Sam Jacobs

The second thing that happens, though, is that better reps tend to have higher average deal sizes as well.

So they have higher close rates and higher average deal values, which means that that compounds to a much, it's probably something like 50% greater productivity or 75% greater productivity from a higher performing rep than an underperforming rep.

So, again, what does all of that mean?

And there's companies like ZoomInfo that pioneered almost like a Champions League idea of relegation and promotion, where to get the best leads, you need to perform at a certain level, and if you perform under that level, then you go down to the Tier B, you get B leads until you can demonstrate that you're achieving a certain level of performance to get to the A leads.

But the point is, just understand,

If you look at your sales team, and it can be true for five people, 20 people, or three people, you open up their calendars and you say, there's capacity in this system.

There's capacity because, again, a great person that does all the follow up, does all the meeting prep, has a really engaging conversation with a 30 to 45 minute discovery call, that person can do about three calls a day, that's 15.

Most of the time when you open up your meeting and you X out all of the, you open up the calendar for your reps and you X out all the internal meetings, maybe it's two, three, four.

You know, in a world where cost of acquisition has dramatically increased, it's because it's harder to get somebody's attention.

That means that every lead that we have is even more precious.

And that means we need to route them to the people with the higher win rates and the higher average deal size.

So let's see.

It's not going to do that.

I will send these slides out to everybody afterwards.

and make sure that they're not written in all white.

But the point is, close rate and ACV drive the engine, and you can have much better experiences with a smaller sales team routing all your leads to those people.

So the three things I would encourage you to do, again, remember that the first thing is make sure that your company understands unit economics and that you understand where your unit economics are.

Your unit economics will tell you if you're in or out of product market fit as you approach at least a million in ARR all the way up to a billion in ARR.

So that's the first thing.

The second thing is orient, map your customer journey in figuring out where do you need to align activities that create the highest engagement for your customer so that that can lead to retention, because retention drives recurring impact, which drives recurring revenue.