The Wisdom Wall

“if you can look in your business and I know everybody on this call can and say, if I had 10 more of him or 10 more of her, how this business would grow exponentially faster than you really do believe that talent drives your business grow. And that's an easy way to get to the core of what drives it is to go. If I clone…”

“When you hit a hundred million, you just can't sell enough to drive. 40 points of growth. If your net retention is a hundred. It's much more difficult to sell forty million dollars of net new logos And so you get to this point where regardless of how good you are at new sales, if you're not driving up selling in the…”

“Spending an hour a day with the key lieutenants at the company who are driving all of the process and changes and team building feels like the minimal amount you should be spending with your team. Not like the super maximum amount.”

“where you have a product that sells to the same buyer, goes up and down SMB to enterprise, and is easily enabled, that's where you can get a big lift.”

“You just convince yourself of all of these, of you, you have this very special thing, so it can't be best in class. And that's just like not true. You just don't have the right leadership or structure to get there often.”

“if you've built this growing profitable business and you're able to loan against your balance sheet to go buy, go out and acquire competitors in your space or, Other technology tuck-ins in your space along the way, like that is absolutely, in my opinion, a play you should run.”

“And when you see that happening, it's because one figured out, go to market in a more precise, more efficient way. And that gives them, gives them an incredible advantage along the way.”

“I think the learning for me here is if you hire great managers, you can outperform any investment in automation.”

“I think you can stretch here, especially if you get somebody who has, like, an FP&A type background of financial planning and analysis background, or somebody who worked in private equity and was like an analyst or a VP and is looking for a change. Those, those, those people have tremendous horsepower, and they…”

“Your voice about what's actually happening in the company and how you can actually execute against that advice is really important. So oftentimes I find myself saying like, that's a, that's really good advice. The product team is in no place to be able to execute against that right now. Maybe six months from now, maybe…”

“Because you're not going to go out and get the best people from Salesforce or Bill.com or wherever. You're going to get people who are not those people who have an aspiration for the future of being those people, the same way we all do in our startup, and you've got to develop those people along with you. That is the,…”

“if you don't trust A team and you're not making an investment in that team because you don't trust them. You have to fix the underlying issue there because these investments go a long way.”

“They want to hear that voice actually if they're good investors. But if you don't take the opportunity to share that voice, you just take what they say and go run doing it.”

“Everybody can choose how they, how they sell their own shares. It has no, like it has no, um, There's no story around how they feel about me or how they feel about the business. Everybody's got a unique situation in how they think about, um, how they think about their shares in the company. And I'm not going to like…”

“So if someone's going to leave, I think my first conversation with them is like, got it. Let's talk about timeline. It can't be like a week from now or two weeks from now for your senior executive. Let's have a transition plan here and let's kind of get to a place where the business isn't going to realize you left. And…”

“building a process around when you get to maturity, you should still get MVPs out. You should just keep the resources on that project so that it can go from MVP to something much, much more mature.”

“Uh, I think a hundred clients is when You should be really thinking about how your, your, your, it's statistically significant at a hundred.”

“what I should have done at those, in those moments, was go have informational interviews with great product development heads, great engineering heads, great marketing heads, and try to compare the talent that I was meeting through those interviews To the talent that I had in house, and then acted faster.”

“The times where I just go into a conversation, no practice, and try to give feedback, versus the times where I actually practice it out loud and give the feedback, the result is, you know, on completely different extremes.”