Ted Glasnow

I could absolutely imagine companies where sales is the starting gun, not the finish line, and everything that happens after the starting gun is owned by success, and that the success team -- maybe it should be called something different than success in this case -- becomes incredibly central to how accounts grow and how they expand over time.

You can’t expect the organization to “just know” how to pull together a quarterly plan. Working without an agreed-upon framework can often be a recipe for disaster. 

Trade schools aren't pumping out as many professionals, and older ones are retiring because their bodies can only do it for so much longer. This gives them access to work from home, like the rest of us have.

Every start-up has less resources than they need, so strategic planning is essential at all stages

What to look for Post-Product:

1) Retention: Users stick around 2) Surveys: Users say they’d be very disappointed if your product went away 3) Exponential organic growth 4) Cost-efficient growth 5) CAC < LTV 6) Customers clamor for your product 7) People are using it even when it’s broken

Broadly, there are six categories of North Star Metrics: 1) Revenue (e.g. ARR, GMV) 2) Customer growth (e.g. paid users, marketshare) 3) Consumption growth (e.g. messages sent, nights booked) 4) Engagement growth (e.g. MAU, DAU) 5) Growth efficiency (e.g. LTV/CAC, margins) 6) User experience (e.g. NPS)

our game is to be the connective tissue and the one API for the ecommerce ecosystem