What It's Really Like To Scale To $1 Billion | CRO @ Replit, Ghazi Masood

-Gazzy Masoud is the chief revenue officer at Replet, an AI first company with the North Star of hitting a billion dollars in revenue by the end of the year. -The speed agility in everything has multiplied 100x. Forget monthly, we're literally driving a weekly rhythm to the business. In this episode, Gazzy reveals how their new go-to-market playbook blows historical benchmarks out of the water for sales team quotas and pipeline productivity. -It's a two million a lie per rep. I would say, no. Our enterprise reps were [bleep] -Gazzy also shares how his team is replacing or extending other SaaS tools to achieve those results. -We built our own CPQ, we're building our own version of Clary, we built our own customer health dashboard. -If you want to see how a hyper-growth company operates and what go-to-market tactics are winning in 2026, this episode is for you. Welcome to Top Line. -Hey, everybody. It's Sam Jacobs. Welcome to Top Line. I'm the CEO, Pavilion. I'm joined by my friend and co-host, Osad Zaman, the CEO of STA. And we've got a very special guest on the show, the Chief Revenue Officer, one of the fastest growing companies in the world. Gazzy Masoud is a seasoned GTM executive with nearly three decades of experience, leading sales organizations driving revenue growth and scaling high-performing teams. Over the course of his career, he has consistently ranked him on the top leaders at world-class technology companies. And has helped build organizations through multiple successful exits. He's recognized for building elite GTM teams, developing exceptional leaders and delivering sustained commercial results at scale. And currently, he's the Chief Revenue Officer at Repplet and also advises founders in partnership with leading Silicon Valley venture capital and private equity firms. But the most important thing is the CRO at Repplet right now, overseeing one of the fastest growing companies in the world. Gazzy, welcome to Top Line. -Good to be here. Thanks, Sam. -We're excited to have you. We've got a lot to talk about. The last time we recorded last week, Asad was not here. But now Asad is back. He is our moderator and our docket preparer. Asad, would you like to share anything with the audience about where you've been? -No. I wouldn't. But one day I will. I am back. I'm here. And I'm very excited. I was Gazzy. Gazzy, you are-- I was thinking about this last night when I was preparing for this. And I don't think of many companies in the history of the earth that have gone from 2 million to a billion and revenue in two years. So it's like unprecedented, remarkable, shocking. All of those words, fixed, right? And we're going to market enthusiasts and operators. And we love the game. But we're also in the game. And so I was thinking it's really hard for me to picture what life in your seat feels like. I can academically understand that the world has changed. But you've done this now across a couple of stages, or a couple of different platform shifts. Talk to us about just like how this feels different in your seat, doing this compared to whatever was the fastest growing thing that existed prior to this. What is different? -Yeah. I think the speed agility in everything has multiplied 100x. If you look at-- just give you some examples. In the SaaS world, most companies run a quarterly cadence. And if you were a revenue leader, and you started driving monthly linearity, you were the king of the business. And the company would go, oh my god, we're actually closing something month one and month two, instead of having the classic and a quarter hockey stick. So that was genius in the old SaaS world. Here, forget monthly, we're literally driving a weekly rhythm to the business. We do weekly forecast calls. We do weekly hiring updates. We do weekly gong call reviews. It's literally every single week in what we've accomplished. The company wide, we actually do a weekly all-hands. We call it weekly wins. It happens every single Friday. I'm generosity. I was there. I'm there. Rest of our executive team is there. And we address the company. So people used to do-- it was a monthly all-hands call, or a quarterly all-hands call, it's literally weekly. So I think the cadence has just accelerated. And the pace and velocity of how we're operating is just something I've never seen. And that's why I think it's not for everyone, but for the people that kind of know what's at stake and want to be part of the ride and want to be part of the mission. It's a very exciting and rewarding place. How do you prepare yourself, Gazi? How do you orient yourself? What have you modified? Obviously, you mentioned the weekly cadence. But what's your dashboard and cockpit look like? How do you think about preparing yourself so that you're in the zone, you're in the flow, in the pocket, you're not chasing anything. You don't feel anxious. You feel in control of this massive machine that's skyrocketing. Or can I just add a subpart to that question? Or is that even humanly possible? Right. When you feel insane and crazy, and it's just going to be wild. And you just have to hold on. You know what? I would love to say that I've got this amazing dashboard that I look at. And I've got all the tools that give me the optics of my business from start to price. Part of being part of this crazy ride is we're also building the infrastructure, guys. I mean, so if you look at the infrastructure and the systems and the tooling and the dashboards and all of that, that's also being built. It was non-existent before I joined here. There was no revops. There was no system. It was-- so we're completely building it from scratch. So not only are we on this crazy rocket ship of getting our revenue to a billion by the end of the year, all of the infrastructure that goes along with that, as you can imagine, from the tools you use, the dashboards you use, the forecasting reports you-- we're building that. We're building that right now. So yes, I do have a version of an app. It's called a revenue co-pilot that was a AI app, obviously, built that replet. [LAUGHTER] [INAUDIBLE] We use internally. That is my cockpit, if you will, that gives me the day to day. But is it perfect? No. Are we getting-- What do you care? We look down to like, what is-- I think there's no shortage of KPIs that can get thrown our way analysis that can get done. Sometimes we've been so much time looking at something that's not all that useful. What have you learned is the critical stuff that you need to keep an eye on, like metrics-related, and what's like noise at this sort of-- Yeah. So for me, it's pretty simple. And now I'm starting to build a leadership team underneath me. And I've got some help, which is definitely great. It wasn't like the first few months I was here. So for me, what I care about, pipeline is key. Without pipeline and without top of funnel, the entire structure collapses. So I keep a really close eye on top of funnel. And what we're doing in conversations, we have a term we internally call good fit demo. That's our qualification bar for opportunities. So I look at top of funnel, number of good fit demos, what the distribution is of the BDR team that's at the top level attainment, and how is that keeping according to our plan? So that's one core metric I look at. The other metric I look at is we're doing a lot of hiring and ramp to productivity. Of like, these people were hiring. We're investing a lot of time in boot camp and enablement. How quickly are they closing their first deal? How quickly are they getting into the odd day closing their first deal? Yeah, so initially we had pretty respectable ramp times when we kind of build out the plan for the first half. But what we've noticed is they're accelerating even faster, so actually shortening ramp times. I would say about 30 days is probably average. Where is your first deal? For the first deal. This is SMB like mid market. It's predominantly commercial that's happening in enterprise as well. We haven't given you any chance to say what the company either does, and obviously we assume 90. What knows this then? That's crazy. Which rocker are you looking at? We're trying to appeal to a broad audience. I don't want to be welcoming. My impression is this has massive market pull, and it's primarily sort of like individual use cases. And so there's this huge PLG motion. I would imagine a lot of what you might be doing is taking early signups, trial activations, maybe cross-referencing that against a work email. But then there's a set of use cases that you guys must be developing a strong point of view on. What should a commercial business use replete to build? When you think about the core use cases, what are they? And how have you layered on the sales motion on top of what I would assume is a natural PLG motion? So we're an AI application creation platform where we're democratizing software creation. We feel that anybody should be able to build software irrespective of your technical background. In the old world, you had to be a developer and an engineer to go to the software. We're democratizing that. So we're giving people who don't know anything about tech that sit in business functions to go create and bring their ideas to life. We have 50 million global users. 90% of our users are non-stem builders. They're people outside of the development and engineering organizations. So they're knowledge workers, people who sit on product teams, finance teams, sales teams, marketing teams, HR teams. Those are the people that are getting the technology to go build. And we make it completely frictionless. No learning, no education, no training, where we sit in the browser, and you get a browser, and you get to go build. And Reflit agent does everything else behind the scene. So at a very, very simplistic way, that's what Reflit is. I would love to tell you that the majority of our leaves our self-service upgrades or PQL and PLG upgrades. That's a major-- project that I have going on right now, that's my P zero project. We haven't even started to get the benefits, we'll go into that right now. And there's going to be benefits and tailwinds once we actually go crack that. So yes, when I first got here, 90% of our pipeline was all inbound, gripping. But it was organic inbound. It wasn't self-service PQLs converting to enterprise. These were net new people coming to us. So that's where the majority of our business has been coming from. I since have actually built an outbound motion because we did not want to rely on our inbound pipeline. So we actually put a BDR hub and housed it in Salt Lake City. And I hire my more ones of best sales people. I always suggest Salt Lake City. Yeah. And this is my second, this is my issue. I third time doing that. And I've had good success. So I actually brought my leader from my previous company over here. And we've got a massive BDR hub in Salt Lake City where we're grabbing outbound. And the month of May was the first month where outbound opportunities actually outpaced inbound opportunities. So whether that's a trend, we continue to see, we'll see. But it was definitely a good metric for the month of May. So that's where our pipeline is coming from. The whole classic going into your self-service base, taking a Gmail enriching it with a corporate domain and looking at product signals. We haven't even started to see the benefits of that. We're working on that as a core initiative right now. And that happens sporadically. But in a programmatic way, that's the com leader to share. Well, what are you telling people to build? Like what should they buy, replete? Is it everything? Is it replacing specific vendors where you really feel like there's product market fit around this use case? So prototyping is a very common use case. We see with our technology and oftentimes we get in with the prototyping use case because especially if you look at like product and design, you can take things that would take them, you know, months and weeks, that's literally hours. So that's a huge savings. So prototyping is a core one. Internal tools is also starting to come up quite a lot of people replicating internal tools there. Downmarket in SMB and commercial segment. We're seeing entire businesses being built on RepliD. I spoke to a healthcare provider of a clinical company, basically a small startup founder and a small team. They're at a billion dollar valuation. He told me his entire stack is built on RepliD. After their next fundraise, they want to do a joint case study with us because they haven't ever seen this before, right? So downmarket, we're seeing the whole Saspocalypse, Sasp Replacement happening where customers aren't buying sales force and they're building their iteration of CRM on RepliD. Upmarket, we're not seeing the systems of record being replaced, you know, like we're talking to GPMC and others. No one's pulling out their Oracle ERP or their sales force CRM. Those systems of record are staying there. But what we are seeing is we're seeing the extensibility of those systems of record with like a, you know, prettier UI or a prettier dashboard if you will, that's built built on RepliD. In fact, that's our use case internally at RepliD by the way too. We just, we move from how to spot the sales force, we have sales force, but everything else that's built on sales force is RepliD. Our idea is we don't want our sales reps touching sales force. Everything is going to be automated for that. When I think of the growth trajectory, if I understand it correctly, it's about a hundredish million starting this year, you plan on ending it at a billion, right? Yeah, without, without going to specifics, we have a North Shore metric to be at a billion by the other year. How do you think about following years when you've had this sort of astronomical growth in a two year period? I would imagine that there's this desire to maintain this sort of growth, but it's potentials are really hard to maintain as well. I think there's a little signal in the fact that you built this BDR team, you know, it seems like you're looking around the corners like it would see RO and saying, if we need to maintain this crazy growth, we need this outbound function, we need all these ways to generate that pipeline. But how do you think about as a collective team, next year, what the right number might look like? Or is that an end of your discussion that, okay, now let's look at the game on the field, let's sort of where we are, let's look at all signals, its terminal signals and try to figure out, should we go from one billion to three billion to five billion to seven? Like how do you figure that out? I think it's a combination of things. I think it's a combination of assessing the market. Of what the market said, it's a combination of assessing yourself as to what are some of the big bets that haven't been turned on and there's a lot of big bets internally, we just haven't turned on. You know, you look at our move to international. So we're starting that with Europe, right? Europe is there, but if you look at the rest of world, so fine, national is like almost nothing. We have users and we have revenue, but a intentional GTM team sitting globally, we're just starting that. So if you look at those tailwinds from that, those things, those are yet to come. So we have to kind of look at all of those factors at the end of the year and look at, you know, here's the market opportunity, here's what we have, here's kind of where the white space still is and here's what it means for us and then come together as an executive team and make a call as to what, you know, future productions actually go look like. What seems like the right cadence and all the right point in the year to make that decision. So the reason I asked is I think in the SaaS era, one of the things we got wronged as an overall ecosystem was the planning process companies would go down. Very often you would have companies enter the year without a natural plan. And John McMahon spoke about this a lot. He's like, it's unreasonable the way we do it. We should be solidifying the plan at the end of Q3, early Q4, we should be hiring against that plan. So when we go into the year, we have the capacity against that plan, but usually we just start behind the plan and then we're just always catching up, which is nerve-wracking and anxiety inducing. What's the right way to do this in the age of AI? When are you making that decision around what we should try to do next year and then often against it? Earlier, the better our ideal is like Q3. So last year we didn't do it. Last year we did it when I got to the company and it was already too late, right? So, you know, at this year, we're actually, that's why we're playing catch up in our hiring. You know, while we're doing well, we should have been a well ahead of it. So we're playing catch up this year and we want to avoid that for next year. So Q3 is the ideal timeframe. Q3 is kind of the ideal timeframe that you start putting some plans together and you start making some projections, you start opening headcount and you try to get to, as best as you can, to have butts and seats by Janine. You have a point of view, or I'm sure the leadership team must on sort of where things settle. At some point, you know, like what role Repplet plays in a broader commercial ecosystem. Right now it feels so disruptive. You're probably, you know, moving at 100 miles an hour, gobbling up sort of small, SaaS contracts and replacing and doing Repp and replaces with Repplet. But do you have a point of, is it a mission to replace all existing crappy software with home built software? Where did you see this going over the next three to five years? Yeah, I mean, I think the education of the market is still yet to come. Right. So if you look at like our marketing and how we market to enterprise B2B, there's a lot more you'll see from us this year on enterprise B2B marketing of making sure people understand who Repplet really is because there's a lot of misconceptions. They just think, hey, you're just another bite-coding tool. But when you actually peel the layer back and you actually look at the technology, Repplet is in one of those, while our revenue is an overnight success, the business has been at it for 10 years. So if you look at, you know, we're not like some of the others that have companies that just came on the scene one or two years ago and kind of accelerated growth, our revenue accelerated, but the business and the DNA and the tech has been around for a decade. And while, you know, you could say that's a very, very long time, important things like security and the way we look at governance and things like that, they're very, very strong in our solutions stack. And so that's why the enterprise readiness, we believe we by fall are the most credible and most enterprise ready solution today. But we need to go tell the market that and the world that in a very, very loud way where we go and what our desire is as a company and a solution is, you know, we want to be a place, we want to basically be the excel of application creation. We sit in the browser, anytime you have an idea, you just come to Repplet and get your ABA built. And that could be a personal project. That could be a corporate project that you want to go do. That could be a mission critical solution out there. It's kind of all of the above. We want you to be able to go from end to end, anything from prototyping, all the way to production grade all within Repplet. And that's our superpower in our script. How do you think? I would imagine that a lot of the competitive dynamics in this enterprise motion would be companies making a decision between using Clark code and Clark code work as like one overall system to do a lot of these things then versus using Clark code on the engineering side of the business. It's amazing at that. Maybe there's a little bit of code ads or trust. I would like some combination of that, or one of them. And then on this side of the business, the non-product side using Repplet, is that the dichotomy in your mind as well from a competitive landscape perspective? And so, and if so, what's the the efficiency of one Claude is everything versus this, you know, this fragmentation? What's the benefit of the fragmentation? How do we position against that? Well, I don't think the This is a space where it's a winner take all space. The market is just too big. The market is just too big, and it's just like when Salesforce came out, Salesforce was a dominant player, but the CRM market was too big, and there was a room for multiple players there. I think we're in the same space, and again, it's hard for me to not, I don't have a crystal ball, and I don't know what the future holds, but this is my personal belief. Is the market is so big that there's gonna be a room for different players in the market to make a goal capture it? But if you look at the technology you just talked about, there's still different ways to go about it. Cloud, still very much still, as their core DNA focuses on the developer and kind of the engineer, right? Yes, they've got adjacent solutions that are trying to get out of that ecosystem and go to a different-- - These are not softwares. - Yeah, but-- - It was a softwares. - Yeah, and we in fact, at our kickoff at the beginning of this year, we did a competitive dog fooding session with our GTM team, where we basically gave them replete licenses, lovable licenses, and cloud licenses, and we basically say, hey, you heard the prompts, we want you to go do it. People couldn't even get past the setup in cloud. And because if you look at our persona, these are salespeople, these are marketing people, GTM people, they aren't non-tech people. So we believe there's a portion of the market that's kind of in that bucket out there. I mean, clearly, Anthropic and Cloud has an amazing solution out there and for the person that actually has the technical chops, it's a good viable option for people to go use. So again, I think there's an area of coexistence, but there's an also an area just educating the market, right? Because we aren't after the developer in the engineering ecosystem, we're after the knowledge worker and empowering them, having used all of these things. - I have never had as much fun as I did on your life. Like, it was the most fun I had, and I'm not Citrofantex, so like the audience were not just saying this 'cause you're here. I'm very happy to tell someone-- - You're not brought up. - I couldn't permit you, not Citrofantex. - Yeah, that does not, that's not a trade I have. It was the most fun. I remember like I was building something and I was in between meetings, giving it prompts and you can give it like all these instructions. So you're not like stop with one instruction, but you just give it all its instructions. This is where I'll be agent for him out. And then you come back after 30 minute meeting, it's like, "Magic has happened." It's going all the same thing and figured it should out and come back to you. And it's just like in between meetings, I remember this one day where like it was six hours of meetings and every in between I would give it a new set of instructions. At the end of the day I had something really cool and it looked great and it was cool and there was like this appreciation for design in it. And then there was like this scary moment where it's like, it's like, yes, some free credits just check it, security it holds. And I was like, "Hmm, I pressed it." I was like, "All these holes, I was like, "I only read it." So we can plug them. 'Cause I put some really sensitive information in that. So it was really cool. It was the most fun I'd had. - Yeah, I think to your point, you know, as I'm thinking about the size of this opportunity and obviously maybe Pavilion is the beneficiary or some of this marketing dollars, but it really does feel like brand is critical here. It feels like you have to know when to think of Repplet because to your point, and my even just looking at like your logo right now 'cause I'm staring at it, it does feel like Repplet is the B2B brand. It does feel like Lovable might be like the B2C brand. And if we wanna dismiss them, we can as well. But I have this problem, oh, Repplet will help me solve it. And that really will require a marketing investment of, you know, that should spend the money that you raised. I think because you have to, that takes time to build. But then you have this amazing opportunity. It's gotta be so exciting because you can build something like American Express. You can be the new Salesforce is really cool. - They've got such a great CEO though, right? So I think brand becomes easier when you have something like Amjad on like Joe Rogan talking about this. Like that's like a, which other B2B enterprise focus brand CEO wasn't like Joe Rogan talking about? Like it's a really interesting new way of like branding companies as well. I thought that was really cool. - Yeah, yeah. And we're gonna get Amjad out there more, right? Because that's a superpower and, you know, like, said by Trude, but he's been the marketing, you know, face off the company up until now. But, you know, you're gonna see a lot more from us in marketing and, yeah, sure. - I love what you said when you said that's not our ICP. This is who our ICP is because I think it's gonna require choices that might feel constraining in the moment. You've got all of these leads coming in. You're going to a billion in revenue. You're put a plan together in a couple months. You're gonna go to three billion or four billion next year. And it's gonna feel there's gonna be this pressure like we gotta take every single dollar and, you know, the minute that your weekly forecast starts slipping below the trend line, you know, you start freaking out. And I think that the requirement to build something truly sustaining and enduring is saying, we are for these people. This is what we do. We don't do these things. That's not who we are. That's gonna require some discipline because the instinct, but hope, but I think the benefit is, you've been doing it for 10 years. So this is not the first time that he's sort of, he's been planning for this, you know, a 10 year overnight success. Because that is the discipline that I myself have struggled with at times, which is, there's an opportunity over there I could go chase it. No, no, no, just stay focused on doing your thing. - Yeah, and that's gonna be like really, really important of just, you know, doing that. And like I said, there's a lot of stuff that goes there, right? Like a positioning and messaging and framework and messaging by ICP use cases by industry. Like all of those things we need to go build to armor sellers to effectively go, have those conversations right now. And for me, those are like massive tailwinds because those aren't even things we have right now. And you know, we're doing really, really well, but once we get those operationalized this year and really, really start cooking with that, I think it's gonna be a huge, huge benefit. - How do you plan for the future when something that has this huge impact on what is possible is model improvement. You know, there was this, there was this inflection point where I think it was a cup, a few models ago and Claude released a model. And there was this huge inflection point when it came to developers being able to use it, when it came to even replicate and its ability to drive immense value. Like there was a step change difference. And we all, you know, anyone who believes in the power of AI believes that there's going to be more and more improvement that happens. And some of that improvement will be everything we're doing today just like improving further, but then there'll be like these breakthroughs, these like super technical breakthroughs that change the game. You know, continue learning if they feel that out is a huge shift in how AI works. And so you don't know when that might happen. Even the model makers don't know it. And so is that just like you as a company have this muscle where if there's a technical inflection point we just stop everything, we look at what that means and we just replant against all of that, is that like a kind of, yeah, I mean, at the end of the day, like there's some benefit as the models get smarter that we're going to get smarter and our technology is going to get smarter and better. That's great. But there's also ways that you can continue to lead from innovation. So we're actually working on that internally right now and I'm not going to say much on it, but our next release that's going to come out this fall, I think it's going to fundamentally change the way people think about building software. And it's going to be a game changer that people aren't really thinking about. It's a different paradigm. Like today we're being taught around prompting skills and the more specific you can prompt the better your output and things like that, we're going to kind of flip that under its head with our next iteration of what we're actually building. So part of it is also you have to have a point of view and a viewpoint as to what you want to go tell and read the market with. And obviously, the model providers and the technology that's the underlying layer, the smarter they get the better your solution on it. But we're thinking of it from both lenses. This has been fantastic. But Sam, do you know what time it is? I think I will know what time it is, my brother. This is time for Quicks. Oh, whoa. [MUSIC PLAYING] All right, so last week I actually listened to the episode. I Asia did a quiz. It was really good. It wasn't as good as when I do the quiz. And so I have worked on this, Vasy. It is you and Sam versus me. Three questions, each question has three potential answers. You have to pick the right one. If you get two out of the three questions right, the two of you of one, usually that doesn't happen. Usually, OK. You'll be definitely the same. Let's do it. Just so you understand, Vasy, the answers that he picks are often quite arbitrary. So you know, the nominal differences between three multiple choice questions. And we'll see. We'll see if there's fairness in how you approach the game. This is about the difference between AI native companies and non-AI native companies in terms of how they are structured primarily. There was some really interesting research done in combination between NCI and Harvard. And they looked at a lot of really interesting data, including a lot of Y-combinator batch data, to figure out how is the structure of these companies different. And so the first question is, how much smaller do you think AI native firms are first stage of revenue compared to their non-AI native companies? Do you think these companies are 50% smaller, 25% smaller, 10% smaller than their non-AI native comparisons? I do I get to go first. We collaborate. We collaborate. We collaborate. OK. Yeah, there. But then, Oscar. will lock in whatever feels like a momentum kind of. I don't, it's wrong. Especially if it's real. I don't know Sam. I mean, I'm kind of leaning towards like, I would take like 25%. Maybe I would say 30%. Yeah. I wonder if there's a way, like a, you know, a way that we can. There was no 30% option. Salos, 50%. I know what I'm saying. The closest one would be 25%. But then, well, let me ask, we can ask questions. Gazi, how many people does Repplet have? I wear about 350 right now. 350. That's it? Oh my God. Are you serious? That's bananas. And how many of those 350 are in Durmake? It's small right now. I think our GTM team, we are just at what 7580 right now. I am thinking of this one series beat company for many years ago that had about, I think nine of 10 million in revenue. And I remember going to the office and they had a hundred and 16 employees. And it didn't seem all that crazy, but they still seem like a bit more than this. It didn't seem all that crazy. This is wild. Well, I think it's between 50 and 25. I would agree with that. Where do you want to go? I'm going to leave it with you. All right. Let's do 25. Let's do 25. That's right. Gazi has good instincts. He said 25. All right. I was very impressed. Let's go. That was very straight. Normally, you have an explanatory sentence after you have anything else to add or just add. I think it sounds like it's bad or the UTI really well and they need less people. What departments are typically much smaller? Is there a lot of the following questions? Question number two. Question number two is, what percentage of engineers of the total employees these companies have, which is 25% less than the non-AI native comparisons? What percent of those employees are in engineering? How many more engineers do they have than the AI native comparisons? That's right. Let's say it. Wait. Who's the antecedent here? The first say it again. Okay. Question number two. Yes. How many more engineers do they have? Compatible. Then AI native companies. Compatible then non-AI native companies. Okay. Okay. Option number one. Five percent more. Option number two. 13 percent more. Option number three. 33 percent more. I don't think it can't be the last one. I don't think it's 33 percent. I think the first one is two. I think it's 13. I think it's around 13 percent more. I'll go with 13. I see their five. I see the best we've had at this. That's a bit sick of fantec. That is a bit sick. The first person who's done it like this, I'm very impressed. I have lost here with the consolation prize. Maybe I beat you guys here. Was it 13 percent? By the way. Yeah. What do you think about that? What's your takeaway there? Do you have any perspective on it? I think if you look at the amount of product that is being shipped out by these companies, which is I think one of the things we want to distrust over Aussie as well, is how do you enable a team against this much product development? You are noticing that first stage that a company reaches, the amount of stuff that they need to share with the market is a lot more than previously. Think of the world in which some, calendarly was like a multi-billion dollar business. Something as simple as calendarly. Now look at like if you go inside even a replica, think of how much product the replica team with its 350 employees has pushed out into the market. And so I do think that it requires more allocation of resources against engineering than before. I also think that Google market has become harder than before in some cases and requires also more allocation of resources, which means GNA is probably where it cuts down. I like that answer. Yeah. Like that. So question number three, these companies have less entry level workers and managers than non-AI native companies used to have. They hire less people that are at the beginning of their career and they have less frontline managers. How many less do you think? 51, 5% less, option two, 15% less, option three, 25% less. Again I would go back, like, I would love your take, but you know, like our example, I didn't have any front, I mean, so again, it's entry level and frontline you said, right? Yes. So I would be sure that the level sales number, are the entry level sales leaders or entry level personnel personnel? Okay. I think 25% less. I think we've moved, they used to be large classes of entry level people. And the any meaningful reduction isn't, it's not a marginal decision about we want 10 people versus 12 people. We don't need this function anymore. That's my take. This is my hot take. Yeah. That's the control. I think Spanso control also are different now too. Yeah. People who doing like 15 to 1 is not unheard of, you know, like even higher than that. So as a sales manager? Yeah. Right now my VPS sales has 35 direct reports that we're obviously going to change, we're obviously going to go change that. That's not what it is right now. But you know, the ability to use tools in AI to kind of make their job better is definitely there. I think in the old world, we would immediately, oh my god, 35 to 1, god, this 8 to 1 was to go higher, a bunch of front-line managers to go do that. I think people are waiting and they're slow rolling that decision. Interesting. No. I say so 25% our answer. Yeah. Wrong. Time for the 15% is just. Yeah. This episode of Top Line is brought to you by Pavilion. The pace of change and go to market has never been faster. AI is reshaping how teams operate. Buyers are changing how they research and purchase. The playbooks that worked five years ago are dead. They're gone. Get out of here. That's why I want to go ahead. What was like the best, so you were just in Jackson Hole. I'm just interrupting the ad. It's great. I love it. I was, I actually really, I haven't asked you this. I'm truly interested like Pavilion Gold Jackson Hole. Okay. Okay. That's the deets. How was it? Okay. I love it. Here's what I will tell you. My, I have a few superpowers. Not clear that one of them is running a company. What? But one of them is creating the conditions for, for transformation in in-person experiences. And we got about 25 people in Jackson Hole, Wyoming. And we started off Tuesday evening in this campfire barbecue outside on this plane with the mountains and it was absolutely stunning. And people were just getting to know each other. We had CEOs like Dan Lee from Nooks and Josh Perk from Vector and Nico Cheno, the co-founder of Dust. And then we had investors like Brett Queener and then we had a bunch of amazing operators. And we did a bunch of great stuff. We had all these conversations. Some people went fly fishing, some people went hiking. By Thursday night, we ride horses for an hour through the country along the banks of the Snake River and we come to a tent, a campground that we've set up. And we were sipping, you know, Moscow mules or bees knees, I guess they were. And we're sitting around the campfire and the fire is rolling and everybody's friends. Everybody's friends at this point. And we know that they're friends because Matt Thompson, the president of SoCure, texts everybody on the WhatsApp group a picture of himself shirtless and saying, "Hey, there's a hot tub on the roof and they serve beer." And it's out of mat. It was just a moment where it became more than work. It became more than work. It became something deeper. It came and it gave people, literally the campground was along the rushing banks of the Snake River. And you would see people walk away from the campfire and just stand by the banks of the river and stare at it for like 30 seconds or a minute. And it's because people need that. They need a reset. They need an ability to reset their brain. I came out of that very, very enthusiastic. The feedback we've gotten is absolutely amazing. It's one of those experiences that if you're not there, you know, you missed something. You missed something. There's lots of people that can do stuff like that. What I do happen to be one of them. Where's the next pavilion golden bed? And when? Well, it's going to be at GTM. We're going to do this incredible dinner. But you want to hear something great. So this is a long ad read. Sorry. Sorry, Neil. But so I had this big debate about president's club. And Steve Roll in the president of Clavio was there. And he's like Ciro of Okta. He's like a well known good mark. And I was like, it just doesn't make sense. People are spending millions of dollars on president's club. He's like, you are wrong. You are absolutely wrong. And once people go and he's like, and especially the spouses, the spouses that get to go on president's club, you know, I give a speech and I'm pointing at the spouses. And I'm like, I hope I get to see you next year. And on the plane ride back home, the wife or the husband is looking over at their partner and saying, you better be in president's club next year. He's like, I don't have to do a forecast call. I don't have to do anything. So here's what's going to happen. This is Bavillion Gold president's club. So here's a final observation. A lot of people want to ride in private jets. It's an experience that people desire to have. So if you're a Pavilion Gold member and you refer three other gold members. They have to join. I don't care about, I don't need an email address. They have to join. If you join, if by a certain date, I'm picking it, I'm planning it, let's say December 1st, if you have referred three or more gold members, you get to join in Pavilion Go Presence Club. We meet at Teeterborough Airport and we hop in a PJ and we fly down. It's an, it's an airport that you have to. - Be sure it's not my six-seater airplane twin engine. - It is not, there's no propellers on this plane. It is. - It's a legit jet. - Jet plane. - And we're going to fly to like Hilton Head and do like a clam bake and a dinner on the beach and then we're going to either stay there the night or fly back in the next morning to give people that experience so that everyone of those people can take off. - Austin and I qualify for this because I want to refer three people. You know, if they join, you know, you guys are good friends. We'll see. There's a lot of stuff going on right now. - Can I just fly it? - There's GPUs, you know, you scratch my back. - I will scratch your back. - I'm an ad. - That's sad we've ever done. - Joy and Pavilion, everybody. It's a lot of fun and we get to hang out and ride on PJs. Okay, bye. - This episode of Top Line is brought to you by compound growth marketing. - Oh. - Yeah. - That's. Listen, we love you, compound, it's just Austin's reaction. That's all. It's not that we don't love you. Listen, the way your customers buy is shifted before they. - Let's go. - We're not starting again. Before they reach your wrap, they're asking an LLM who to trust, who to short list and why. Decision-making is impacted by investment at the top of the funnel and most B2B marketing teams under-invest because it's difficult to measure. That's the gap and it's expensive. Compound growth marketing, CGM, bridges this gap for many of the fastest growing companies in B2B SaaS and Cybersecurity. They're predictable demand system. That's PDS, Unites paid media, answer engine optimization and GTM engineering into one discipline engineered to produce pipeline you can actually forecast backed by over 100 million in media managed. Vanity metrics, no guess words, guesswork. If you would like a free audit on funnel media, including AEO Reach Out at compoundgrowthmarketing.com. Please mention Pavilion with 1L. Asset, how do you feel about what I've just shared with you? I think it is so important to have firms help you make sense of how you viewed in the world today. I just love the fact that they're willing to do a little bit of help for free to get to know you and you get to learn how you look in this world. I just went through this huge rebrand and as part of our rebrand, we changed our name and our domain. We went from a domain that for 20 years had authority and showed up in all these interesting ways to one that just has started existing today or last week. It's very interesting. We would have appreciated this audit and I will post them for one as well. I love that. I do need you to redirect your sales talent agency.com. It is in the process. I was a little concerned about that. But you would have known that if you'd had compound growth marketing because their predictable demand system would have helped you in some way. So listen, everybody, no vanity, no guesswork. If you'd like a free audit, go to compoundgrowthmarketing.com and mention Pavilion and we do appreciate your support, CGM. Thank you. It's interesting. In sales, I haven't noticed it in pure enterprise sales functions like the pure, like the Harvey enterprise, the factory enterprise, the cursor enterprise. That feels like it's running very closely to how enterprise ads, snowflake, rubric, those companies used to run at before. And then I'm noticing that in companies like Repplet where you have actually all three functions, you have a mid market, an SMB and an enterprise, you're noticing that the composition of leader to rep has shifted quite a bit, which is interesting. And I don't know why it's not shifting on the other side. I have no idea. Sometimes just as like a belief, like we believe it should be this way and then everyone ends up doing it that way. I think the three of us are all AI-pilled, so to speak. I think there's still a lot of reticence out there in the world. And I think there's a lot of people that are resistant to heuristics and paradigms that they've grown used to over the years. I hear it all the time. And it's a closed-mindedness. You present an idea and it's dismissed very quickly sometimes because it's just spanning controls seven or eight to one. I learned that from Stanley McChrystal and the arm service. How could decades later we do anything different? Which is a good entry point in the topic number two. I have been reading your LinkedIn posts and a lot of them are around hiring, which obviously is one of the key things that you're keeping an eye on and you're scaling the team so aggressively. So it's something that's really top of mind for you. A few things stood out and then we can try to dissect this is the amount of effort you had to go through to find the right VP of sales for this. I think you met with 600 candidates. You had to run a very comprehensive search. A lot of people with 600 characters were so we had 600 applicants probably. You had 600 applicants started. You had 600 applicants. So 600 candidates in the funnel essentially to that one higher. For a long time you were the first screening call for a lot of the reps you guys were hiring. You've got a really interesting point of view on that type of people to hire. How AI proficient versus not. How ready for their job versus not like there's this 80/20 formula of yours that I found interesting. Before we get into all of this specifically, the one thing I've been thinking about nonstop is how difficult enabling your team must be. And the difficulty comes from a few things. One is how many people you're constantly hiring in sales like you are in a lot. So you have these new people that you have to keep developing them getting to type a productivity. The pace in which you're growing you need to get them to productivity relatively quickly. And your product keeps evolving at a pretty fast rate which is this new problem in AI which is how do you get sales people to speak intelligently about these platforms and these products when they're evolving so much all the time. How different is enabling a person or a team compared to how you used to do it before? Yeah. I mean I think you have to be intentional around enablement and just be very very structured behind it. So the moment I knew I was going to hire at these levels the very first hire I made was somebody to run and help me build enablement. Oh, I hired a woman from my last company who's phenomenal her name is Yo-Yo probably one of the world-class enablement leaders out there. So I recruited her like a literally day one of saying that hey I'm gonna go hire this fast and I know that hiring is not gonna be successful if we can enable these people. So she came in and literally just built this world-class on her own by the way you know no spans of controls no team underneath her literally zero to one on her own built this world-class program onboarding program for our GTM folks that we still run today obviously we're hiring in. She's still an even two-day date where what seven months in to the year she is still one person today she's making her she's making her first hire after me pushing her right now. I mean that person is having an onboard right now. So she did it. Yeah she did it all on her own. Is it a cultural thing at Repplet that you know like did Amjid's like instill this idea of frugality from you know eight years in the wilderness before you know before they explore him. I think there's notion of like one of our core principles with like seek pain and you know just doing more with less. I think that that is kind of the DNA of there and just you know getting people who want to do the zero to one and get their hands dirty and really doing that. I think it's just how we all here are just wired to go do right. They were just wired there and again that that's not forever right like you're doing that at a point now where she needs to go do it. But I think it gives you a viewpoint on what is happening at the ground level if you appreciate. I did it I did it myself for four or seven months on my own where I did all candidate first screens. I basically did it and it just gives me a true appreciation for the business right. So anyways enablement is a game changer and the amount of time we spend on enablement now of getting people hired you know going through the company onboarding and then based on your role having them go through a two week bootcamp right and they actually graduate which like a which like a certification would they actually graduate with a certification and that is the time you're actually allowed to hit the street that's when you get your territory that's when you get your book and you know listen we've this last bootcamp we had we had examples of people who didn't pass their certification and that's a good barometer at a test very early on in someone's journey to either course correct or in see if we what we can go do or make a different decision right. So we're working through those pieces. This is fascinating because I do think that enablement is not thought of as one of the first few highs you made and it seems like the critical higher to mate when you're going to be onboarding so many people so quickly and you need to mint. in this growth rate. There's this other belief that I hear of a lot of the ecosystem is that when you're scaling at this pace, you have to have this tolerance for a pretty high turnover rate combining voluntary and voluntary and then promotions. You hear the numbers somewhere between a floor of 25% to up to about 35%, 40%. What's your point of view on like, as you guys are building this machine, what do you expect it to be? What do you think is gonna happen? - Well, I'll tell you here. So right now we're nowhere close to that. No one's leaving. Like no one is leaving either voluntary, or we've had a few involuntary stuff that we had to go do, but it's very, very small. We're hiring to the right levels. People are actually earning what they wanna go earn and they're actually making a good livelihood. They're getting satisfaction of the day to day, the job, the learning, iterating. So we're nowhere near those attrition rates out there. I do think that will change. As we continue staffing and we continue growing to the levels we have, I do think performance will normalize it out. We're changing our plans. I'm raising quotas for H2 because H1 was there. - Was it H2? - Was it some point into? - What's that? - Yeah, there was no quotas. - That's your compensation. - There was no compensation plans and there was no quotas in this company up until January 1st of this year. - So, do you know if OpenAI still doesn't have quotas? - OpenAI is not have quotas, but I think what both in traffic and OpenAI are starting to talk about a lot internally is this collective book of business. So you have like a frontline manager with a handful of reps and there's a book that they manage together in terms of these key accounts and how much revenue can generate from them. So they do think about revenue across that portfolio quite a lot. And they try to think of it as a team structure more than anything. Yeah, I think we were just talking about a Christian, right? So yeah, we don't have that. I mean, and my viewpoint is I do think that'll change. If you create a winning culture and that's the culture I'm creating here is like, even though we're raising quotas, it's not like we only want a small percentage of our team hitting quotas. We actually want the vast majority of our team hitting quotas, but we want to do it in the right way. So I think as long as you're kind of creating that type of culture where people actually see it, people will actually come out and stay. You'll definitely have the pool of people that were hiring so fast that we may have gotten wrong. Right? We may have gotten wrong. And that's just the nature of what it is. And you know, sooner and earlier, you realize that and move on. The better. Quotas is also this thing that everybody is wrestling with like, what should the right multiple towards the EB? And so you would see companies had kind of normalized around three to five times total income as a person's quota. And so now in this age of AI, there's this one side of the spectrum where people are light accounting executives will be able to do 10, 20 times their OTE. And then again, like actually this is now from the John McMahon group of people in the market. They're like, it's anything above a million and a half, two million in terms of a person's productivity, signals that you're leaving money on the table. You should make it relatively difficult for a person to get to one and a half, two million and you should hire more people if that one person could do more, but is you cannot efficiently manage the sort of demand that would be required to manage to do a lot more than that, especially mid market and enterprise where you have to get on planes and go meet people and there's all of this stuff you have to go for dinners. Like there's things that you just can't scale with AI. What are you seen internally and how do you think about what the upper limit of productivity looks like today for an accounting company? Yeah, I mean, so we're looking at baselines, right? We're looking at baselines who are looking at data. So we have a half a year's worth of data. So when I came in, I did half your plans. In an insight, we could have argued and said we should have done quarterly plans. When we did half your plans and the half your, at the ends today, today's the half your point, June 30th. And we now have a lot of, we have six months worth of data to actually look at it. And like the spoiler alert is the vast majority greater than 90% of our team over a team they're number and just blew it through the stocks, whether you were in commercial or in enterprise, just didn't. Yeah, so, and again, that could be like I said, the number two low, we just didn't know, we're going to be teased here today, so there's been a lot of money. So we're right sizing that, right? But a few things that we didn't have in H1, that we have in H2 is I've bifurcated the team. We actually have teams that focus on new logos, then I have teams that focus on expansion. In H1, teams were doing both new and expansion. So you have to kind of look at the business and saying that hey, if you pull that apart from somebody and somebody's just thinking new logos, what is their productivity that they can actually go do and what does feasibility look like? So we're just looking at trends, and we actually pulled every single person to see what feasibility looks like based on the pipeline numbers we actually have, and how much pipeline they can go do, and then we're coming up with a number. What we are doing for H2 is I am doing quarterly plans for a couple of reasons. I want the ability for my reps to earn an accelerators twice, because I think that's a good motivating factor versus once. So if someone is just below through their Q3 number and get into accelerators and someone can below through their Q4 number, get into accelerators, so I want to kind of give that care. And then the other thing, which is more of a benefit for the business, it allows us to assess order. Look, if things go well, maybe Q4 looks different or market conditions completely deteriorate for some reason or another, or something happens that allows us to adjust quickly. So those are some of the factors we're doing right now, but I'll tell you, just for numbers, Sakes, and I won't get into more specifics, our enterprise reps were 1.5 annually for the first half. Every single person is like well, well, above that. So going back to like what does, you know, is two million a lot per rep, I would say, no, two million is not all. Yeah, you can do a lot more. So we're also going to see, right? Like you, because you saw what like the upper limit of like humanly possible was, it was like, so much of it just comes down to like, what can you humanly do when you've let teams wear, you see, you've got a hard workers and they're putting in the hours, but there's this limit that they had in terms of what they could do. And hence what they could earn and all the impact they could have and the value they had for the business. And all of that just changes now, if they're doing this. It does. Yeah, I mean, and for us, I think the big shift we're looking at is as we shift more into outbound versus inbound, I think the nature of outbound opportunities are going to be a lot different. In my opportunities, you know, you're taking an order, right? You're taking an order, very, very quick sale cycle, happens very, very quickly. And yes, the bandwidth is more about how many meetings per day can you actually go do the satisfy? Outbound is different. You know, you get an outbound at a company like FedEx, you got to go nurture it, you got to go build it, you got to go on set and build it really. Those opportunities as long as it flows, that is the big mind shift and muscle shift that I think our company is going to go through in the next few months of just getting the maturity of our sellers that have been so used to the inbound. Now, starting to see these outbound opportunities with these amazing locals, but they need to be worked differently, right? And there's going to be a enablement, light of education, and a lot of that, that comes with that. So that's what I'm looking at right now in focusing on. There's this Sam runs for Berlin and in the CRO school, I think it was in CRO school where I had heard this. And then trial and Lawton speaks about this a lot as well, is that the job of the CRO is to look out two years, three years down the line and start putting in pieces today that will make the plan two, three years down the line happen, right? So like, you're doing outbound so early, it's like looking out into the future. Then the VP of sales' job is to hit the number, is like accurately hit, be able to forecast and just hit the number, whatever cadence you're on monthly, quarterly, early. It's like higher grit team and keep hitting the number over and over and over again. And that's kind of how we thought about a VP of sales previously. From what I've seen, that's still what is required of great VP of sales, right? Like, I need you to own this number and I need you to just make it so that there's no chance that we miss it. Is that the core that you're looking for? And then what else was different this time when you went high? I'm actually not, to be honest with you, like hitting the number, that to me is like, that's part for the course, right? Like that's part for the course that's expected to go do and yes, we do forecast calls, we do deal reviews and all the things that are there. And I'm from the labor that if you do the right behaviors, numbers will follow. So yes, that's part of it. But for me, it's more about the productivity ramp of making sure people are continuing to ramp at the right levels and timeline when they get out of boot camp. It's about teaching, we have a lot of non-traditional profiles that are hired here that have not come from the sales world. You know, is growing them and maturing them and enabling them to actually negotiate better, to discover calls better, to qualify better. It's more of those things that I want to see an improvement on rather than hitting the number. Hitting the number is the output and like, well, get there if we actually do these things. Like if I can do better discovery, if I can drive better conversion from discovery to POC and because we know that once we actually get customers in a POC stage, we convert 80% of those deals. That to me is what I want to do. to see an improvement on, right? Is the end in the education and there? Because if I do those things, the rest of it will follow. We don't have a conversion problem. Like we don't get what KOC and lose deals. We get into a POC and we win, right? So how can I get more deals in the POC stage? How can I get more customers to do hackathons with us? How can I get out of those hackathons, you know, in a way where customers want to accept our solution? I look at more of those things that I want my BPS sales to control. But then I do like hitting a quarterly number. You guys should do a hackathon at the Golden Market Summit. We're talking about doing that right now. Yeah, that is so cool. That would be like the Golden Market hackathon, like a thousand people are there. Oh, that would be wild. That's so cool. I would be excited for that. Yeah. [APPLAUSE] I just stand for all those vests, vazis. This show is just all about random shit. I love that. Those were such great. That would be an interesting. So those vases, I'm going to ask you guys a question. And you tell me whether you're bullish or bearish about this particular thing. The question I have for you, we'll start with Sam, so you can kind of get a feel for the Aussie, is you've been spending sometimes thinking a lot about these AI avatars that are supporting sales in various ways. You know, one mind, Abara, there's a number of these riddits, 19 companies out there. And what they have got is, in some cases, the ability to be a replacement for a salesperson, when we had Amanda on, it was really interesting to see that you could implement one mind where the deal size and it just would make it so that you wouldn't even topple that business before. The economics wouldn't work. And now you can run off of that business. And then the other use case is kind of as a support system of some sort, like human plus. Which one are you more bullish about, but comes the standard in the future. That we'll see a lot more of these avatars that we're interacting with. Or that's going to be there. We'll see where it goes. There's going to be this human plus avatar combination. That's going to be the thing. That's a good question. And I have one rule about technology, which is that I don't ever say computers will never do this, whatever it is. I don't say that. I think we don't know what computers are going to do. They seem to get better all the time. Technology improves at an exponential rate. All of the things that people-- computers will never have imagination. I don't think that's true. Computers will never be able to close the enterprise sales cycle. It won't have to. So the question is, am I bullish or bearish on-- I'll reframe it. Am I bullish or bearish on AI avatars replacing humans? Or just binding with humans to create this super-cyborg salesperson that grows and closes all the shit? I think they'll be both. But I certainly think the bigger opportunity is fully replacing them. Gazi, part of what we do through Poverian Gold is we make investments in up and coming opportunities. And so we have an opportunity to invest in one mind. And so we saw a demo yesterday. And Amanda, the CEO, was interacting with AI avatar in real time. There was a little bit of latency. But it wasn't like it was three years ago in Nashville. It was pretty responsive. And all of the questions-- so the most common question in that moment is, well, first, it's why is it so expensive? If you're replacing a person shouldn't be much cheaper. And she says, well, I'm not replacing a person. I'm replacing 100 people. This thing never sleeps. It never stops working. It works all the time. And it'll close as many deals as is humanly possible. So I feel like-- and the other comment is, well, people don't want to buy from robots. What if the robot gets something wrong? And you just think about all of the sales people that get things wrong all the time. All of the sales people that don't have the answer to the question all the time that you say, can this thing do this? And they don't know the answer. Now, with AI, maybe they have a thing that comes in and says, yes, we can do this. And here's the product specs. But I am more bullish on the full-- I think both will exist, for sure. But I think the bigger opportunity is full replacement. I think it's going to be like this choice that a founder has to make. This is where the personality of the founder will really matter. But because I think it's a decision you will get to make. Because both options will be available there. It's like you can choose to make this company with no humans. It's like all this like, AI is everywhere. And it's all these like, all you would want, like, I want to make the bet that of Aussie Thompson and Bill Zabesayl seem to enable with AI, et cetera. I think there'll be choices that founders will have to make. And I hope a lot of them make the second choice. And I think the second choice is the one that I think is most powerful in the near-medium term. Like, you long term, you know some, but in the medium term, you can imagine a world in which combining something like that with its inefficiencies with a salesperson who's really good, can create good outcomes. Have you thought about this policy like implementing this sort of thing internally, like a one-mind? Yeah, not really a chatbot. I mean, we had early conversations about a chatbot. We've got this other tool internally called Zerg, which is more of a kind of like our search agent. We're thinking about coming up with a solution with that, on which you'll come. Yeah. For you, the question I have is, you've shared really interesting thoughts on systems of retro. I'm Salesforce specifically. You guys are Salesforce Trustama, I believe, right? Big Salesforce Trustama. What are you bullish about HubSpot, which is kind of a system of racquet and kind of in the CRM space, but has some unique differences as well in terms of the segment of the market itself and the place it holds in our ecosystem. Are you as bullish about them, are you as you are about Salesforce? Yeah, I mean, I think there's different use cases. I see HubSpot is more of a, there's strength being more in marketing automation than I do on the sales side. Yes, they do have the sales version there, but I think their marketing automation is actually stronger in different aspects than kind of the sales version there, for sure. And then Salesforce, like Emmett Salesforce isn't going away, right? I mean, their revenue is mainstreaming and they may downsize in kind of the commercial segment out there, but they're not going away. And I think with their headless offering there, I think that's kind of a smart bove in getting things out into the ecosystem. So yeah, I mean, that's kind of like take on it. I mean, we also use HubSpot, by the way, but we use it for marketing automation. And it's actually, that's great. What's like your rolling market test time? Like the company? It's HubSpot for marketing automation, GONG, and Salesforce. And that's kind of, that's kind of it. Yeah, everything else on top of that is Replet. We built our own CPQ on Replet. We're building our own version of Clary on Replet. We built our own version. We built our own version of Gainsight, which is our customer health dashboard on Replet. And then we have a laundry list of other things we want to go do. We're in fact, just hiring for this term that everyone loves, it's like our version of a GTM engineer, right? You'll have, or an AIGD, or we're basically hiring our version of that in their DevOps stack, and their job is going to be to look at the entire ecosystem and look to see where we can start driving some efficiencies. How do you, what's the communication framework between you and you report into on-charts, right? How, at this sort of pace of growth, what's the, how often are you guys chatting? How do you have most of your conversations? How much of it is structured versus organic? How does this work? How do you maintain alignment at this sort of 10X growth year over year for multi-year? Yeah, I mean, we're all extremely busy and have crazy travel schedules, and every single week is different, and we're on the road, and it's hard, but we do have some structure, right? So we have a weekly executive sync, which is basically like, I'm Judd's Directs and kind of our extended leadership team. So every single week we meet as a leadership group to talk about the week, if you will, and that's a very ad hoc productive, like no nonsense meeting that happens every single week. And then I've got a cadence of one-on-one directly with on-jud, and then the rest of it is just fluid of-- And now one-on-one is a weeky one-on-one. Weekly by weekly, that just depends on the schedule, but it's on the calendar, and sometimes it happens, sometimes it doesn't happen, but we have it on the calendar, and we try to meet, and then the rest of it is just constant, checking in and whatnot where we need to check in. But there's also a level of trust, and a level of communication where, you know, Amjad knows pretty regularly, like what the state of GTM is, what we're doing, what we're working on, it is my job to update him, and then we talk about it in those capemases. Gazi, thank you so much for being our guest on top line. We love having you, we're excited for all the success, we're cheering you on, and it's been great. Amazing. Amazing. Smash subscribe on YouTube, check us out, listen on Spotify, join our Slack community. We'll see you soon. Thanks for coming. [MUSIC PLAYING] If you are looking for more top line, check out the top line newsletter at toplinemedia.substac.com. That's toplinemedia.sub substack.com or if you're a video person, check us out on YouTube. Top line - media is what you want there. Have a delightful day, everybody.