Matt Plank

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.

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.

And if you measure win rates from like stage three to win, then like you actually have a much higher win rate. And I think companies do this in very different ways.

And if you measure win rates from like stage three to win, then like you actually have a much higher win rate. And I think companies do this in very different ways.

And if you measure win rates from like stage three to win, then like you actually have a much higher win rate. And I think companies do this in very different ways.

So it's a good point. So when we don't do outbound for those type of companies, like that team is 100% an inbound team. We do outbound in our mid market segment, which is essentially 50 to call it 250 employees. And then we do, you know, enterprise air quotes from like 250 to 1000. And then we have a team that works from 1000 to 5000 person companies.

So it's a good point. So when we don't do outbound for those type of companies, like that team is 100% an inbound team. We do outbound in our mid market segment, which is essentially 50 to call it 250 employees. And then we do, you know, enterprise air quotes from like 250 to 1000. And then we have a team that works from 1000 to 5000 person companies.

So it's a good point. So when we don't do outbound for those type of companies, like that team is 100% an inbound team. We do outbound in our mid market segment, which is essentially 50 to call it 250 employees. And then we do, you know, enterprise air quotes from like 250 to 1000. And then we have a team that works from 1000 to 5000 person companies.

Now, one of the benefits of rippling is when you buy rippling, you're buying a seat for like every single person in the company. So like a lot of products, if you're buying, you know, Confluence or something, right? You get a seat for everybody, but it's like $10 PEPM, right? If you're selling Salesforce, it might be $100 PEPM, but you're only getting five seats in a 50% company, right?

Now, one of the benefits of rippling is when you buy rippling, you're buying a seat for like every single person in the company. So like a lot of products, if you're buying, you know, Confluence or something, right? You get a seat for everybody, but it's like $10 PEPM, right? If you're selling Salesforce, it might be $100 PEPM, but you're only getting five seats in a 50% company, right?

Now, one of the benefits of rippling is when you buy rippling, you're buying a seat for like every single person in the company. So like a lot of products, if you're buying, you know, Confluence or something, right? You get a seat for everybody, but it's like $10 PEPM, right? If you're selling Salesforce, it might be $100 PEPM, but you're only getting five seats in a 50% company, right?

We are fortunate that everybody at Rippling, you're getting a seat for everybody and our average PEPM is like $60, $70 PEPM across the customer base. So for our mid-market segment, selling the company's 50 to 250 employees, the average deal size is like 45K, And so 45K, you can easily build outbound, right? And then going up from there, it just gets easier.

We are fortunate that everybody at Rippling, you're getting a seat for everybody and our average PEPM is like $60, $70 PEPM across the customer base. So for our mid-market segment, selling the company's 50 to 250 employees, the average deal size is like 45K, And so 45K, you can easily build outbound, right? And then going up from there, it just gets easier.

We are fortunate that everybody at Rippling, you're getting a seat for everybody and our average PEPM is like $60, $70 PEPM across the customer base. So for our mid-market segment, selling the company's 50 to 250 employees, the average deal size is like 45K, And so 45K, you can easily build outbound, right? And then going up from there, it just gets easier.

In our mid-market segment, where we have a $45,000 average deal size, it's probably... 50 days. You'll get deals that come in a month at the right time of year, and then you'll get deals that take three, four, five months on the longest end. But on average, it's probably 50, 60 days in our mid-market segment. There's not a lot of companies closing $45,000 deals in 60 days.

In our mid-market segment, where we have a $45,000 average deal size, it's probably... 50 days. You'll get deals that come in a month at the right time of year, and then you'll get deals that take three, four, five months on the longest end. But on average, it's probably 50, 60 days in our mid-market segment. There's not a lot of companies closing $45,000 deals in 60 days.

In our mid-market segment, where we have a $45,000 average deal size, it's probably... 50 days. You'll get deals that come in a month at the right time of year, and then you'll get deals that take three, four, five months on the longest end. But on average, it's probably 50, 60 days in our mid-market segment. There's not a lot of companies closing $45,000 deals in 60 days.

That's a very uncommon kind of funnel.

That's a very uncommon kind of funnel.

That's a very uncommon kind of funnel.