Zach Perret

And how do you explain to your customer that you're now not just doing one thing, you're doing multiple things? Going from one to two would have been the right answer. And then maybe we could have done the next two at once. But going from one to four, it was super hard. I have this analogy that I use internally is like, it's going to be a little gross. It's like a snake that eats an elephant.

And how do you explain to your customer that you're now not just doing one thing, you're doing multiple things? Going from one to two would have been the right answer. And then maybe we could have done the next two at once. But going from one to four, it was super hard. I have this analogy that I use internally is like, it's going to be a little gross. It's like a snake that eats an elephant.

And you can see this elephant slowly digesting through the snake. The correct answer is like a snake that eats three sheep. You eat one, and then the next, and then the next. But doing one thing where you have a gigantic amount to digest within the company, super hard. MARK BLYTHER- What is the first thing that breaks?

And you can see this elephant slowly digesting through the snake. The correct answer is like a snake that eats three sheep. You eat one, and then the next, and then the next. But doing one thing where you have a gigantic amount to digest within the company, super hard. MARK BLYTHER- What is the first thing that breaks?

And you can see this elephant slowly digesting through the snake. The correct answer is like a snake that eats three sheep. You eat one, and then the next, and then the next. But doing one thing where you have a gigantic amount to digest within the company, super hard. MARK BLYTHER- What is the first thing that breaks?

MARK BLYTHER- Go-to-market breaks first, because- MARK BLYTHER- How does it break? MARK BLYTHER- Every one of the new things that you're doing, the product team that's working on it wants the salespeople to sell their thing. And the salespeople are getting internally lobbied, like, hey, sell my thing, sell my thing, sell my thing. And they're disappointed when you don't sell their thing.

MARK BLYTHER- Go-to-market breaks first, because- MARK BLYTHER- How does it break? MARK BLYTHER- Every one of the new things that you're doing, the product team that's working on it wants the salespeople to sell their thing. And the salespeople are getting internally lobbied, like, hey, sell my thing, sell my thing, sell my thing. And they're disappointed when you don't sell their thing.

MARK BLYTHER- Go-to-market breaks first, because- MARK BLYTHER- How does it break? MARK BLYTHER- Every one of the new things that you're doing, the product team that's working on it wants the salespeople to sell their thing. And the salespeople are getting internally lobbied, like, hey, sell my thing, sell my thing, sell my thing. And they're disappointed when you don't sell their thing.

And then the salespeople then have to go explain it to the customer. And all of a sudden, the salespeople are explaining the thing to the customer. They don't know how to sell. So they're like, all right, well, then I've got to bring the product people to the sale. And so it becomes this really complex go-to-market motion.

And then the salespeople then have to go explain it to the customer. And all of a sudden, the salespeople are explaining the thing to the customer. They don't know how to sell. So they're like, all right, well, then I've got to bring the product people to the sale. And so it becomes this really complex go-to-market motion.

And then the salespeople then have to go explain it to the customer. And all of a sudden, the salespeople are explaining the thing to the customer. They don't know how to sell. So they're like, all right, well, then I've got to bring the product people to the sale. And so it becomes this really complex go-to-market motion.

And you have to go from having a single sales team that knows your products in and out to having specialist sales, having technical account managers that are coming to things, sales engineers that are coming to things. It starts to become this much more complex model. So yeah, doing that all at once, I probably wouldn't have done.

And you have to go from having a single sales team that knows your products in and out to having specialist sales, having technical account managers that are coming to things, sales engineers that are coming to things. It starts to become this much more complex model. So yeah, doing that all at once, I probably wouldn't have done.

And you have to go from having a single sales team that knows your products in and out to having specialist sales, having technical account managers that are coming to things, sales engineers that are coming to things. It starts to become this much more complex model. So yeah, doing that all at once, I probably wouldn't have done.

We also, by the way, went international and started to go upmarket with our sales all at the same time. So sequencing. Sequencing is the feedback that I would give myself if I could.

We also, by the way, went international and started to go upmarket with our sales all at the same time. So sequencing. Sequencing is the feedback that I would give myself if I could.

We also, by the way, went international and started to go upmarket with our sales all at the same time. So sequencing. Sequencing is the feedback that I would give myself if I could.

In the long term, yes. It kind of depends on the horizon and scale of the business. In the short term, if you're a founder and you're amazing at finding product market fit, actually, no, that's the best thing. Just go spend your time on product market fit. In the mid-stages, it's about can you build an effective company.

In the long term, yes. It kind of depends on the horizon and scale of the business. In the short term, if you're a founder and you're amazing at finding product market fit, actually, no, that's the best thing. Just go spend your time on product market fit. In the mid-stages, it's about can you build an effective company.

In the long term, yes. It kind of depends on the horizon and scale of the business. In the short term, if you're a founder and you're amazing at finding product market fit, actually, no, that's the best thing. Just go spend your time on product market fit. In the mid-stages, it's about can you build an effective company.