Hired

“The first executive I hired when we went through this transformation was a head of people.”

“So there's a learning there for all of you to think about actually hiring that competence in-house so then folks who understand the nuances of your business and how to set Pricing when you're creating a category.”

“When you don't have alignment around values, you have to find that alignment in different ways, and the way you do that often is policies and procedures. Policies and procedures kill an organization at this stage, right? If you're going to lose the most innova…”

“We've actually, in the two years we've been running the subscription business we've got to a scale that is now greater than we've got to after four years of running the transaction after running the transactional business.”

“She really drove a seat expansion model that has actually had a double win for us. We've got we've got our reps able to sell more deals, and we've got the ASP has gone up now significantly, 30 or 40% from where it was after the consultants had talked to us.”

“What we found, the nuance on that was because we hadn't done SAS before our customers didn't really believe we could develop the car and deliver it to them. The car for us is the end-to-end talent platform. So we needed to deliver some faster horse features, i…”

“We made a mistake of going too senior in certain instances. We needed people who knew how to be scrappy and how to build, not people who had done this at a very, very large company at least in the early stages.”

“By the way I said that we, our goal was in two years to get to 50% recurring from 10, we got to 80% recurring in the business.”

“That's a massive, massive change to go from a transactional business in the tens of millions growing a hundred percent year over year to a subscription business that's delivering value now over the long term that's also growing a hundred percent year over year…”

“The way we thought about it is we wanted someone two steps forward for what the future looked like, but not seven. So they could pull the org with them.”

“Cost per hire is a metric that, that really, for us, was a leading indicator of clients going to renew again with us. If their cost per hire was low, they, they'd renew, and if it was high, they were at risk of churning.”

“We launched in 2012 for our first four years of our history. We're a transactional marketplace like that. We curated, meaning we selected the best candidates. We grew triple digit percentages year over year hit tens of millions of dollars of revenue.”

“Our go-to-market is centralized right now. Our field marketing, our delivery, our customer success is hyper-local.”

“It was our customers who told us to move to subscription, right? They came to us and said, it doesn't make sense for us to pay a high cost each time. That, that chills my users from using you more. Let's set up a longer term relationship. Pay you a fixed price…”