Snowflake

“Sometimes even in those cases, you don't really need a lot from a CSM, like a success motion, and sometimes that success motion gets, gets shipped over to the sales team. Sometimes I've seen that happen, and sometimes that works, like that's how Snowflake does…”

“RJ Metrics was Fivetran, Snowflake, DBT, and Looker. All together in one product. We built all four of those products in order to build RJ Metrics.”

“And that brings us to the fall of 24, where we basically bundled all of this. I took a lot of inspiration From Snowflake's pricing model, and we basically bundled all of this into the credits, and bundled the platform fee, and the support, and all these things…”

“People in Silicon Valley Think because they've made a lot of money that they're exceptional. And that's not true. There's so much luck that's involved in, in, in what we do.”

“Frank has this thing where it says, when there's doubt, there's no doubt.”

“We were very much an outbound organization. So everything was like just Cold call, or spam, spam, spam. We didn't have any, we had no PLG.”

“If people are making a lot of money, they'll put up with a lot of crap.”

“At, I think, 200 employees and below, we started building out an inside sales model, and that thing worked like gangbusters. It worked really well.”

“I didn't traditionally, you came from Oracle and I didn't, I don't, I didn't traditionally like hiring Oracle people.”

“I'm sure someone will break it this year because there's companies that have much more revenue than we did, but the largest IPO software IPO ever and enterprise software IPO ever.”

“And I'm going to pick the athlete, you know, over the industry expertise every single time.”

“As the first salesperson on the ground, your job differs greatly than when you're the chief revenue officer of a three and a half billion dollar organization. So how you do the job day one is you have to be the best salesperson on the planet. You have to know …”

“We were going to miss our new logo goals. Who cares? We're hitting our revenue goals. Well, it turns out it did matter and it slowed our growth. And then we put our foot on that gas and again, or that pedal again, and then we reaccel and that, that reaccelerat…”

“Like when Frank came in, we were probably going to, we were trending towards you know, five hundred million.”

“And I think if you have second line leaders in your organization who don't know how to sell the product and say, Are they hiring great salespeople? How do you know they're hiring great salespeople? How do they know what a good sales call looks like? Because if…”

“And because our commission rates were not built to like get these three million dollar deals, you'd have a rep that might make. A million bucks on that deal. In fact, we did. And so the rep makes a million bucks”

“Bob felt pressure. From the board to bring in CRO over me. And he was like, well, why? Like, what are we looking for that Chris is not doing? You, you've asked him to hire great leaders. He's hired those great leaders. You'd asked him to open up Europe. He's o…”

“Towards the end of Bob's tenure, there were a couple execs that were empire builders. They just, they cared more about what the size of their organization, the type of their title, that kind of stuff, than actually doing their job.”

“The number one thing you need to do is go and back channel reference those people. And they might've been great at some point, but they may have lost that. Right. And so you really do have to ask those questions of like, tell me what it's like working with tho…”

“Before Snowflake, the largest team I had ever managed was probably 12 people, right? Maybe 10 or 12 people.”

“When you have a fortune, 100 fortune, 500 company, those companies buy just differently. Their evaluation processes are so long... They need more resources, but the upside potential, these are like, 20, 30, fifty million dollar a year accounts eventually, and …”

“Like Sridhar Ramoswabi is a humble leader. Like you can tell him really awful things and he'll take that feedback and internalize it and then argue right back.”

“What I learned there is true for any startup is that you have to recruit great people. You have to develop those people and then ultimately drive revenue as your third thing. If you recruit those great people and they know how to sell the product, then they'll…”

“For some of our largest accounts, we would have custom comp plans because we'd want to incentivize the right behavior. We knew that like XYZ company was going to be our, or potentially our largest customer. You want to, you look at that account and say, how do…”

“That was something that Frank Soutman encouraged. Like you always say, go direct, like don't go to dad. And have dad go and deal with that stuff. So that would be like, you know, yeah, I'll go directly to Denise or I'll go directly to Christian Clownerman, who…”

“Because we let them roll over any unused consumption for a dollar. As long as they renewed the contract for a dollar, they could just roll it over.”

“The number one thing is, are they recruiting and developing their people? Like those are the, like, it goes back to that. Like, are they recruiting great people? Are they developing those people? Are you retaining people? Are you losing good people?”