Gong

“Amit Bendoff told me this directly. He said, you know, we exactly the same thing. We used to, we, he said, we get a lot of requests for features. And a lot of them are basically about opinions, like some way to record opinions... We're not going to do those.”

“Initially they were seen as a tool for like sales operations, you know, for someone who's going to record the calls and what this narrative did for them. I mean, I think it was already starting to happen, but what it really coalesced was this is a tool for Sal…”

“Take Gong. I mean, already other companies were using this term revenue intelligence. With Gong, it suddenly becomes a thing because I think they have this opinions to reality story behind it.”

“Clary's crushing everybody in this space right now, and the Gongs and all the other players are now in this horrible position.”

“The mistake that Gong made, as well as the vast majority of others in that space, is they stayed in their micro niche. So the strategy in the beginning that was genius and exactly what you should do as a startup All of a sudden, when they didn't expand and set…”

“We use Gong at Glean to record our, all our sales calls. We have a Glean app that will read all the Gong transcripts, put them in a spreadsheet in in a certain format of who the AE is, et cetera, and then summarize all the top requested features from all the G…”

“What I can do is take those transcripts and we literally did this. We fed them into some of these large language models that have super long context windows now. And what you can do is actually pull out what's the most common problems that come up, you know, a…”

“Better than that, more than 95% of our, the capabilities we build are being, you know, kind of used in a very kind of significant way.”

“Every pod is working with sometimes a dozen design partners, sometimes two dozen design partners, maybe sometimes five if it's a very niche or fringe capability.”

“I think we have like 25 pods right now, maybe 30, Depends what you call it, pod”

“So if we have a, I don't know, a seven or eight figure deal that they have like one customization that they really, really need, and we know that they can't work without it. I mean, like every enterprise facing company, we're going to do that.”

“Because if you give people more control, by definition, you're gonna have less visibility in what you're doing. So give up a little bit of visibility, Hopefully get the benefit of higher velocity and higher quote-unquote morale or, you know, sort of like engag…”

“We expect you to initiate the review. You have like a, we have like a weekly session where you can bring up your reviews, but it's not us forcing you to do it. You have to bring it, you have to solicit it, and you have to sort of drive the process.”

“We tend to be less metric driven, maybe than the average, especially B to C, but even like other, maybe B to B companies, usually it's more around some sort of a job to be done.”

“I don't think that's a great idea because that company is successful, bigger than gone, but at the same time, I just think it's leaving too much in the hands of, I would even call it luck, right? Because how do you know?”

“LLMs cannot predict deals because it's like very, very specialized.”

“Should we develop feature A and feature B and you look at them, they're kind of the same, I don't know, call it same value or same cost or whatever, however, whatever kind of mental framework you have for deciding, you end up being like 51, 40, 49. No decision…”

“At some stage, you're going to feel like, well, new stuff is 10%, or five percent, or zero percent. I call it a spiral, because it's kind of going in circles around the target, and eventually you feel like, well, I'm hearing the same thing again and again, and…”

“We use Elo system, which is kind of the one, you know, using chess as well.”

“In our product team, there's one person who's basically a research coordinator. And she's responsible for reaching out, and she basically talks with the PMs, like, what's your target market, ICP, whatever you want to call that? Give me some, what do you want t…”

“So up until now, we have this pod structure, product manager UX, fractional writing, fractional analyst, and then a team leader from an engineering standpoint, following five to, I'd say, seven engineers.”

“It means that if you're working with design partners and you get, like an idea from the customer it's your responsibility to decide are you gonna do it or are you gonna talk to your manager or to me? You know, now I have, of course, work managers but it's your…”

“I think at some stage, I guess you get like seven or eight or nine at some stage. Based on my experience, the request starts to converge. There might be one outlier, but generally you're going to hear the same things.”

“So the biggest loss that quarter, according to the account executive, was lost on price. And when you ran the agent over every Slack interaction, every email, every gone call, it said, actually you lost because you never really got in touch with the economic b…”