Frank Slootman

and so every rep every se was responsible for the full life cycle of a customer from the first time he got them excited about the idea of something to the time where they'd upgraded many many times and bought other products that's what i wanted from the people i cannot not to ask that why not believe in uh cs we had chris degnan on from snowflake and he's like just completely denigrated cs and said that's why we don't have it and it's basically

Frank and I, when we got to ServiceNow, there was a group called Customer Success. What I found in that group was when I asked them, what do they do? They basically did three things that should have fit into other groups. They either were taking calls from customers saying, something's not working, help me, support me.

Frank and I, when we got to ServiceNow, there was a group called Customer Success. What I found in that group was when I asked them, what do they do? They basically did three things that should have fit into other groups. They either were taking calls from customers saying, something's not working, help me, support me.

Frank and I, when we got to ServiceNow, there was a group called Customer Success. What I found in that group was when I asked them, what do they do? They basically did three things that should have fit into other groups. They either were taking calls from customers saying, something's not working, help me, support me.

Our support department was woefully under-resourced, so they weren't getting the responsiveness. So that job should have been handled by support. Get rid of that and make support do that job. I want to add more capacity. You're doing well. How do I add more licenses? That job should be done by sales. How do I configure something in my system? I'd like help hands on keyboard.

Our support department was woefully under-resourced, so they weren't getting the responsiveness. So that job should have been handled by support. Get rid of that and make support do that job. I want to add more capacity. You're doing well. How do I add more licenses? That job should be done by sales. How do I configure something in my system? I'd like help hands on keyboard.

Our support department was woefully under-resourced, so they weren't getting the responsiveness. So that job should have been handled by support. Get rid of that and make support do that job. I want to add more capacity. You're doing well. How do I add more licenses? That job should be done by sales. How do I configure something in my system? I'd like help hands on keyboard.

That should be a paid for professional service. So we got rid of customer success because quite honestly, it was a make-believe organization that didn't need to exist. A lot of people get excited about it because they're worried about the churn in their business. We were 98% plus renewal rate. So I didn't have a churn problem.

That should be a paid for professional service. So we got rid of customer success because quite honestly, it was a make-believe organization that didn't need to exist. A lot of people get excited about it because they're worried about the churn in their business. We were 98% plus renewal rate. So I didn't have a churn problem.

That should be a paid for professional service. So we got rid of customer success because quite honestly, it was a make-believe organization that didn't need to exist. A lot of people get excited about it because they're worried about the churn in their business. We were 98% plus renewal rate. So I didn't have a churn problem.

How are they going to show up and say, what did I do that was uniquely me that was different that I could measure and get outcomes? I could never get customer success people to tell me what they actually did during a day that made us make money. And so the same problem that I said, people buy product to make money, save money. I had another problem. I had to fund more people in support.

How are they going to show up and say, what did I do that was uniquely me that was different that I could measure and get outcomes? I could never get customer success people to tell me what they actually did during a day that made us make money. And so the same problem that I said, people buy product to make money, save money. I had another problem. I had to fund more people in support.

How are they going to show up and say, what did I do that was uniquely me that was different that I could measure and get outcomes? I could never get customer success people to tell me what they actually did during a day that made us make money. And so the same problem that I said, people buy product to make money, save money. I had another problem. I had to fund more people in support.

I had to fund more people in sales. And I had to build my professional services and partner ecosystem. So I got rid of it. And I brought it back slowly over time in very boutique ways, but the customers actually paid for those resources, not given away.

I had to fund more people in sales. And I had to build my professional services and partner ecosystem. So I got rid of it. And I brought it back slowly over time in very boutique ways, but the customers actually paid for those resources, not given away.

I had to fund more people in sales. And I had to build my professional services and partner ecosystem. So I got rid of it. And I brought it back slowly over time in very boutique ways, but the customers actually paid for those resources, not given away.

I think that many of them are coming to the same realization. I was talking to one CEO of a fairly largely scaled SaaS company, and he told me, we are going to be revisiting these decisions. It's fun because, you know, I can't say to people, I told you so, but I start planting the seed. What are they doing? What's your metric? How many do you need? What's your factor?

I think that many of them are coming to the same realization. I was talking to one CEO of a fairly largely scaled SaaS company, and he told me, we are going to be revisiting these decisions. It's fun because, you know, I can't say to people, I told you so, but I start planting the seed. What are they doing? What's your metric? How many do you need? What's your factor?

I think that many of them are coming to the same realization. I was talking to one CEO of a fairly largely scaled SaaS company, and he told me, we are going to be revisiting these decisions. It's fun because, you know, I can't say to people, I told you so, but I start planting the seed. What are they doing? What's your metric? How many do you need? What's your factor?

Most customer success organizations come at it with, hey, I need this many people for this many accounts or for this much revenue. In every organization, I think, how do I become more efficient over time? And so every structure, I've got to drive efficiency. How many dollars per sales headcount am I driving?