Dropbox

“I joined in 2013, there was a hundred million people that signed up for the, ah, for Dropbox”

“The enterprise sales playbook that I had used in other companies just did not work at Dropbox. The sales cycle times were too long. Sometimes nine months, sometimes 18 months. The sales cycles were very lumpy, and unfortunately, by the time we got to the CIOs,…”

“90% of Dropbox revenue actually comes from high scoring accounts and high scoring opportunities.”

“Our model is very scalable, it's super efficient, and because of that, our overall sales and marketing spend, when we compare it to our next competitor, is about 50%.”

“This is important because if you don't increase the total addressable market and the opportunities, and if you don't increase the win rate, and you don't increase the ASP, but you add more AEs, what happens is that you're taking the same number of opportunitie…”

“We started as a consumer company, we had a ton of viral adoption, and we grew to nearly five hundred million of freemium users, and a few years into our journey, we really wanted to expand to businesses, and our customers were pulling us there.”

“75% of Dropbox users link us to another application, a third-party application, and when they do, that improves our retention rate by nearly three times.”

“Nearly 80% of Dropbox free users bring us into the business for a collaboration use case, for something that they are sharing, In their business.”

“So the reason why sticks are so effective is twofold. One, you're catching users in a very high intent state. They want to add that file or read that article. You're catching them during the state of urgency. And the second thing is, it doesn't require any add…”

“So our most engaged users are solo creatives, freelancers, creative teams, people using big files, right?”

“So what's unique about product-led grownups is that they have managed to take a product-led motion and marry it with some kind of sales assist or sales-led motion.”

“We were not the fastest company to go from a billion to two billion dollars, but what was interesting about it is, you know, it was like kind of a straightforward path to a billion, but a billion to two billion was not straightforward.”

“You can't have product-led growth Isn't actionable unless you have instrumentation around it, right? What is actionable, right? What is the difference between product-led growth and classic freemium self-service viral word of mouth, which we've been doing for …”

“What I see again and again is I see founders who are pretty good and they hire rep after rep after rep that worked at Dropbox or whatever, and a hundred percent failure rate. Again, and again.”

“The reason it probably didn't work is there needs to be a low time and effort to value use case, and Lattice is like an operating system. It's not something like a single person is going to download and start using it, like a Dropbox or a Calendly”

“Dropbox, 2.5 billion growing six percent. That's not a growth company anymore, is it? It's fallen to the single digit. That's 33% margins. It generates almost a billion of cash, but Wall Street doesn't care. Back out all of its cash. It's only trading at two X…”

“And he has 18.2 million paid customers now, but you know what it turns out? That's the whole world for him. Like it was crazy. And then for it's 18.2, because he literally has maxed out the global market share for what he has.”

“So actually my previous role at Dropbox, my team was a couple hundred people because it was growth was a really big driver for Dropbox. It was a very heavy product led company and our team was bigger than marketing team as a whole.”