Headcount

“I think for next year, I don't think anyone is going to come back and say, I'm going to need more headcount for this.”

“We are going to meter headcount increases because to the extent that my engineers are getting Much more efficient. Their throughput is increasing. They're becoming superhuman in terms of their output. We, you know, one, there's a cost to that and it's a signif…”

“I don't know about 24 months time, but I would bet that in five years the average enterprise spends more on compute than headcount.”

“A company like Monday, let's say we have like one billion in expenses, a company like Monday will probably spend, you know, 60, 70% of the budget on headcount and then seven, eight percent on software.”

“As AI become more dominant, companies will spend much more on software and much less on headcount going forward because they'll just become more efficient, and they'll gladly spend that.”

“Klana has gotten so much attention around our efficiency gains, and we've gone from 7400 people to 3000, while, you know, our revenue has doubled since then. So, our revenue per employee went from 450,000 dollars per employee to over a million now.”

“The number of people we plan to have in the future is less than now.”

“In the VC world, you have many people working for you, and you want to grow the headcount as much as possible because that increases your valuation. And in the bootstrap world, you want to cut The head count as much as possible.”

“First of all, ours is a, is an industry that fetishizes growth. And as you know, the easiest metric to grow for a founder is headcount.”

“Most businesses that I've seen and most sales orgs that I've seen Almost always fall under a power law. Which is most of the business is being driven by a small number of people. And yet the company continues to add headcount and spread it out. And it's just s…”

“You know, I think, like, there's this belief that what bottlenecks a company is your head count or your team size, and the reality is, I actually think it's not the case. It's how many things your leaders can spend time on and do well”

“In two years, that company has gone from twenty two billion in net income to fifty five billion in net income. They've reduced their headcount from 85,000 people to 69,000 people.”

“And I think one of the ways that founders get caught up in validation is with Valuations. Valuations, headcount. And to me, those were vanity metrics. Those were not metrics that were important. The only metric that was really important to me was my daily acti…”

“Your sales are variable, and so should your head count be.”

“This idea that you need to, like, keep growing teams in order to become more powerful in a company is like a culture killer on invention. You could have people who are incredible, who are just incredible operators in their own, and they need to be rewarded as …”

“We were two or three X-ing the company from a headcount perspective for the vast majority of my time every year.”

“Well, for most folks, it's literally headcount. It's not office snacks. I'm sorry. That's probably not the thing that's, you know, perks are not bankrupting the company. It's that you hire too many folks. People are expensive.”