Matt Plank

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.

I mean, we sell the companies as small as three, four employee founders running payroll for the first time, right? And so on the very low end of that market, you know, we win 50, 60% of all the opportunities. And honestly, the majority of the ones we don't win, they're just like, you know, funding fell through or whatever. Like they don't need to run payroll anymore for some reason.

I mean, we sell the companies as small as three, four employee founders running payroll for the first time, right? And so on the very low end of that market, you know, we win 50, 60% of all the opportunities. And honestly, the majority of the ones we don't win, they're just like, you know, funding fell through or whatever. Like they don't need to run payroll anymore for some reason.

I mean, we sell the companies as small as three, four employee founders running payroll for the first time, right? And so on the very low end of that market, you know, we win 50, 60% of all the opportunities. And honestly, the majority of the ones we don't win, they're just like, you know, funding fell through or whatever. Like they don't need to run payroll anymore for some reason.

And on the high end of the market, we're selling to companies that are up to about 5,000 employees. It really has like a wide range of the different segmentations. Now for us, we have segments that are based off of employee size, like any traditional company. But then we also have a bunch of products that like our core new logo reps sell. But then we have too many products.

And on the high end of the market, we're selling to companies that are up to about 5,000 employees. It really has like a wide range of the different segmentations. Now for us, we have segments that are based off of employee size, like any traditional company. But then we also have a bunch of products that like our core new logo reps sell. But then we have too many products.

And on the high end of the market, we're selling to companies that are up to about 5,000 employees. It really has like a wide range of the different segmentations. Now for us, we have segments that are based off of employee size, like any traditional company. But then we also have a bunch of products that like our core new logo reps sell. But then we have too many products.

We've got like 30 different products at Rippling. And so as we started to spin off different product suites, like we launched a finance suite to compete with your brexes and your ramps of the world. We launched a global payroll suite to compete with your deals and remotes and buy global. And so at some point we had to carve off like a separate, what we call product account executive team.

We've got like 30 different products at Rippling. And so as we started to spin off different product suites, like we launched a finance suite to compete with your brexes and your ramps of the world. We launched a global payroll suite to compete with your deals and remotes and buy global. And so at some point we had to carve off like a separate, what we call product account executive team.

We've got like 30 different products at Rippling. And so as we started to spin off different product suites, like we launched a finance suite to compete with your brexes and your ramps of the world. We launched a global payroll suite to compete with your deals and remotes and buy global. And so at some point we had to carve off like a separate, what we call product account executive team.

So you have like a core rep that bring, you know, sells the majority of the HR stuff. Then you've got like a different finance suite rep. You've got a global suite rep. And so that's how you end up with like 50 segments when you're kind of, when you end up with a product suite that's, you know, 30 plus products.

So you have like a core rep that bring, you know, sells the majority of the HR stuff. Then you've got like a different finance suite rep. You've got a global suite rep. And so that's how you end up with like 50 segments when you're kind of, when you end up with a product suite that's, you know, 30 plus products.

So you have like a core rep that bring, you know, sells the majority of the HR stuff. Then you've got like a different finance suite rep. You've got a global suite rep. And so that's how you end up with like 50 segments when you're kind of, when you end up with a product suite that's, you know, 30 plus products.

Sorry, yeah. So mid-market is probably around, you know, like 20-ish percent. And then I think enterprise is maybe closer to like 15%. And I think the way you think, the way I think about this is it really depends on what you measure, right? And so for us, like if you schedule a demo- And somebody like takes the call and basically says like, yes, I would like a follow up email.

Sorry, yeah. So mid-market is probably around, you know, like 20-ish percent. And then I think enterprise is maybe closer to like 15%. And I think the way you think, the way I think about this is it really depends on what you measure, right? And so for us, like if you schedule a demo- And somebody like takes the call and basically says like, yes, I would like a follow up email.

Sorry, yeah. So mid-market is probably around, you know, like 20-ish percent. And then I think enterprise is maybe closer to like 15%. And I think the way you think, the way I think about this is it really depends on what you measure, right? And so for us, like if you schedule a demo- And somebody like takes the call and basically says like, yes, I would like a follow up email.

Like, you know, we don't go through like, do you have a budget? And you know, what's your timeline? We do that in a sense in the evaluation, but we're not incredibly strict about like, who do we bring into the pipeline? And so when we, you know, convert a demo, we call it stage two and S2.

Like, you know, we don't go through like, do you have a budget? And you know, what's your timeline? We do that in a sense in the evaluation, but we're not incredibly strict about like, who do we bring into the pipeline? And so when we, you know, convert a demo, we call it stage two and S2.

Like, you know, we don't go through like, do you have a budget? And you know, what's your timeline? We do that in a sense in the evaluation, but we're not incredibly strict about like, who do we bring into the pipeline? And so when we, you know, convert a demo, we call it stage two and S2.

We measure win rate like from S2, you know, all the way to a one deal, but that's going to be like a penalizing kind of win rate. If you've converted something to stage three, that means like they've engaged in like scheduling a second call, right? Like they actually have some commitment to like do a proper valuation.