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“And the reality is that's because 50% of our demos that are booked in outbound are booked over the phone.”

“All of the U S non U S markets, like starting with Canada and for sure in Europe and, you know, an APAC, like their HR software landscape is at least a decade behind where the U S is”

“No matter how much money we have, we could be sitting on a billion dollars of cash. Like we are not going to go invest in top of funnel that is inefficient just to grow faster.”

“If you fast forward to today, 10 months later, we have about a 150 outbound SDRs. And the conversion that we get is between three to seven percent on the same accounts, right? And so if we now reach out to a thousand accounts, depending on the segment, we get …”

“And then once we had a core rep trying to sell as the 15th SKU and compete with a new logo rep at Brexer Ramp, like we were just getting our butts kicked. Like it wasn't, we were just like, this doesn't, like we couldn't iterate fast enough. We couldn't keep u…”

“We increased pricing pretty dramatically and nothing changed. Like the wind rates didn't go down at all. You know, we just started making two, three times more per customer.”

“Even the best sales reps I know, depending on whatever segment you're in, you know, their win rates are anywhere from 15, 20%, maybe 30, 40% of the absolute highest end.”

“You know, the number one reason why you lose a deal in most cases, at least at rippling, is indecision.”

“Mid market is probably around, you know, like 20 ish percents. And then I think enterprise is maybe closer to like 15%.”

“Our average pep-em is like 60, 70 dollars pep-em across the customer base. So for our mid-market segment, selling to companies 50 to 250 employees, the average deal size is like 45 K.”

“The fastest growing segment, for sure, is like our upmarket segment, like our, you know, we're moving that market, like very quickly and, you know, used to not compete with the workdays of the world. And now that's weren't a lot of deals with them.”

“If you're in an office, for us, anywhere in the country, like, you have to be in the office three days a week.”

“If you think back to 10 years ago when you hired a sales rep, it was like maybe two to three accounts you would set up for them. It was like, here's your email and here's your, you know, video conference tool. And today when you hire a sales rep, there are pro…”

“At least in our case, You know, we are ripping and replacing something pretty much every time, you know, we bring on a new customer.”

“For us at Ripley, we have 50 different Sub-segments, right? So you have, you know, SMB, and mid-market, and enterprise, and channel sales, and product sales, and all the different products, and so, if you think about, there's like, 50, you know capacity plans …”

“We sell the companies as small as, you know, three, four employee founders running payroll for the first time. Right. And so on the very low end of that market, you know, we win 50, 60% of the opportunities. And honestly, the majority of the ones we don't win,…”

“In our mid market segment where we have a 45,000 dollar average deal size, it's probably the average sales cycle is probably like 50 days. Like you'll get deals that come in and, you know, a month at the right time of year. And then you'll get deals that take …”

“At the time we were getting around like a 50 bips to one percent conversion on programmatic outbound. So we would reach out to a thousand accounts and we would get basically somewhere between five to 10 demos right through the programmatic outbound.”

“And we're going to actually tie comp to retention as a number. And like, just dramatically changed the behavior and the impact and results this year. Like our baseline of churn and from the account management org is like just a number that we just massively be…”

“And so at that point we were really just selling to YC companies. Like we had come out of the recent winter batch. And so that was really what our top of funnel was selling to other YC companies in the batch. And we were really starting from zero. I mean, we h…”

“Parker actually convinced Riley, who was, had moved over from Zenefits to Outreach to give us, like, a free seat in the early days which was a great play because we became a big customer of theirs.”

“We never had accountant partnerships when all of our competitors like Gusto, you know, had an enormous amount of their revenue in the early days came from the accounting channel.”