The Ledger, every show

“And like, obviously I bias towards having college athletes because they've learned how to work hard. All you gotta do is teach them how to work smart. If you teach them how to work smart, it's really tough to teach someone how to work hard.”

“Outbound will never be dead. You can't reach every single company and every single buyer with whatever marketing you're doing.”

“Anybody that's like, oh, well, you know, we're just going to cut our SDR team in half, I'm like okay. That's an interesting move, right? That's a scared play that you're making because you're saying I can get the same productivity for half versus saying I can …”

“Our quota to OT ratio is like seven and a half.”

“And like the metrics that I got, I think I can share like, They're like, we haven't churned a customer. Our NDR is close to 200%.”

“I tell every founder this, I'm like, hire two at a time, because then you'll actually see Is one, you hire one, you're like, is it good? Is it not good? I don't know. If you hire two, it's pretty clear whether one's good and one's bad.”

“Have you ever tried to like get a hundred people to do something different, to change something, to iterate in the same way that you iterate? Good luck. Because we're still humans, right?”

“The relationship type of sale of like, well, I know all these people. I have this Rolodex. That's gone. Because I think today the buying cycle, the buying committee is not just one person.”

“Anything below 20 K, I'm like, why do you have a rep?”

“I think it's probably like seven years, six to seven years. After that, if you've been in a company for eight, nine, 10 years, it's like, The company is kind of built around you probably, and you, you've built so much of it to, like I don't know the best way t…”

“As you get to rep, you know, 100, domain expertise becomes a little bit less important, but the high slope is, is the most important thing.”

“If you're joining a sub-fifty million dollar company and you're the CRO, I'm like, that's, that feels, my opinion feels like an ego play. And it feels like you are a little bit short-sighted because eventually you're going to stumble, and then what are they go…”

“Do you know for an IC, like, within probably three weeks, right?”

“I actually just tell people, I'm like, what have they done Not what they say. What have they done that's shown that they're going to provide liquidity on that equity? And just apply a coefficient to that. If they give you a million dollars of equity, but they …”

“The culture that I think is best is when you have 60% of people over a hundred percent, 80% over 80%, right? You're building a winning culture. People are successful. People are telling their friends they're having so much fun. Very successful. Come work here.…”

“It's, they're selling for you when you're not in the room, they have access and influence over the EB, and they have a personal win.”

“My favorite model is you sell the deal, you're renewing the deal, you're comped on net dollars. So what that does is that incentivizes the rep to have, to sell a good deal, right? And protect your unit economics.”

“I think everybody knows at this point that if I'm giving you a discount on, you know, the last day of the quarter, it's you're probably gonna be able to get that same discount on the first day of the next quarter.”

“He'd said the other day, he was like, no one's gonna type anymore. Like, if you're typing, you're behind. Like, you should be talking to your technology. And I was like, that's a weird way to think about it. It's like a very futuristic Jetsons way to think abo…”

“It should be heavily weighted for its overperformance. If I'm giving you a big quota and you're hitting a 110% of that, I want you to be making good money.”

“I always like, here are some of the other tips, like you discount recommendations, right? Like I don't give a shit about how many recommendations I have, but some people do. And I just discount that, right?”

“If someone's really defensive, that's actually the biggest red flag.”

“And that's actually how I think PLG businesses do really, really well, right? Someone comes in, they, you know, they're dabbling in the product, right? And you as a seller, you're like, I'm going to go market that internally at that account to all of the other…”

“You see, I saw this with Snowflake and Databricks, right? Snowflake would own everything, and then Databricks would get one small foothold somewhere, and suddenly now they're fighting over the same workloads, and someone's going to win that.”

“I think at the front line, not being in the details, not being in the deals with the rep.”

“You look at like a Snowflake or a Databricks, that's their model, and it's because they're competing over workflows in the account.”

“It's really, it's completely de-risked if you have an SDR that you're promoting. Those are the best people.”

“If you work at Clay, and you want to try out a new AI tool, you can just go into a channel and say, can I have a ramp card to try this tool out? And they'll give you a ramp card. Like, no questions asked.”

“We had a compensation plan that was dead simple. It was, we had a base salary, and like, I don't know, this was like, 2015 San Francisco, I think our base salary was like 60 K, right? It was pretty low. I guess by most standards. And then every deal that we cl…”