Matt Plank

And you basically ladder up and you kind of ignore the number. You're not focused on the number that someone asked you to get to. You start from a place of, if I just make reasonable assumptions about growth and all these different things, what does that get me to? And then generally, there's the plan that you believe is attainable. And then there's the plan that you want to get to.

And you basically ladder up and you kind of ignore the number. You're not focused on the number that someone asked you to get to. You start from a place of, if I just make reasonable assumptions about growth and all these different things, what does that get me to? And then generally, there's the plan that you believe is attainable. And then there's the plan that you want to get to.

And you basically ladder up and you kind of ignore the number. You're not focused on the number that someone asked you to get to. You start from a place of, if I just make reasonable assumptions about growth and all these different things, what does that get me to? And then generally, there's the plan that you believe is attainable. And then there's the plan that you want to get to.

And there's a gap there. And then you go through this exercise of how are we going to plug that gap? What are the 10 or 15 different levers that we could pull this year to be able to close that gap.

And there's a gap there. And then you go through this exercise of how are we going to plug that gap? What are the 10 or 15 different levers that we could pull this year to be able to close that gap.

And there's a gap there. And then you go through this exercise of how are we going to plug that gap? What are the 10 or 15 different levers that we could pull this year to be able to close that gap.

I mean, it really depends on like the stage, right? So when you're early on, you actually start from a place of like, who are we getting demos from, right? Like we're getting demos today, you know, like what do they look like? And, you know, in your kind of, in many ways, like that is your segmentation, you kind of build around that. I mean, we had one sales team when we started, right?

I mean, it really depends on like the stage, right? So when you're early on, you actually start from a place of like, who are we getting demos from, right? Like we're getting demos today, you know, like what do they look like? And, you know, in your kind of, in many ways, like that is your segmentation, you kind of build around that. I mean, we had one sales team when we started, right?

I mean, it really depends on like the stage, right? So when you're early on, you actually start from a place of like, who are we getting demos from, right? Like we're getting demos today, you know, like what do they look like? And, you know, in your kind of, in many ways, like that is your segmentation, you kind of build around that. I mean, we had one sales team when we started, right?

And we branched off from there as you start to go up market a little bit, a bunch of things happen and you branch off. And so... I always tell people, by the time you get to be maybe, I don't know, 200 million or something, your job as the CRO completely changes to essentially head of sales operations.

And we branched off from there as you start to go up market a little bit, a bunch of things happen and you branch off. And so... I always tell people, by the time you get to be maybe, I don't know, 200 million or something, your job as the CRO completely changes to essentially head of sales operations.

And we branched off from there as you start to go up market a little bit, a bunch of things happen and you branch off. And so... I always tell people, by the time you get to be maybe, I don't know, 200 million or something, your job as the CRO completely changes to essentially head of sales operations.

You have a great sales operations team, but at some point it transitions completely from can you close the deals and are you the best salesperson or whatever? to like operational planning. And so you take the demos that exist, what did we do last year in all these different segments? And you kind of figure out like, where do I think we can do a little bit better?

You have a great sales operations team, but at some point it transitions completely from can you close the deals and are you the best salesperson or whatever? to like operational planning. And so you take the demos that exist, what did we do last year in all these different segments? And you kind of figure out like, where do I think we can do a little bit better?

You have a great sales operations team, but at some point it transitions completely from can you close the deals and are you the best salesperson or whatever? to like operational planning. And so you take the demos that exist, what did we do last year in all these different segments? And you kind of figure out like, where do I think we can do a little bit better?

And you just kind of start to slot in all of the humans against those different segments. So Parker doesn't care. He's not like, hey, we need this much revenue from all these different segments. He's like, we need this revenue, like you go figure out how to do it.

And you just kind of start to slot in all of the humans against those different segments. So Parker doesn't care. He's not like, hey, we need this much revenue from all these different segments. He's like, we need this revenue, like you go figure out how to do it.

And you just kind of start to slot in all of the humans against those different segments. So Parker doesn't care. He's not like, hey, we need this much revenue from all these different segments. He's like, we need this revenue, like you go figure out how to do it.

And then we build like a tops down plan from there based off of how many demos are we going to get in what segment and how many people do we want to staff against us and so on and so forth.

And then we build like a tops down plan from there based off of how many demos are we going to get in what segment and how many people do we want to staff against us and so on and so forth.