Sam Jacobs

And the specific tip I would give you is don't assume that everything is pricing and packaging.

assume let's start with onboarding.

Let's start with making sure that we're clearly explaining how our product works and we're orienting the customer around high-value actions that we think will lead to renewal.

And the third thing is you can probably make more money with fewer salespeople.

That's it.

Thanks very much.

Let's kick it off.

I'm going to be talking about really the themes, if you're familiar with sort of what I've been talking about on LinkedIn.

It's a combination talk, the history of my company, Pavilion.

Raise your hand if you're familiar with Pavilion.

okay great there you go so uh so you know what it is hopefully it's the largest community for go-to-market executives and rising executives in the world our goal is to help everybody in this room and everybody at high growth companies unlock and achieve their professional potential which really means uh there's learning there's community there's events and there's insights that we bring together to help you get where you want to go in your career at the same time pavilion is also a company

And what I want to talk about over the next 15 or so minutes is just the evolution of our company because as much as I pontificate on social media as if I have all the answers, the reality is that I've made all of the mistakes that I'm commenting about in the world at large.

So why not dive a little deep and build in public and show you some of the decisions that we've made, where we've emerged on the other side, and how I think about the future because 2024

is a very different world than 2021 or 2020, as we all know.

So this is how we got started.

This is one of our very first dinners in New York City.

Pavilion emerged really as a support group for chief revenue officers, VPs of sales, specifically in New York to come together and to help each other.

I had no real intention of building it into a large business, but it turned out that we had a point of view.

We had a point of view that

Revenue executives needed support, they needed education, and also they needed information about not just how to run their companies, but how to manage their careers more effectively.