Lattice

“I joined, you know, we were 800 customers, single digit in revenue, 30 folks, In 2018”

“40% of my management team at Lattice was promoted from within.”

“Surprisingly, you would think, generally speaking, you would expect to see like more velocity on cross-sell because you already have the customer relationship. What tons of companies find is it actually comes more easily on the net new side than on the cross-s…”

“Even years after 2018, when we had launched our second product, people still just thought we had a performance management product.”

“More than any other sort of project I've ever worked on, at least, and that, you know, by projects, I mean a new product, but also things like going international, changing segments, trying to expand into a new industry, standing up a new function. More than a…”

“I remember at Lattice we looked at some point a couple of years ago and we had like 370 vendors or something like that.”

“Building products is cheaper than ever, taking products to market is sort of more expensive than ever, multi-product, I believe, is one of the most powerful forms of differentiation that's available to many companies.”

“What I've found is that when it comes to building and then taking to market new products, having unbelievably clear ownership is really essential or everything gets tripped up over, over everything. So when you when you build, one of the things that I think yo…”

“The right way to do it isn't just building sort of random products that you think your buyer might want to build, but instead thinking about the user journey And what does this sort of human who's using your products, what else exists chronologically in their …”

“We were at two million of ARR, and we had seven engineers, and we put five of them on this engagement product for like nine months.”

“We had a humongous lift. We almost doubled our quarterly bookings rate overnight when we launched it. But then when you pulled it open, like, 20% of the lift was explained by the higher pricing. Almost all of it was explained by the better conversion rate and …”

“I think that the vast majority of the time building is better than buying. I think buying companies, particularly when you're small, comes with a huge amount of overhead that is hard to foresee. You have to integrate the team, the culture, the product. You're …”

“Early on our close rates were like 20%, 15 to 20%. [443] Mark Roberge: Okay. [444] Dini Mehta: And then we changed, made the change, and it bumped up, doubled. [447] Mark Roberge: Crazy. [447] Dini Mehta: Went to 40%.”

“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”