20Sales: Biggest Lessons Scaling Slack from $6M to $1BN in ARR | How to Build a Customer Success Machine and Where Most Go Wrong | The Framework to Hire All Sales Reps: Take-Home Assignments, Hiring Panels and more with AJ Tennant @ Glean

27:13You've got to be looking at it a combo of the company size and the contract size. I think one thing that I learned at Slack is like all slack did was look at what the ARR was for the specific account and then tied it and they would only put a senior CSM on the million dollar contracts. I think that can be a little bit of a mess because if you are closing, let's say you close a couple hundred K deal with Exxon mobile and you're putting like a junior CSM on it who doesn't know how to navigate, you're not going to be likely to drive an upsell. What I look at is a combination of employee count and are they over a certain dollar amount?

27:52Employee count of your company notes that come. Sorry, they're a company. It's an upsell potential measurement. Exactly. Tam of the upsell. What are the biggest mistakes you think founders get wrong with building out the CSM teams? I think that a lot of them don't tie it to clear metrics. They don't tie it to things that will go back into leading indicators for future upsells and NDR and GRR. When you say NDR and GR, oh, sound wonderful. You know, luckily having done such investing for nine or ten years, I do know what they mean. I didn't for a countable. And then I had to ask the stupid questions.

28:31Which one's the most important? GRR and NRR. Most important for me is GRR. Why? Turn. The ripple effects of having an account, especially in the enterprise space, turn, the viral negative network effect that happens. Luckily at Gleene, we have like a 97, 98 % GRR. The only accounts we're turning are SMBs. That's what you want to have. But to answer the question, I view it as GRR. But to me, in some way more important than GRR, it's the leading indicator metrics, like time to launch. How long did it take the customer to go from sign contract value to the initial launch and measuring that? And then how long did it, not how long, but how many of the paid seats are actually active in the service?

29:19Because if you nail in a systematic way time to launch quickly and you get active users, GRR is just and after thought it's going to be put. It's not going to be a problem, right? If you have people using the service and they're using getting deployed quickly. We haven't seen renewal cycles yet for a lot of the AI tools with a lot of revenue in terms of fully -hicicles. Do you think we're going to see a large number of trends? Oh, yeah. We're seeing it. We're seeing a lot of accounts move off of those experimental, like quick knee jerk reaction AI budgets and shifting to our product. I think that you're gonna see it, for example, like there's some of these vertical solutions that have layered on AI and sold a big story on, hey, you're already paying X with us, we can accelerate you to go faster.

30:07I don't think some of those solutions are actually gonna deliver enough value that it's gonna be worth the incremental spend that they're gonna be asked to do. Should CSMs be comped also on upsell? Great question. I think there should be some type of kicker and incentive. It shouldn't be the number one key metric. Right now, in the sales dev world, there's a lot of push right now for giving a kicker like a bonus if a sales dev rep sources a lead that not only becomes an opportunity, but that it closes. So it incentivizes the right behavior. I think I forget what company pushed that strategy, which is Comp BDRs are not net new opportunities, but comp them on closed one.

30:50It's too far and too long of a thing to do, but I think there's a model in which you can give a bonus Actually, we did that at Glean, but we haven't systematically done it. So for example, you know the companies that did these multi -million dollar expansions we actually strategically gave a large spot bonus to the CSM that was on that because we we wanted to recognize the right behavior. I think it's a good thing for us to like honestly take back because we're in the middle of our planning for next year and we should find a way to structure it in. You go to magic wand and you can change anything about the sales comp plan for Glean.

31:29What would you change? More aggressive accelerators. I'm Pac -Man. Accelerators are essentially ways to, if someone goes over a hundred percent of their quota, an accelerator just gives that that wrap the ability to move faster in terms of accelerated comp. And so what it's doing, and why I say that's the number one thing, whether it's CSM's, BDR's, AES's, you're rewarding the top top performers, I think it's a good thing to do. And funs we call that kickers, which is like over a five X fund. Yeah. You get a kicker on carry, which takes it to 30%, not 20%, or whatever that is, but it's over that exceptional performance.

32:08I totally get that totally made sense. Hiring is really frickin' hard. Like it is the one area where I think most of the stage founders get most wrong. You've had exceptional sales teams. How do you run a process when adding to the sales team? What does that look like? My process is understand the deep history of the individual over a chronological period of time. I didn't realize that that was a hiring methodology until Bob Frattie taught me that at Slack, which is the who hiring method, what we call a chronological interview. I asked people, what did you do in high school? Why did you go to the college you went to, what was your proudest accomplishment in college?

32:49And I do that through every, why did you leave the first job you did, why did you go to the next job? And I go really try to understand, because what you can build is an understanding of the deep motivations that people have. I'm a salesperson, I'm burdened up packaging. How do you actually determine true, great quality in my style skills when I answer your questions beautifully. You ask people while you're going through that process of who is your boss, who is the hardest person you worked for, who is someone like you didn't like working for, and then you in the moment say, how do you spell their name again?

33:24You basically quiz them to say, you know, I'm curious if I reached out to that person, what would they give you constructive feedback on? And you know, sometimes I even fluff it and I'm like, oh, I think I'm connected to this person and I might, you know, my text and then call them. You want to get people off of their, whatever, their sales skill game and get real and challenge them on that. That's one way. The other is what I think what we were talking about before I came in here was actually have people send materials of the work that they've done. So being able to see a deck that they built, an email that they sent.

33:57Well, talk to me about that because you sent me beforehand. It's incredible that you did on joining Glean. What deck do you we've asked people to send you, and how does that look in the structure? Yeah, part of the going deep into the Y and the chronological side, we move from there to a panel interview. And that panel interview is, they get an hour, they get a prompt, that prompt is, tell us your history, tell us about like your biggest career challenge, talk about a large win that you have, and then walk through an example deal of selling, how you would not sell Glean, but how you would prep for like going after this account.

34:33You don't give a much guidance after that. And you see a wide range. You see people come in that have like no slides. And that's fun. I don't care about the slides or whether they look beautiful. I wanna understand the deep thought that you've done in preparation. And then in that moment, the thing that I do, and I'm gonna say it now, I used to tell candidates, like please don't tell their candidates, I'm gonna do this, but I'm just gonna do it is I think it's a good lesson that I'd love to just share with others. And I learned this actually from Lexi Rees, who is one of my bosses at Facebook.

35:05So anyway, what I ask is I throw off the interview and mid interview and I say, hey, hey, let's pause here for a sec. If I give you like your book of business today, 100 accounts in Excel spreadsheet on column, I'll call them A is the name of the accounts. I want you to fire off right now 10 data points that you would use to prioritize that book of business and tell me why and stack rank them one to 10. Some people get to employee count, what industry they're in, and then they're like, oh, and I'm like, no, no, no, I want 10. And you push them. Because if you're on customer calls, this is what you gotta be able to what I've described to the team, the competency that I'm looking for is creative problem solving capabilities.

35:49You asked me earlier in this session about what is this skill set that Junior AE struggle with? What I described to you there was almost like the early stages of creating problem solving, which is like EQ, creative problem solving, which is like listening to a prospect and kind of morphing what you're doing based on what they're saying. What I'm looking for in that question is actually like higher level thinking of like how can you at think not only quickly but strategically and then map it to what is actually going to be your job. Like you are going to get a hundred accounts and you are going to need to figure out which ones you spend on.

36:23I get in trouble. I think it's Ikea. I think people are just not that smart. Yeah. And then they also just don't have great energy. And you need both the razor shop intellect combined with high energy to really be able to map out a vision or articulate it well to that customer. And I just find like, there's not that many insightful people. Yeah. And it's shocking to me how many AEs I asked this question to and they just get stumped at five. I'm like, like, are you kidding me? I could literally write 50. How much for a date do you want me to be? I really, you want to put me on the spot? If you're a really sharp insightful person, you're not going to be an A.

37:00Oh, I'm going to get killed by a whole A audience. No, but like if you're really sharp, I can make money in so many better industries. It's tough. So, you know, it's fucking hard. I disagree with that. I thought you said something else. I thought you said if you're really sharp and insightful, you're going to be an A. I think that this is very top of mind for me because I was very lucky and shouldn't have gotten into Harvard. I had a chip on my shoulder, worked all four years throughout college. My parents went bankrupt, so I graduated with $100 ,000 in debt. They got caught up in the 2008 crisis.

37:32All my friends went into investment banking, consulting. I think that technology sales has the potential to capture some of the smartest minds because when you really peel back the layers of what technology and AI sales is, it is taking what's happening in investment banking, consulting, actually putting it to work on driving transformations within companies. Why I love sales is because, and why I love enterprise -ass sales, like I went from ad sales at Facebook to B2B at Slack, and I'm never going back, like the level of learning and depth you get to do, like figuring out how to make T -Mobile successful.

38:15I've been working with T -Mobile for almost eight years. Because I worked with them at Slack, I helped them learn about Glean. You can drive true business transformation if you choose the right product technology and you believe in it and you have, do you think the smallest people coming out of Harvard today want to go into sales? They will after they talk to me. Yes, so I wouldn't say sales. I would say that they want to go into I think the smartest people coming out of the top universities want to go work for the best Technology companies. I agree. I agree with that But I think they and this I'm pretty you know, it's fun.

38:51Maggie's gonna listen to you prick But it's I think they want to go to product. I think they want to go to strategy I think they even might want to go into consulting because they think it's a way into venture or another thing I don't think the smartest minds are like sales I agree with you that the smartest minds aren't, but I think the smartest minds will get there with time because when they realize there's two paths to making a big impact inside a technology company. I learned this from David Hahn, who was a VP of product at LinkedIn in technology companies, and this might be controversial because this is putting aside all the other things that make these companies go.

39:29There is product and then there is sales. What drives technology companies in most businesses is one of those two functions. If you are the smartest, smartest person that's graduating from Yale, whatever, Harvard, I don't even want to say it's Ivy League, but I actually don't think the smartest people are always from those schools at all. You either are going to find success in a path through product, but if you realize, you know what, I'm not an engineer, I don't like that, I don't want to do product management. If you are smart, that where you should go is sales. We had this amazing AE, I'll give her shout out, Rachel Sado, a Northwestern grad went to work at McKinsey.

40:09Same thing had this thought that she wanted to go work in product management at Lyft. We convinced her to be a sales development representative to do outbound cold calling, and she's like, thank you, AJ, this has changed my life. Like, this is the career I wanted. All sales reps, coin operation. No, absolutely not. The sales reps that are coin operator, the ones you don't want to hire. The sales reps that have that insightful IQ that you talked about, want career development, they want challenges, they want to figure out how to get like coached and mentored. That's what good sellers look like.

40:45You mentioned the hiring panel. Chad, Pete says that stupid, right? Yeah. Agreed to disagree. You know, that helped me. I'm naive. Yeah, I think that a hiring panel is equivalent to you showing up to a customer meeting and there's three or four people that are in the room that you are presenting to. Like a panel presentation is for me an opportunity to see how someone is going to have the IQ and EQ to read a room and present. I think that's a it's a miss to bring someone into your company that their core job is to get on Exactly a call like that every week multiple times a day and you don't see them in action I think it's important.

41:29It gives them take time assignments We don't we're debating this so at Slack Anyone that was coming in as an AE had to do a writing exercise and it wasn't a take -home like I think you just had to write something The take home that we sort of do at Glean is more about asking them to follow up with an artifact that they've done. Like we had this one great AE that's coming over from Pinecon who built this incredible advanced prompting methodology for how to prep for customer call. It was amazing. He used Enterprise Chat GPT and now he's using Glean to do it and we're implementing it. and he shared that artifact with us, and it wasn't like IP for the company, that shows like, that's an artifact that has depth.

42:15Oh yeah, you come into a hiring process with that and how you used it before you like fucking job. Yeah, fun fact. So when I was interviewing a Glean, and I like when reps do this, I found out who the customers of Glean were and interviewed the buyers about their experience with Glean. I think it's much more important, frankly, is that people are making the right decision and the company that they're gonna go to. Totally agree. It's a bit of a risky strategy. Some companies could be pissed that you cooled up their main buyer and was interviewing them ahead of time. It's all in the delivery and it's all in the approach.

42:49Now I had relationships with Airbnb and Uber and networked in in a warm intro way. Funny story, the head of procurement at Uber who I was calling, she's like, AJ, we're not a customer of Gleene. sorry, like watch out for this company that are lying to you. And I was like, what? And she's like, no, no, no, no, no. I'm sorry, never mind. Their company name used to be SIO, and that's what it's in our procurement system. No. So, but yeah, it actually did skip it being the moment, but what I'm saying is what we want to see out of eight years is creative, proactive, approaches to how you're thinking.

43:30And that can come in the form of, okay, Let's get an example of an artifact that you built. I want to see how you creatively problem solved on a business case And it can come in the form of hey an AE shares an artifact that's not about an account But it's about like how they were more efficient in the work they did or I love like I said when reps are saying Oh, I talked to x y and z customer I interviewed my friend who's at data bricks who uses Glean and he did a demo of it to me like that shows the that passion for the product. You mentioned your interview process was clean. With the benefit of hindsight now, what could be done to have made that process better?

44:08I think that the, and this would be more feedback for Arvind, right, my CEO, on what he could have done better, I think that Arvind should have been challenging me to put together a point of view on a couple of problems that I think senior leader interviews that CEOs are doing. And this is another reason we do the panel the way we do, I'll explain in a second is interviews are very precious in terms of the time that your leadership team is spending on them. And so, Arvin, he could have spent all this time with me and it not really lead to anything. I think that having him ask me, hey AJ, here are the three problems that we're dealing with as a company right now.

44:50Can you produce something and present to me and my leadership team on how you're going to solve it? It has two benefits. even if I don't turn out to be the right guy, it's giving him ideas. One of the strategies we have in our panel interview is I always ask my managers choose the account that this person is prepping for their cell 2 on a new prospect that we are trying to get into. I hate wasted effort. It's money, I like to kill as many birds with one stone as I can. How fast do you know when someone you've had is not very good? It depends on the segment. So if we're talking about the enterprise segment, you're gonna know within probably 90 days.

45:30SMB. SMB. SMB you're gonna know in 30, 45 days. Do you cut them down? Don't you give them a bit of time? We have about a all -time like a 20 % turnover rate. Some might argue we need to be more aggressive. What are the biggest commonalities in why they fail? Number one is a lack of two things. Creative problem solving and collaborative tension. The creative problem solving, it's not just you can very quickly know when you've got an AE that's all they're doing is coming to you with problems, not coming with solutions and ideas. And that is a tell -tale sign that someone is not a creative problem solver.

46:07The best employees are the ones that when they meet with their boss or a stakeholder, they say, here's the problem, here's what I've thought about for it, and here's one or two ideas I'm thinking about, What's your feedback? Whereas the AES that fall into that bucket of like, that I'm like, damn, it's like, they are coming to you and they're saying, oh, like I can't get my SE to do X, Y, and Z. I'm like, cut the bullshit. Like, what do you want them to do? Have you talked to them yet? Like, and you have to do this, like, annoying coaching to them, which is something that at this point in the senior AEC careers, like, you need to be going to try to solve that problem or coming to me with how you're thinking about solving.

46:48The second one is the collaborative tension. If you do not have the ability to collaborate effectively in a way that's driving your point of view that does require some tension and you are steamrolling people, people don't wanna work with you, you're gone. Like it does, it just doesn't work. And I like to use the word collaborative tension because I don't wanna have this soft culture where everyone is just like, oh, we're collaborating and it's about collaborating in a very prescriptive, direct way that is going to have tension. And if you can't do that effectively, then you can't be a part of these hypergrowth companies because that's what they need to make progress.

47:26When you look back over your mistakes as a hiring media, what's the biggest? Moving too fast, I slack, we got this sort of like when the acquisition happened, and even maybe before the acquisition, I got this sort of like, I've got to move super fast to fill in AE and I didn't take the time to actually do the full chrono to like listen to some of the like the flags I had to do back channeling. Like I think when you move too fast through the process, you make mistakes. Someone said to me the other day, you have to sometimes let fires burn and actually just be okay letting it burn. If it means you go to wait another month as pain flizz it is.

48:06It's better to wait the month. It's totally. I mean I ended up having to like, I move super fast with this one AE, ended up having I'm having to let them go and then it became this drama and it was like a nightmare to deal with. And so I think you just, it's so much more important to take like an extra two weeks, three weeks, four weeks month to get the right people. What is the biggest mistake that founders will say I'll sleep is make a new rap on boarding, not doing it. I'm definitely guilty of this. It's hard. The mistake is not investing in enablement early enough. So when I was at Facebook And this is also my development as a human being.

48:45Like I used to not believe in therapy. I used to not believe in medicine in terms of for mental health, like long history of stuff in my family that's like I hardened, but then I realized as I got married, as I had kids, like wow, like I got a soft and that approach a little bit. And related to that, and this is how work life all come together. During my time at Facebook, I was like, fuck enablement. I don't think enablements ever gonna help anyone, like I was like, if you're a good rep, you're gonna fucking figure it out. You don't need enablement ever. Like the best reps will figure it out. And that was like the hard AJ back then.

49:22And what I realized more in my middle point of slack and a hundred percent of green is founders and sales leaders that have the mentality that I have like had back then, who are just like, let's hire the best reps, they can figure it out. It's gonna hurt you in the long run. We hired a world class enablement leader who used to be a salesperson, who used to be a sales dev manager, was it with chief of staff to the pure storage, like CEO, that has changed the trajectory of what I think good enablement looks like, and it started at Slack with some of the folks there, but I've like fully embraced it with clean.

49:59Yeah, listen, I wanna do a quick fire. So I'm gonna say a short statement, you're gonna hit me with your immediate thoughts, okay? Yes. Discounting. Is it always bad? Do you sometimes do it? How do you approach it? I approach it early days do it get the deals done But once you get past like 10 15 20 million in revenue You really need to have a very tight discount matrix and don't give away just horrible deals because it's gonna impact the market Discount rate the logos really help subsequent logos Absolutely if you get a the marquee customer and get them successful. It's more important than the logo.

50:37It's actually they will do reference calls. They will do intro. So I think it's less about the logo and it's more about that customer becoming successful to then do reference calls. Your friend has just go to a job who's had a sales at a new company at a series A stage company. You cool them up the night before. What do you advise them? Get your hands dirty on doing deals. The three things I would say to them, do the deals and learn it. And the reason I say that is like my framework for decision making on going to companies and for how I coach my AES that like set up time with me is focus on the product, that's number one.

51:17Learn the product, sell the product, figure it out. Number two, know the people, get to know the people in your organization, figure out like how to build the relationships. And three is like learn the position that you have and it's the three P's. It's kind of like how I have always kind of simplified both my career making decision framework, focus on good products, good people, and good position. Can I see what's the most creative thing you've done to win a deal? With T -Mobile at Slack, one of T -Mobile's key differentiators is the team of teams. They're how they differentiate both with customer experience and the retail stores and online.

51:51And so what I did is went into a retail store, became friends with one of the retail pre -people recorded him on the technical challenges he was having, how he works, where he thought like Slack could play a role. Like I went, I became friends with this guy, did the same thing with a support agent where I just called in, pretend to be a T -Mobile customer and like just chatted up with a T -Mobile customer care, like get in the day of the life. And then the cherry on top was, I knew the CEO at the time, John Leisure, used to hang out at the W -Bar in Seattle before an onsite that night before, I just stayed in that W bar, like just hanging out and John Ledger came in and I went up to him and we spent time chatting.

52:36And then the next day I saw him in the lobby, I'm like, hey, John, he's like, hey, Jay, good to see you again. And that was like as I was walking into a CIO meeting and Cody Sanford at the time was like, how do you know John, like the CEO of our company? How do you maintain morale when goals are missed in the sales team? Get back to the vision, get back to the why, focus on the small wins. Is effective goals one's way you can only ever achieve 80 % of it? No, no. Effective goals are goals that you can achieve and you can help perform. Effective stretch goals are ones that you can only get to 80%.

53:10What would you most like to change about the world of sales? Kind of what you said. I want the world to see that this is a career path that enables you to become a CEO of another company. Career -wise, at some point I want to be a CEO of a company. I think I am uniquely positioned to do that because I am on one pillar of what makes companies great, which is go -to -market and sales. I want that next grad that regardless of whether you go to college or you're at an Ivy League or at a state school to realize that you can have a massive career by investing in tech sales. Which CRS turned into a great CEO?

53:53Frank Slutman, right? Wasn't he like a CRO to start at some point? No. Because we can take that, but there have been quite a few examples. And I've been quite a few examples of CRS, moved to CROs. Hasn't one. Yeah. Well, give me a shot. That is the best answer. But it is true. I'm trying to remember there's quite a famous one. Anyway, I shouldn't say even if I could remember it. I want to finish on one, though, which is like, when you look at company sales strategies or GDM motions, which one have you been most impressed by recently, other than Gween, and why? So, with what they've done with their partner and channel strategy is just phenomenal.

54:37They have a direct sales motion, but what they did is they went to the sort of channel, whether it was the hyperscalers and the cloud service providers, but more importantly, like the resellers and the channel players and said, we are going to go all in. And what that does is essentially turned Wiz's sales team of whatever, when it was like a year or two ago, a hundred AEs into 5 ,000, 10 ,000 AEs. Why I view that as like the most effective is it's because sales in GTM is a distribution strategy. We lost the distribution war at Slack. I think part of why we lost that war was yes like monopolistic behavior by Microsoft, but because we didn't lean into other effective fast distribution strategies other than PLG.

55:25It's really fucking good answer. Normally people don't have shit answers to that question. I always say I wondered about scrapping it because people never have any good ones. I just go open AI in a moment. Yeah, fantastic. Hey, I love this. Thank you so much for being so willing to free wheel with my open -ended questions. You've been amazing, and I so appreciate it, dude. Yeah, amazing. Can I ask you a question? Yeah. What's been the hardest part of your career in this world that you're in now? Yeah, I flip it and do a little question. Sure. It was the hardest part of that. At every stage of my career, people have told me that I will not be able to do the next thing.

56:02Oh, well, you're a podcast that will find that you won't be able to make the move into being an investor. Oh, you're an investor, but you won't be able to make the move into being a lead investor. Oh, you're a lead investor. You won't be able to make the move into having your own fund. You won't be able to make the move into having your own big fund at every stage. It's how you can't do it. And at every stage, you have to be like the one solitary person in the crowd as well as my mother who claps and says, like, you can do it. And that is hard. And then And also now as we, you know, we get bigger and bigger, which is great in many ways.

56:33You get a lot of hate. Yeah. And it's not very nice. That can, I was thinking about it because I was looking at obviously your LinkedIn followers, your Twitter followers. Like my organization now is like 230 people. I feel bad when I like look at our GKO reviews and someone's like, oh, I didn't think AJ's Priso, like was that great? Like whatever, like I get some negative feedback from just a small group of people. And I can only imagine like being sort of a public figure now that it just becomes, yeah, it's becomes more heightened. Where did the chip on your shoulder come from to be able to like even going back to like I didn't even know you didn't go to college or like I started when I was 17.

57:14This? What got you to the point that you were like, oh, I guess where did that come from even going earlier? I didn't have a choice. I didn't go to university. I didn't do that well in school. My life was set out to be pretty mediocre to shit if I followed any conventional rules. And so I think it's this realization that there's only one way to win, which is to work hard on everyone else. And I haven't had a weekend in 10 years since I started. I haven't been on hold for 10 years. There's very few people that are willing to do that. The grind. Yeah, but it's actually great companies are built on solving grind problems, whereas not actually sometimes that difficult technically, But it's just a lot of fricking work.

57:55I think it's like planned as a great example. It is a company built on a grind problem, intense amounts of integrations, data challenges. It's not technically hard, but the man hours to do that was insane. This was a grind problem. I did five shows a week, one a day, for five years. By the way, we didn't have a thousand players per show for the first 18 months. Everyone would have stopped. Everyone. 90 % of podcasts don't make it to episode 10. The other 10%, 8 % more don't make it to episode 50. If you just keep going for 50 shows, you'll top 2%. Like this is a game of who survives the longest.

58:35Also, there's another big problem is I everyone's like, you know what, I'm not good at content. I'm not, I don't think like in tweets like you do Harry. I was terrible. Like if you listened to my number one, like first episode, who was it again? Guy Cowar Sackie. But I was like question number two, question number three. It was the worst and it's just like the gym. No one goes into the gym and is like, I feel great on the treadmill. What a natural habitat for me. It sucks, but 50 times in, you're like, okay, I got this. So you're probably like me, do you agree that sales can be tight and it's not innate?

59:09I think it is innate for the top 1%. And I think that's the same with most things. Roger Federer is an innately brilliant tennis player. It's in his bones. And at like top 5%, I'm with you. There's that echelon that's kind of like professional sports. It's a Nate that LeBron James is where he is. Yeah. But there's players that have made it to the NBA that like, they were Steve Nash. I don't know that like Steve had an innate ability to play in the NBA when you looked at him early, early on in his life. But he just grinded at it. I love this. Thank you. Dude, you're still. Oh, well done my man.

59:47My sales enablement platform is a waste of money. Ever thought that? You're not alone. Most revenue leaders feel this way watching their sales team struggle to keep up with market product and competitive changes. Reps burn hours each day, searching, digging, slacking, desperately trying to get the answers they need out of their clunky tech stack. That's why Specki's AI powered enablement platform was purpose -built to cut through the noise and meet reps in their moment of need. Speckit uses AI to recommend the exact content your reps need to close deals in any tool like Gong, Salesforce or Outlook.

1:00:23It's that easy. If you're ready to give your reps a personalized enablement assistant at their fingertips, take five minutes and discover why leading investors like Kraft and Felicis are backing Speckit as the platform revolutionising sales enablement. cvacelf at speckit .com -20VC