We're going big after the Chief Product Officer in the enterprise. We're in 26 of the Fortune 100 today and are going to figure out how to get to a majority.
The levers you have available as a public company are different and I'm still learning them. Employee stock purchase plans are one thing we've already implemented that helps align incentives with company success. You can also be more aggressive about rewarding top performers with cash which is great. Sidebar: I've never met a great account executive who couldn't use more cash. If you want to make a lot of money in the next few years, come work with us as we take the market!
I feel good about the massive market as well as our differentiation. The #1 challenge is getting the right team in place to execute successfully against the opportunity. When you're growing 50-60% YoY, you have an entirely new company every 2 years. There is such a high degree of variation between people that just because you're a high functioning organization today does not guarantee you will be tomorrow. My biggest lever on it as CEO is the leaders we bring into the business and so I spend a lot of time thinking about how to get that right.
Sounds like you guys have been thinking about this a fair bit.
Thats a good point. I would agree that having more cash available works very well for enterprise level AEs. My thought was how do you retain or engage the core product engineering team especially those with deep company knowledge who sometimes are hitting a wall of engagement/personal growth by the time companies are going public.
I've just seen focus veer off path as companies go public and stocks unlock on the product/engineering side. That said though, there is a natural inertia with companies growing quickly like yours that can counter some of those challenges.
I'd agree - the right leaders make a big difference, aligned incentives, and a good organization. Sounds like you are thinking about all the right things. Look forward to watching you guys grow.
The levers you have available as a public company are different and I'm still learning them. Employee stock purchase plans are one thing we've already implemented that helps align incentives with company success. You can also be more aggressive about rewarding top performers with cash which is great. Sidebar: I've never met a great account executive who couldn't use more cash. If you want to make a lot of money in the next few years, come work with us as we take the market!
I feel good about the massive market as well as our differentiation. The #1 challenge is getting the right team in place to execute successfully against the opportunity. When you're growing 50-60% YoY, you have an entirely new company every 2 years. There is such a high degree of variation between people that just because you're a high functioning organization today does not guarantee you will be tomorrow. My biggest lever on it as CEO is the leaders we bring into the business and so I spend a lot of time thinking about how to get that right.