably like in the HTM space, maybe like Palocity is, you know, of the legacy competitors. Like they generally seem to be people we see in most of the deals. You know, they do a good job, I think, of selling around their product gaps. Potentially there's other players in, you know, our product suites.

I think maybe I would say probably like in the HTM space, maybe like Palocity is, you know, of the legacy competitors. Like they generally seem to be people we see in most of the deals. You know, they do a good job, I think, of selling around their product gaps. Potentially there's other players in, you know, our product suites.

I think maybe I would say probably like in the HTM space, maybe like Palocity is, you know, of the legacy competitors. Like they generally seem to be people we see in most of the deals. You know, they do a good job, I think, of selling around their product gaps. Potentially there's other players in, you know, our product suites.

I guess maybe when I think about competitor I respect the most, I think of it mostly from a go-to-market team perspective. And so I think when we lose to a legacy payroll provider, I'm kind of like, damn, we got outsold. I know our product is better than Paylocity or ADP or whatever.

I guess maybe when I think about competitor I respect the most, I think of it mostly from a go-to-market team perspective. And so I think when we lose to a legacy payroll provider, I'm kind of like, damn, we got outsold. I know our product is better than Paylocity or ADP or whatever.

I guess maybe when I think about competitor I respect the most, I think of it mostly from a go-to-market team perspective. And so I think when we lose to a legacy payroll provider, I'm kind of like, damn, we got outsold. I know our product is better than Paylocity or ADP or whatever.

And so when we're in a competitive deal and it's neck and neck, and I'm just like, man, they must be doing something good on the go-to-market front to make up for all of the horrible blemishes that exist under the surface of that product when you actually use it. Yeah. It's true. Respectfully, that's all on you.

And so when we're in a competitive deal and it's neck and neck, and I'm just like, man, they must be doing something good on the go-to-market front to make up for all of the horrible blemishes that exist under the surface of that product when you actually use it. Yeah. It's true. Respectfully, that's all on you.

And so when we're in a competitive deal and it's neck and neck, and I'm just like, man, they must be doing something good on the go-to-market front to make up for all of the horrible blemishes that exist under the surface of that product when you actually use it. Yeah. It's true. Respectfully, that's all on you.