Steven Morell

We also,

Um, they have their own KPIs, um, and they actually, they, they, they, they figure out their KPIs on, on their own and present it and go like, this is what I'm doing.

This is what I think the team should know that I'm doing.

And this is what I want to be measured by.

And then the rest of the team goes like, yeah, sounds right.

I want to know that you're doing this.

Yeah.

So this is how we build a team.

We also don't sit on hire and fire.

You normally say you should, even if you're good, half of the salespeople that you hire, you probably have to let go because it's just not a good match for them.

I don't believe that.

I believe you have to develop people and to train them and to build a team based on experience and knowledge of this product, this company, this customer type.

Um, it's not, I see a lot of others are just hiring and firing until they find this guy who does it well.

This is, there are no naturals.

It's training.

Yeah.

Customer success support operations.

Thanks for asking.

Churn was our biggest problem.

We needed like three years to figure this out.