Kevin Markl 0:00:03.9:

I'm really excited for our next speaker. We've been on a bit of a journey today where we talked with Matt Kasold, the sales finance manager at Cisco. We talked with Spencer earlier, a VP of sales operations at Ping Identity. So now we're completing the journey, talking with Hyun Kang, who's really more running a model builder, running a COE at that analyst level. So different perspectives to really tell the story about what we're doing with RevOps, with revenue performance management. So, Hyun, why don't you maybe kick us off, introduce yourself, tell us a little bit more about Cohesity? 

 

Hyun Kang 0:00:47.3:

Yes, for sure. Can you guys hear me? We good? Okay, cool. So I'm Hyun Kang. I'm currently a staff product manager at Cohesity, which happens to be down the street that way - it's like a two-minute walk. What Cohesity does is the leader in AI demand data resiliency. So it's focused on making sure that all structured and unstructured data is on a singular platform that's protected for everything regards to data. So data security, data backup, data storage, all that good stuff. So that's basically what Cohesity does, and then basically what I do is I've been at Cohesity for the past four and a half, five-ish years. I was there for the advent of us bringing Anaplan on board. So when I first started, I was three, four years out of college. My manager at the time, he told me he wanted me to be a BI analyst initially. So for Tableau, right? That didn't work out. He was like, I don't think you're really well suited to it. Do you want to do Anaplan instead? What happened was initially, we had a first pass at trying to get Anaplan into Cohesity. I guess, it didn't really work out. I wasn't there during my tenure for that, and they asked me, do you want to be in charge of building out Anaplan for Cohesity, be the subject matter expert, and be the product manager for that - and that's where I am five years later.

 

Kevin Markl 0:02:04.2:

So you were working with Tableau and trying to figure out, hey, how do we build a sales strategy? How do we build this on a business intelligence tool? Why is that not the right tool to really build out a go-to-market plan? What were some of the challenges where maybe it wasn't really hitting the mark?

 

Hyun Kang 0:02:22.9:

Right. So I think Tableau, it's great for the 'what' and trying to figure out deep insights, but in regards to building customizable insights or trying to understand what you can do with data that you have or trying to update calculations in a customizable way, Tableau doesn't really have that in regards to go to market strategy. One big thing is that they don't have 'what if' scenarios that we can really use easily - Anaplan does, and that's something that my users use on a daily basis.

 

Kevin Markl 0:02:49.4:

Okay. So you can get the analytics, but hey, if I want to go change this because I've been told something from the operations teams or the business says, 'Hey, what if we did that?' I can't really do that with Tableau, I really need that tool where I can do the what-ifs, do the calculations. 

 

Hyun Kang 0:03:04.1:

Exactly.

 

Kevin Markl 0:03:05.0:

Okay, so Tableau wasn't working, and you came in and had to rebuild something that was already there. So what did you have to start to build out? What did that phase one look like, when you got your fingers into it? 

 

Hyun Kang 0:03:19.7:

Right. So something in a different talk earlier, at the OpenAI one, I think Jeremy talked about the difference between breadth or being specific. In our case, we decided to be more specific. So we only focus on the AE team. At the time, it was about 60 to 70 people to set up the overall organizational structure, and then from there, we made sure that we can get only account management at that point, to make sure that we can allocate accounts in a way that is not only equitable for everyone, but it makes sense for the business as well - and that was really phase one. So, 2021, that's when I first started. It was a two and a half month build to set things up in terms of the lists, the hierarchy, the work structures, and then the underlying calculations, applications, and models that you need to do for the sales leaders to use as they do account management.

 

Kevin Markl 0:04:12.8:

Yes, and so obviously, all that's underpinned by the data hub. What's getting pushed into that data? What are some of the different sources that you're pulling in there?

 

Hyun Kang 0:04:21.7:

Right. So for the first phase, the biggest one is really Salesforce, right? That's our favorite one. Then from there, we append it on data, like HDInsight is our third-party data source. We made sure that the data is as clean or as robust as possible. So the way that we really thought about it is the more data that you have, the better, because we can be so customizable with the different calculations that Anaplan provides, we can pinpoint what the sales team needs, but it's more important just to have a lot and play around with the tools to begin with.

 

Kevin Markl 0:04:49.5:

I think one of the stats I saw for RevOps teams, wrangling that data and cleaning the data, it's a job. I mean, how much time are you really spending on that data component?

 

Hyun Kang 0:05:02.3:

I mean, it's got to be a lot, because we - I'm sure, as everyone who's done sales planning offline, it was all offline sheets, and it took forever. At least, sales planning was a four or five month endeavor just to get every single [unclear word 0:05:16.3], every single district, every single area, their specific account management, and then getting that data, cleaning it up, putting it into one, and then pushing that back into Salesforce. That just took way too long, right? So having Anaplan be the source of truth for that is something that they wanted to have in general.

 

Kevin Markl 0:05:31.7:

So you talk about cleaning up data, what are you cleaning up? Is it like, hey, this is not formatted correctly, we're missing data? Can you give us maybe a couple of examples?

 

Hyun Kang 0:05:41.0:

Yes. I mean, it could be… There's just way too many. I think no matter what you do, data is going to be a little bit messy regardless. I mean, the big ones are like, sometimes the individuals might [?fat finger 0:05:50.4] addresses, they might fat finger zip codes. You might have - I know Georgia is a State, but it could also be a city, right? Things could be messed up there as well. There's also Georgia, the country in Europe, right? So with all those different things within Salesforce, you need to make sure that everything is as clean as possible. So that's what we had to go through and the Anaplan was that one tool where everyone could come together; all the RevOps leaders, all the sales leaders can talk about, hey, this account should go here because of X, Y, Z reason, this account was supposed to be in America, even though I know it says it's in Europe, let's bring it back to America. So having that one centralized solution for people to use is why we use Anaplan.

 

Kevin Markl 0:06:32.0:

Yes, and there is scale of data there. I saw earlier you're working with 14,000 customers, right? You're working globally. You have huge account lists. So that's where you're running into like, yes, whether it's Georgia the country or Georgia the State - those things actually matter, it actually comes up. Now, I think you talked about starting with focus, with simplicity. We just did the direct sellers. Maybe walk us through, what does the go-to-market organization look like today? What's that size, the scale? What does that complexity look like?

 

Hyun Kang 0:07:05.8:

For sure. So phase two, we changed it from not only the AE side, we expanded out to do also quota allocations for phase two and overlays. So the overlays being the sales engineers for phase two. Phase three, we expanded that out further to make it not only the [unclear word 0:07:22.8] overlays, both the channel overlays as well. Then phase four, which is today, we also expanded that out to commissions as well as FTDs, alliances, or alliance channels, all that good stuff. So in terms of numbers, phase one was about 70 users, or 70 individuals, who have quota allocations or account management. Phase two became about 150/200, phase three became about 400/500, and then phase four is about 1500.

 

Kevin Markl 0:07:49.8:

Okay, so direct sellers, account executives, now we're adding in…

 

Hyun Kang 0:07:54.9:

Indirect sellers - yes.  

 

Kevin Markl 0:07:56.3:

…and indirect sellers. You're thinking about your partners, your customer success teams, people doing renewals. That's a proper go-to-market motion. 

 

Hyun Kang 0:08:05.1:

Exactly. 

 

Kevin Markl 0:08:06.0:

Is it true to say, RevOps is really about how you look at like all these different types of roles and that revenue orchestration? 

 

Hyun Kang 0:08:13.0:

Exactly. So the way our RevOps team is set up is we have different, I guess, business partners that handle each of those different subunits. So it could be a RevOps business partner for SEs, a RevOps business partner for CDMs. They still want to have a centralized solution - which I'm going to keep on saying all the time - to come together and talk about and decide what needs to be done, and Anaplan is that. So post phase; everyone is able to say, hey, this… I think a good example would be if a quota is changed for an AE, you have to really think about the downstream implications, right? How that changes the SEs. How does that change for the CDMs? How does that change for the FTDs and alliances and such - because all of those are interconnected, right? But before, if you did everything offline, you couldn't really see that, but because in Anaplan, you can see those changes pretty easily.

 

Kevin Markl 0:08:59.6:

Yes, and that's where you start missing, like, hey, we've moved our coverage into different places, now we have a big gap here that we didn't really see coming. I know one of the pieces was also going international, expanding to broader markets. What are some of the things you think about from going from EMEA to different geos? Is it data? Are they planning differently? Walk us through maybe some of some of the nuances there.

 

Hyun Kang 0:09:28.1:

Yes, I think in regards to scheduling, it's the most difficult. EMEA has a lot of - especially during the summertime when we try to do planning then, they have a lot of government-sanctioned holidays. So it's a little bit difficult to balance between, they should have their time off, and we don't want to disturb them. So we need to make sure that things are quick on their end while America handles their stuff, right? Another thing is that, in regards to the third-party data sources we use, HDInsight is great for America, but not so much for federal, for EMEA. So it's making sure that you can find the partners that are right for you to get the data you need to enhance everything and enrich it in a way that you can intake everything to Anaplan, and you can get the insights you need from that.

 

Kevin Markl 0:10:05.0:

Yes, which I think makes sense. I know Forrester looked at companies that are pulling in two, three different sets of data for exactly that reason, right? Different geos, different industries, different data sources have different strengths tied to that. One of the interesting pieces is overlays. What kind of overlays do you have, and how do you think about measuring their performance compared to maybe some of their peers who are directly involved in managing the sales cycle?

 

Hyun Kang 0:10:36.1:

Yes, I mean, SCs are interesting, because SCs could be dependent on the company. It could be 2-to-1, it could be 4-to-1, it could be 5-to-1, and one being the AE, right? So for example, even though you may have a 2-to-1 quota allocation for two territories for one SC, that doesn't necessarily mean that they should have the entire breadth of that quota, because that's not necessarily fair for them. Say that they handle Territory A that has 5 million and Territory B has 15 million, do you really expect them to have a full $20 million quota? So having that ability to see that sub-bracket inside as how many SEs are actually two territories or three territories or four territories, and what can we do in regards to exceptions to make their lives a little bit easier and make sure they can hit their accelerators? 

 

Kevin Markl 0:11:19.1:

Which is something I think you're trying to avoid, right? You want to get the plans out and avoid the exceptions and avoid having to go back and make changes. 

 

Hyun Kang 0:11:28.8:

Exactly. 

 

Kevin Markl 0:11:30.1:

Maybe you can talk a little bit - do you have a lot of exceptions that you're managing? Are there specific things that you've been doing to really address that? So it's like, the plans are deployed, and that's it?

 

Hyun Kang 0:11:41.4:

Yes. So we have a lot of stopgaps as we go through the planning system. So AE site or the direct sellers is pretty easy; it's a 1-to-1 match based off of the territories and such. It's very much like TM 2.0 in Salesforce. So everything is based on territories, and we have someone in place for that territory. So if that person leaves the accounts, the quotas in that territory doesn't go away, right? In regards to SEs, we have a stopgap in regards to, does this person have X, Y, Z territories? How many territories do we have? Then we go ship that data out to the RevOps business partner for the SC side and have them talk to the [unclear word 0:12:23.0] and say, 'Hey, does this make sense how you do planning? What do we do? How can we make this a little bit easier? What can we do to make it 1-to-1?'

 

Kevin Markl 0:12:30.0:

Okay. Let's maybe dive into that. These RevOps business managers with these different groups. How many do you have? How are you working, collaborating with them?

 

Hyun Kang 0:12:40.3:

Yes, they're my best friends. We talk all the time.

 

Kevin Markl 0:12:41.7:

Best friends. Best buddies.

 

Hyun Kang 0:12:44.5:

I want to say at least ten - nine or ten of them. One for SCs, one for CDMs. Actually, it might be five, I think, five - and then they have five people under them, so it'll be ten total. That's what we do. I've never been in a company that had these 'business partners' for each subunit. It does make a lot of sense. It makes my life a little bit easier, because I have one direct person that I can talk to in regards to how can I set up the system better, what do they need to see in terms of the system, and how can I make their lives a little bit easier. In previous lives, I've worked with sales leaders directly, and it's a little bit difficult to make sure that they don't have their team's best interest in mind, right? Business partners have that ability to step back, see things a little bit more holistically, and make sure that things are in play in regards to the go-to-market strategy. So that's a cool thing that I've been seeing at my time at Cohesity.

 

Kevin Markl 0:13:36.6:

Yes, so they're managing the planning, the strategy, and you're looking at, like, hey, how can we update the models that fits them? How can we make sure we have the right data that's going to help facilitate and support that?

 

Hyun Kang 0:13:49.7:

Exactly.

 

Kevin Markl 0:13:51.7:

You talked about leadership. Maybe tell us a little bit how you've had to adapt through leadership changes and through the acquisition.

 

Hyun Kang 0:14:01.7:

Yes, sure. So in between phases one to three, I've had four COOs, and every COO has their own different idea of how the go-to-market strategy should be in play.

 

Kevin Markl 0:14:13.2:

And they're all right.

 

Hyun Kang 0:14:14.6:

Obviously - I want to keep my job, so it's still correct. I think the really cool thing that we've set up, and I'm proud of from phase one, is having a very strong foundation so that if we need to make changes in regards to the calculations or the structure itself, we can facilitate that in a very quick way. The way that our planning cycle works is that it's a twice-a-year cycle. It happens every summer and winter - so I don't have vacation basically - and then in regards to how we set up for that, it's basically a four-to-five-week sprint. I make sure that I talk to the go to market leaders, get their insight as to what we want to do for the coming half, and then prep that way, and because, like I said, the system is so customizable and I have a strong foundation, I can move things around very quickly. I can change org hierarchies in two days if I wanted to, and that's a complete shift from worldwide, all the way down to the account level and how that rolls up. I can make a change in regard to the different customizable calculations I need to see. If I need to rename everything, I can do so. 

 

Hyun Kang 0:15:15.0:

Another cool feature that I've been using is the map feature, using zip codes or accounts - sorry, zip codes and countries - so that if people need to see where the accounts are for this particular territory, they can see it. In EMEA, they are particularly interested - or even parts of America - they want to make sure that everything is zip code-based, so each rep could have a certain subset of zip codes. So it's easier in terms of planning to have that map functionality. Then, in regards to the merger, the acquisition you're talking about, this year we acquired Veritas. They're also a data backup storage company, a legacy brand since the '90s. They are HQ'd in Santa Clara. They are also seven times bigger than us, so we were 300… No, we were 500 or 700 people when I first joined - and now we're 5000. We had to make sure that we can scale within that in two months. So the acquisition went through, I want to say December of this year, and then they're all up and running on our systems by March of this year - so in three months.

 

Kevin Markl 0:16:18.9:

Wow. That's a lot of change in three months.

 

Hyun Kang 0:16:21.6:

Yes, it was a little crazy.

 

Kevin Markl 0:16:24.6:

What are some of the thoughts you have around change management and going through that as you think about having to make changes to your Anaplan models, having to deal with different teams? Are there some key insights that you took away?

 

Hyun Kang 0:16:39.9:

Yes, I think two things that come to mind is, one, having a champion inside your own org. What I mean by that is having someone that can give you some air cover or give you some more insights as to what's going on. I'm not in the room for all the discussions, and I don't really want to be in the room for the discussions anyways. I just want to make sure I get the correct data or the correct insights from individuals to make sure that the system is as accurate as possible with the least amount of time, right? So having someone that can really champion for you and be there in the meetings for you and then get the data that you need or the strategies that you need is pretty important. Then two is, I hate to say it, it's actually documentation - and I hate documentation, but for change management, it helps a lot. Also, in regards to comparisons between what we did before and why it didn't work, those are some things that we documented quite heavily and make sure that we don't make those mistakes, or if we were to revisit it, we actually have historical as to why we made those decisions from like a year or two years ago.

 

Kevin Markl 0:17:36.5:

Okay, yes. So you have a process, and you can always look back and revisit past decisions and the why. The interesting thing that I think you talk about is speed and precision, and I think it's easy to make fast decisions, but how do you make precise decisions, the right decisions? How do you balance those two pieces?

 

Hyun Kang 0:18:02.9: 

That's a good question. I still don't know sometimes, right? It's kind of hard. I feel like, in regards to getting the most precise decision that you have is to give them the best data, the best calculations you can from everything. So the way I think of it is sometimes, more is good in the beginning, and then having those discussions with the leadership to refine the data, making sure that the application themselves, it may be a little clunky in the beginning, but with a couple iterations or a couple of meetings, you can shorten that down and condense it and make sure that they can see what they actually need - because as you know, every COO is right, but everything is different, so you have to make sure that you can facilitate that.

 

Kevin Markl 0:18:40.0:

Yes, and you can always measure, right? You make a decision and measure what happened. What was the outcome of that, and hey, should we revisit, should we make some changes? I think we talked a lot about the planning processes. I'd love to hear a little bit more about the COE and model building, your thoughts on how you run an effective center of excellence. I think everybody knows what a center of excellence is, but maybe you can - how do you define center of excellence? 

 

Hyun Kang 0:19:10.8:

Yes, so the way I think of it is more, the COE is like the bridge between different teams. I currently sit in the IT org, but that doesn't necessarily mean that I'm only pigeonholed in IT. A lot of the end users that I support would be like commissions, accounting, integration, sales, finance, marketing channel. It became a very big ecosystem within the company that I'm in charge of and trying to make sure that I can help facilitate the data that they need and make sure that although the beginning of the journey is within sales, I try to make sure that I disseminate that data from sales to each of these different subunits and make sure they understand why sales is doing this, where the data is coming from, what the end result is, and then make sure that the overall hierarchy that each of these systems run is talking to each other nicely.

 

Kevin Markl 0:19:59.9:

What is the maturity curve of a COE? I know we have some customers, like Spencer talked about, we don't have a COE yet, but we're right there on the fringe. What do you think is the right maturity curve, as a company, to think about starting and then growing with Anaplan? 

 

Hyun Kang 0:20:20.7: 

Yes, I think for me, we started a COE very early on, when I first joined the company - so that was four or five years ago - and I think we were Series F… Sorry, Series D at the time, and then we transitioned from Series E. I'm not sure if we're F at the moment. I don't want to misspeak. So having an individual that can be inspired or empowered to be that leader for that particular tool, I think, is really powerful and having that COE be that person, right? I'm currently a one-man - I'm a two-man team now. I was a one-man team until two months ago, but still, making sure that I can be empowered to make these decisions and be free and make the system as efficient as I can is pretty powerful. So I don't think there's a good timeline for COE, but the earlier is better.

 

Kevin Markl 0:21:12.4:

Earlier is better.

 

Hyun Kang 0:21:12.9:

Yes.

 

Kevin Markl 0:21:13.4:

So you just brought on another model builder.

 

Hyun Kang 0:21:16.9: 

Yes, she's a junior - but yes.

 

Kevin Markl 0:21:18.6:

She's junior. So how do you think about onboarding a model builder into processes and planning processes that existed? 

 

Hyun Kang 0:21:29.2:

Yes, I think the… So the way we trained her was the first two to three months, we used a lot of the trainings that Anaplan has provided. So the model one, model two; making sure that you can understand that. I think after that, I didn't want to scare her with sales planning too much. It depends on the person, right? I wanted to shield her from the - I don't want to say it, but the horrors of sales planning sometimes. So it transitioned from like, she's done her first plan cycle now, so I let her be looped in all the meetings because it's important for her to understand everything, but in regards to the end result or the end calculation and stuff, I handle still. I'm slowly helping her understand the off-cycle aspect of sales planning so she can take over that, and then as we go on for the next two, three planning cycles, I'll slowly add on to her plate so that we can be more 50/50.

 

Kevin Markl 0:22:25.6:

You've got a plan; you've got an onboarding plan.

 

Hyun Kang 0:22:27.6:

Hopefully, yes. We'll see if it works.

 

Kevin Markl 0:22:29.3:

We'll see if it works. Why don't we dig in, some key takeaways, some outcomes, going through this journey. I know we have a couple of pieces up there. How are you thinking about - you started with a strong foundation, you started with the data hub, what's impactful about transparency at Cohesity?

 

Hyun Kang 0:22:56.7:

I think how you mentioned earlier about, people don't really see things coming, how making sure that we can have a system in place where we can, in a safe space, understand what's going to happen in the future, right? So, for example, the downstream implications for our overlay team. If we actually send out those quota letters and we didn't realize what would happen for the SC changes or the CDM changes, like what's going to happen for payroll, what's going to happen for commissions and Coupa or NetSuite, or Callidus, right? So a lot of those issues, we try to make sure that Anaplan is the staging area to understand what these impacts are and how we can prevent that and then push it to [unclear word 0:23:33.9]. So it's very software-oriented, agile-oriented, right? We do everything in sandbox, make sure everything is fine, push that into our actual sandbox environment, and then push it down to [unclear word 0:23:43.8] after we do UAT testing.

 

Kevin Markl 0:23:47.1:

Yes, so everybody has that point of view, you know what's happening. Do the frontline teams - what kind of visibility do they have into their plans?

 

Hyun Kang 0:23:58.4:

Yes, it's very…

 

Kevin Markl 0:23:59.3:

How they got there.

 

Hyun Kang 0:24:00.6: 

Yes, so we're pretty tight in regards to security. So it's very RBAC-based to begin with, because we have TM 2.0. Everything is like - if you have an area VP, they can only see their area. Maybe they want to see other stuff, there has to be a very strict exception rule based off of a lot of stock gaps, up to like the C level - they have to be okay with it. So that's one huge thing that we have. Another thing is making sure that we have security groups in place that everyone agrees with. Again, it's talking to leadership, getting the inputs as to who should have what, have the debate as to some leeway, this person should have the security group, this person should have this security group - and then make sure that it's tight as well.

 

Kevin Markl 0:24:42.2:

Well, I mean, you deal with data security.

 

Hyun Kang 0:24:44.4:

Exactly. It'd be ironic if you suck at that.

 

Kevin Markl 0:24:47.8:

Absolutely. You talked about you're doing six-month planning cycles twice a year - and that's how you've always been doing things since you started. Do you feel like you've been ahead of the curve compared to some companies that are starting to make that transition?

 

Hyun Kang 0:25:06.6:

Apparently not, because other companies are like one-point-five weeks, which is insane, from the keynote earlier this morning. I told my manager - he's like, what are you doing? You've got to get your life together, if it's six months and we're doing it. Other people are doing it in one-point-five weeks. I mean, no, the reason why it's six months is because we talked to so many different systems. So in regards to setting a quota and accounts, we actually are done in about a month or so, but then getting that disseminated out to the different teams and such, it takes like another two months. So we say it's like a six-month system.

 

Kevin Markl 0:25:36.9:

Okay. So a month to get everything planned out and then two months to go and distribute…

 

Hyun Kang 0:25:42.6: 

Exactly. 

 

Kevin Markl 0:25:43.1:

…and get the feedback and then go distribute out, and really being able to adapt to the market - how have you seen the market adapt and what are maybe some of the changes that you've had to make to your plans to stay ahead of that?

 

Hyun Kang 0:25:58.0:

Yes. I mean, in regards to the org structure of the sales team, I think that's very dependent on the market itself. Sometimes we update segmentations. So when I first started, we only had mid-market and enterprise, and then enterprise technically was bootstrapped at enterprise together. Now because we're such a big company now, we split things up. So now strategic enterprise, commercial, and renewals, and then we have federal as well, split out between FSI, all those other stuff, right? So it's a lot more granular as the company grows. I would imagine that as we go towards IPO, we're going to continue to update our segmentation and follow along with that as well.

 

Kevin Markl 0:26:38.8:

So why don't we double-click on segmentation. So it's gotten more complex. What is the impact of getting that segmentation wrong? How does that impact maybe some of the downstream pieces?

 

Hyun Kang 0:26:50.7:

Yes. So in regards to quota bands directly, our quota bands are dependent on where each person sits from a segmentation level, but even though we made this segmentation, it's not 100 per cent correct as well. You could have an AE who is at a strategic level, he or she could still have some enterprise accounts under their purview, right? So in that case, it's very much the tribal knowledge aspect of sales planning. The way I like to think of sales planning is really 50 per cent science, 50 per cent art. The 50 per cent science part is Anaplan, and 50 per cent are us talking to the sales leaders and figuring out what makes sense and why we should have account A sit with [?AEB 0:27:29.3] and such. So making sure that we can double click on that and see that we have accuracy there.

 

Kevin Markl 0:27:36.4:

And capacity planning - I think I saw you're doing some capacity planning with finance. How's that working?

 

Hyun Kang 0:27:44.4:

Yes, so the way that we really do that is we try to understand what the total [?TAM 0:27:50.5] is of a potential what we want, and then from there, finance gives us how much capacity we can actually have, how we can distribute that capacity up to the purview of the sales leaders. So maybe they say that you have ten reps for EMEA. It's up to sales, really, to decide, two of those go to strategic, two of those go to enterprise, or two those go to commercial, right? So that's where Anaplan comes to play. The sales leaders are able to go into the system and see, we have a lot of accounts that are not being worked on right now, let's put in one account or one [unclear words 0:28:22.9] to work on those accounts.

 

Kevin Markl 0:28:25.0:

Okay, so you've got finance, basically, like we have a long-range plan, we have a corporate strategy, we understand this is our total addressable market. Now it's up to the revenue leaders to start deciding where they're going to place their bets, so they can maximize how much of that market they can get.

 

Hyun Kang 0:28:43.5:

Yes.

 

Kevin Markl 0:28:45.0:

How do you think about, from the decision, how much capacity we need to the time you actually bring them on? How do you think about like ramp and how does that impact maybe some of the territories and quotas?

 

Hyun Kang 0:28:56.9:

Yes, I mean, that's more so towards the purview of the RevOps business partners and the sales leaders, right? If they decide that an individual should have these accounts based off of their ramp, then we go for that. It's really dependent on how big the account is from what I've noticed. So the bigger account, the more tenure they use, and then they focus on that smaller subset of accounts. So as you have more tenure, you tend to have a smaller subset of accounts, and then the newer people have more accounts just to make things a little bit more fair.

 

Kevin Markl 0:29:26.4:

Yes, which makes sense, right, because you talk about like, we've got mid-market and large and enterprise and federal and even selling in the federal space, different skill sets and knowledge base that you're factoring in. A great journey and definitely some key outcomes. Why don't we maybe spend some time taking some questions from the audience for Hyun?