enterprise sales

“Oftentimes, like, you know, when you do that, you create worse long-term value for your company, better short-term value because you're pulling all that revenue forward.”

“It's not untypical for a salesperson selling a large six-figure deal to never show the product. To the executive they're selling to.”

“The reality still stands that you kind of have to do a lot of in-person selling if you're going to be selling six-figure deals into large companies and you're hiring, ah, you know, a more experienced rep who has the sophistication to, ah, ask the right questio…”

“If you're selling a product that sells online, a product that growth-esque business, it's freemium, then I mean, you're hiring product first and then people to help promote the product online. So more so marketing. On the flip side, if you're dealing with like…”

“In a sales model, and I started my career as an enterprise salesperson in accounts where I had to sell internet infrastructure to more, for more than a million dollars for client or something, so I was doing like large account management. There has to be a met…”

“Atlassian has an upsell, cross-sell enterprise sales organization that's not hunters. It's all farmers, and Sarah was talking about that. The Twilio sales group is farmers.”

“If you started like Twilio as a product-led growth function and company, and then you're graduating to sales, you want to make sure that you're, again, not running like an enterprise playbook on you know, developer base like that, because that could erode the …”

“Up to 70 or 80% even of normal enterprise sales these days, people research themselves. They're not looking for someone else to educate them in person.”

“Near term growth is not the goal. When I stepped into this role, we'd actually already promised very strong growth to the board on the revenue line. But it was very clear, very quickly, particularly in light of digging in and realizing some of those assumption…”

“First, you did not have on a quarterly basis in an enterprise company, 80% of your reps every quarter. You might have had 80% every year. You might, right? 80% at a hundred percent of quota on an annual basis is very good. On a quarterly basis, it's almost imp…”

“And I'm a big believer that many companies, if not most offerings can be suited to both. And the trick is to think about, okay, who are the personas that we're serving and might one model or the other be a better fit for that specific persona?”

“It's probably harder to retrofit, you know, delightful, you know, bottoms up adoptable or PLG you know, adoptable product. You know, after the fact than it is to figure out how to start with self-serve adoption, PLG, and then layer in enterprise sales.”

“Typically we see like a five month ramp for an enterprise sales rep and for SMB mid market is typically around sort of your two to three months.”

“Because where enterprise sales is about injecting friction, like value engineering, or proof of concepts, or business cases into the sales process, when you move to a consumption model, it's actually about removing friction. It's about doing exactly the opposi…”

“The thing that was really, I think as anybody who's a founder in here, the thing that really mattered a lot was like, don't have two different cultures. Don't build an enterprise culture over here with like all the downsides of what we think of as enterprise c…”

“I find almost every founder gets the ratio of enterprise to bolt on wrong, right?”

“Selling is a relationship problem. Like you're not going to be able to sign a big deal. With a company, if you don't go and camp in their offices, if you don't meet them, if you don't actually like understand the problems, the constraints, the concerns, all of…”