Sales Representative

“Like if Anthropic, for example, when they were at their three 80 valuation, they were offering reps, call it a 1,000,002.”

“I think a very large portion of them are because they don't have the environment to actually like just push harder or because they've already lost the passion in that.”

“The bar for good enough for AI GTM, it's not as high as we think. It's just like you know, a facsimile of your best person reproduced as best we can. It's going to beat your mid pack person. It's going to beat the person that literally knows nothing about your…”

“If you have a diversified portfolio, similar to financial advising, like you don't want to just focus on the highest risk stock. Like you want to make sure you have a diversified portfolio. Portfolio. I bring that mentality into sales to think about, okay, in …”

“How many folks take their Rolodex with them when they leave, which violates many laws, all of them.”

“At MongoDB, we hired a lot of people, and our attrition was higher than we wanted it to be, and so we did a lot of analysis on attrition, and what we found is that lone rangers, and we meant that meaning when we have a single employee in a You know, if we have…”

“If they haven't done that and they haven't been in that lonely place, the likelihood that they are willing to make that 20th call is low. Even if they thought they were willing upfront, when they actually get into it, you have to have been through that journey…”

“I do not like to lead with discounting. It is a disservice to the customer and to the company and to you as a rep to lead with discount.”

“My reps should be able to generate three times their OTE. So if your OTE is 300 rough numbers, you should be able to get 900 K in productivity.”

“In the early days, it's, this is a rookie error. Like, I'd much rather have two reps, each closing a million, Right. Then 20 reps struggling to close a hundred K each. Like culturally it's terrible. There's no domain knowledge in the company. Everyone's misera…”

“So I like hiring three at a time but not for the Hunger Games effect, for the controlled experiment effect.”

“In fact, you reduce buyer regret by half. If the rep is involved in the process.”

“Like I've had some of the best sellers in the world when I was a first line manager, they were the best relationship people, the best, but they couldn't close because they couldn't have the tough conversation.”

“I'd say in the first 30 days you can get a sense of whether they're going to be successful because you're looking for things like what are they doing to What are they doing to get organized? What are they doing to start to learn about your product?”

“Usually they make more. They make like two and a half thousands monthly... So in, in, in general, they make around two, 2.5. Monthly one, each of them”

“What founders also have to do is they got to realize that their reps are never going to be able to close at their ratio in most cases, because they're the founder.”

“The only way for companies to know how much they're losing Is if the reps select that drop down least like who we lost a deal to right in which often they don't do.”

“So the way that Augur does it, I think, is really innovative. So Augur itself did a token sale, and they issued a bunch of tokens to the public, and these tokens are called REP. So now, these token holders are randomly selected to report on the outcome of thes…”

“Basically, there, it's, you, Pete, if you have REP, you have a stake in the system, not in the sense of having a stake in the profits from the system, but in helping to resolve markets on the system after you know, the market's complete.”