Asana

“We didn't have the dynamic that Dropbox and Slack had where you have 30% of a company using it, especially when you go outside of the big tech companies. And so, A lot of times it would be like five percent of employee base”

“We look at every single category that's been created, it's very noisy in the beginning, but there's a period of like, there's like a two to three year window, where there's a massive competition, but coming out of that, the category leader is kinged or queened…”

“Winning the enterprise is really, and winning a more traditional PLG motion, it's almost like two separate companies. I think it's a very different way you think about building product, different way you interact with customers, and certainly a very different …”

“You want to go after executives, you got to find a different way to create that demand. You can't just rely on your organic user base to organically create you know, create those opportunities.”

“So at Asana, what we realized was a lot of companies were starting to use Asana as the framework for Goal setting and OKR setting. The reason is because all the work is actually already happening in projects and tasks in the product, and so you might as well s…”

“A lot of the early unicorns, like when unicorns were still a big deal, 80% of them were sort of built on Asana.”

“So we ended up splitting a team into seed, land, and expand. Seed is very straightforward, that's the self-service and the online sales component. Land and expand, the way I would think about it was accounts that we were trying to go after, the universe of acc…”

“The edge that they had was eventually the route to the CIO, the CTO to then just, all right, let's just Deploy this across the whole organization. That path is very short. Whereas for many PLG companies like us on the distance was really long.”

“Facebook was one of the hardest enterprise accounts for us to crack, because their V-one, like, non-mobile version was still so widely used, right, and caught tasks.”

“And so when I started from day one, I launched, even though my focus was building out the online sales side, I always had a pilot enterprise team. It was just three people in the beginning. And I basically took the three more sophisticated members of the team …”

“As an executive, all I care about is driving enterprise value. And then really the only things that drive enterprise value are driving more revenue, lowering costs, risk mitigating, right, on that level. And so your pitch at that point is like, well, look look…”