00:32:00 · Guillaume Moubeche, Reggie Marable
[00:32:00] S1: We do consistent team meetings. So that's kinda how our operating cadence works. What's the best way to build, like, accountability within the team? Like, have you seen things that work really well for everyone to be accountable? [00:32:14] S0: I... I've seen things work really well, and I've seen thing... Things work not well. I've also seen accountability on steroids where it doesn't feel good to be part of an organization. So I try to find the middle ground, and really, it just comes down to setting clear expectations. Everyone is comfortable and understands how we're being measured and what would the success look like, making sure we're on a consistent operating cadence. You're being transparent, there's no secrets, there's no gray areas, there's dual coaching. And if you do all of those things... And then also creating an environment where people feel comfortable telling the truth. Like I always say, good news should travel fast, bad news should travel faster. If there's an issue with your forecast or with the deal, let us know. We'll swarm it, we'll help you. But you want to create an environment where there's high accountability, high inspection, consistency, but also people feel comfortable telling the truth. They're not going to get beat up if they make a mistake or something goes south and they're looking for help. So in my humble opinion, that's kind of how you do accountability and that's how we do it at Sierra.
00:32:14 · Reggie Marable, Guillaume Moubeche
[00:32:14] S0: I... I've seen things work really well, and I've seen thing... Things work not well. I've also seen accountability on steroids where it doesn't feel good to be part of an organization. So I try to find the middle ground, and really, it just comes down to setting clear expectations. Everyone is comfortable and understands how we're being measured and what would the success look like, making sure we're on a consistent operating cadence. You're being transparent, there's no secrets, there's no gray areas, there's dual coaching. And if you do all of those things... And then also creating an environment where people feel comfortable telling the truth. Like I always say, good news should travel fast, bad news should travel faster. If there's an issue with your forecast or with the deal, let us know. We'll swarm it, we'll help you. But you want to create an environment where there's high accountability, high inspection, consistency, but also people feel comfortable telling the truth. They're not going to get beat up if they make a mistake or something goes south and they're looking for help. So in my humble opinion, that's kind of how you do accountability and that's how we do it at Sierra. [00:33:20] S1: Do you have, like, specific example of things that happened that made you think, okay. Now I feel like everyone's really accountable with with what we're doing here?
00:33:20 · Guillaume Moubeche, Reggie Marable
[00:33:20] S1: Do you have, like, specific example of things that happened that made you think, okay. Now I feel like everyone's really accountable with with what we're doing here? [00:33:32] S0: Yeah. It's... It just started from day one. One of the things that Bret and Clay pushed me on was just creating a sense of urgency around our selling motion. You know, closing out quarters, like doing... You know, being being accountable and accurate on your forecast. So it it was built early in our DNA. And then as we got bigger and bigger and bigger, it just became part of our culture. Accountability, operational excellence inspection, operating with urgency, being accountable to your forecast, to your deal. So it's part of [00:34:01] S1: our DNA, and we we started day one with this, like, level of accountability inspection. So how how does that work exactly? Like... So you have, like, the two cofounders who are setting up, like, the quarterly expectations. And then from there, you build, like, your pipeline and what's need to be done. Like, how how exactly do you, like, make it work backwards essentially?
00:34:01 · Guillaume Moubeche, Reggie Marable
[00:34:01] S1: our DNA, and we we started day one with this, like, level of accountability inspection. So how how does that work exactly? Like... So you have, like, the two cofounders who are setting up, like, the quarterly expectations. And then from there, you build, like, your pipeline and what's need to be done. Like, how how exactly do you, like, make it work backwards essentially? [00:34:26] S0: Start off with what is the annual target? Like, what... What's the goal for the company? And then from there, we assign quotas to help us, like, cover that that company target. And then we also look at, like, how much do we need to do in q one, q two, q three, q four. And then... So you back into it, and then now that an AE knows what their quota is, what's expected, you know, what are the metrics that were... That's gonna lead to them getting deals closed, and that's like leads, piped gen, POCs. So if you back into it, it's pretty easy to build it back up to say, we wanna be... I'm just gonna use rough math. Like, we wanna be... We wanna do a billion dollars this year. So then I I will take that billion, and then I'll back into it of how much do I need to assign out to the feet that are on the street. And then how do we ensure that we're hitting those targets and those goals by, like, our inspection, our operating cadence, so forth and so on.
00:34:26 · Reggie Marable, Guillaume Moubeche
[00:34:26] S0: Start off with what is the annual target? Like, what... What's the goal for the company? And then from there, we assign quotas to help us, like, cover that that company target. And then we also look at, like, how much do we need to do in q one, q two, q three, q four. And then... So you back into it, and then now that an AE knows what their quota is, what's expected, you know, what are the metrics that were... That's gonna lead to them getting deals closed, and that's like leads, piped gen, POCs. So if you back into it, it's pretty easy to build it back up to say, we wanna be... I'm just gonna use rough math. Like, we wanna be... We wanna do a billion dollars this year. So then I I will take that billion, and then I'll back into it of how much do I need to assign out to the feet that are on the street. And then how do we ensure that we're hitting those targets and those goals by, like, our inspection, our operating cadence, so forth and so on. [00:35:19] S1: And have you already had to kind of readjust during the year, like, certain numbers? Or how how exactly? Because... I mean, you know, like, when it's a startup, things can be a bit unpredictable, and your growth has been phenomenal because you you hit, like, 100,000,000 in an recurring revenue, like super fast. So how exactly do you manage, you know, like to predict this kind of things when this is unpredictable by a sense, you know?
00:35:19 · Guillaume Moubeche, Reggie Marable
[00:35:19] S1: And have you already had to kind of readjust during the year, like, certain numbers? Or how how exactly? Because... I mean, you know, like, when it's a startup, things can be a bit unpredictable, and your growth has been phenomenal because you you hit, like, 100,000,000 in an recurring revenue, like super fast. So how exactly do you manage, you know, like to predict this kind of things when this is unpredictable by a sense, you know? [00:35:50] S0: Yeah. So we we start off with, like, crazy aspirational goals, and I'll I'll quote I'll quote Ali, Muhammad Ali, if your dreams don't scare you, they're not big enough. So, like, our founders will set, like, very lofty expectations, and then it's our responsibility to rally and figure out how do we can hit those expectations. But because we're we're having so much success, we're growing so fast, there's been a couple of times where we said, hey. We wanna do 20,000,000, and we ended up doing a 100,000,000. So we'll reset the targets and goals. But our goal is to be a generational company. And the only way we're gonna do that is if we're delivering results for our customers and we're growing at a rapid pace. So we have very, very lofty goals. So hopefully that answers your question. But they're constantly changing just because of the pace of what's happening