Matt Plank

First, it comes from like the culture of the org and generally from like the CEO, right? Like if I show up to a meeting with Parker and I'm like, hey, we're going to massively whiff revenue this month, but like it's all marketing's fault. They didn't generate the demos they said they were. I giggle at the idea of that. That would absolutely never fly. That conversation wouldn't be able to happen.

First, it comes from like the culture of the org and generally from like the CEO, right? Like if I show up to a meeting with Parker and I'm like, hey, we're going to massively whiff revenue this month, but like it's all marketing's fault. They didn't generate the demos they said they were. I giggle at the idea of that. That would absolutely never fly. That conversation wouldn't be able to happen.

And so you can't blame marketing when you miss the plan because it's like, so what? We have a plan. What are you going to do about it? And you can't take all the credit for yourself when you build an outbound org and all of a sudden the pipeline splits and you've got 50-50 or whatever. You have to acknowledge and give marketing credit. And while they're not incentivized from a comp perspective...

And so you can't blame marketing when you miss the plan because it's like, so what? We have a plan. What are you going to do about it? And you can't take all the credit for yourself when you build an outbound org and all of a sudden the pipeline splits and you've got 50-50 or whatever. You have to acknowledge and give marketing credit. And while they're not incentivized from a comp perspective...

And so you can't blame marketing when you miss the plan because it's like, so what? We have a plan. What are you going to do about it? And you can't take all the credit for yourself when you build an outbound org and all of a sudden the pipeline splits and you've got 50-50 or whatever. You have to acknowledge and give marketing credit. And while they're not incentivized from a comp perspective...

It's like deeply built into the culture that like our marketing team has a pipeline plan that they sign up for. They don't have like a, you know, how many webinars did you do and how many content downloads did you get? Like those things are important, but like their goals are how much pipeline do you generate? Like that's all we talk about in our forecast meetings.

It's like deeply built into the culture that like our marketing team has a pipeline plan that they sign up for. They don't have like a, you know, how many webinars did you do and how many content downloads did you get? Like those things are important, but like their goals are how much pipeline do you generate? Like that's all we talk about in our forecast meetings.

It's like deeply built into the culture that like our marketing team has a pipeline plan that they sign up for. They don't have like a, you know, how many webinars did you do and how many content downloads did you get? Like those things are important, but like their goals are how much pipeline do you generate? Like that's all we talk about in our forecast meetings.

Like that's what they're geared around. And so I think culturally you have to have it be that way from the top down.

Like that's what they're geared around. And so I think culturally you have to have it be that way from the top down.

Like that's what they're geared around. And so I think culturally you have to have it be that way from the top down.

There's two different ways that I think you think about a plan. And for us, historically, we start with usually something that Parker is like, hey, if we want to continue to be in the top 1% of SaaS companies out there, this is the number that we need to go get next year. This is the growth rate that we need. This is what we need to hit to continue to be an outline. in the market.

There's two different ways that I think you think about a plan. And for us, historically, we start with usually something that Parker is like, hey, if we want to continue to be in the top 1% of SaaS companies out there, this is the number that we need to go get next year. This is the growth rate that we need. This is what we need to hit to continue to be an outline. in the market.

There's two different ways that I think you think about a plan. And for us, historically, we start with usually something that Parker is like, hey, if we want to continue to be in the top 1% of SaaS companies out there, this is the number that we need to go get next year. This is the growth rate that we need. This is what we need to hit to continue to be an outline. in the market.

And you look at that number and you're generally like, wow, that's, you know, that's definitely not an easy number to go hit. Otherwise, like, of course, why would it be an outlier? But then you go through like a ruthless detailed planning process. For us at Rippling, we have 50 different sub-segments, right?

And you look at that number and you're generally like, wow, that's, you know, that's definitely not an easy number to go hit. Otherwise, like, of course, why would it be an outlier? But then you go through like a ruthless detailed planning process. For us at Rippling, we have 50 different sub-segments, right?

And you look at that number and you're generally like, wow, that's, you know, that's definitely not an easy number to go hit. Otherwise, like, of course, why would it be an outlier? But then you go through like a ruthless detailed planning process. For us at Rippling, we have 50 different sub-segments, right?

So you have, you know, SMB and mid-market and enterprise and channel sales and product sales and all the different products. And so if you think about there's like 50 capacity plans in a spreadsheet and it's like, how many demos are we going to generate? How many reps are we going to hire? What are their quota? And you go through that in great detail through all of the different teams.

So you have, you know, SMB and mid-market and enterprise and channel sales and product sales and all the different products. And so if you think about there's like 50 capacity plans in a spreadsheet and it's like, how many demos are we going to generate? How many reps are we going to hire? What are their quota? And you go through that in great detail through all of the different teams.

So you have, you know, SMB and mid-market and enterprise and channel sales and product sales and all the different products. And so if you think about there's like 50 capacity plans in a spreadsheet and it's like, how many demos are we going to generate? How many reps are we going to hire? What are their quota? And you go through that in great detail through all of the different teams.