Leading through Headwinds and Tailwinds

Pete Thornton 00:00
All right. Welcome back rampants to The SaaS(ramp) Podcast. I’m your host podcast Pete welcoming Ankur Passi to the show today. Ankur is VP enterprise revenue at Greenhouse. Welcome to the show, Ankur.

Ankur Passi 00:19
Thanks, Pete. So happy to be here.

Pete Thornton 00:21
Yeah, really glad to have you on. We talked a long time ago, you had some amazing family news. So we pushed this thing out a few months and, and so always glad to welcome a VP revenue with a lovely new member of the family right here, a beautiful daughter.

Ankur Passi 00:36
Thank you. Appreciate it.

Pete Thornton 00:39
Wonderful. So when we spoke initially to when we’re speaking now, maybe we touch base in like October of 2022, something like that. It was earlier days, maybe hints and signs of it. Now for context for anybody listening later. This is February 2023, slightly different atmosphere. So I don’t want to put this question right up. But let me just kind of ask right off the bat, biggest challenge of the last six months? And are we actually seeing it kind of right now?

Ankur Passi 01:09
Yeah, definitely. And there’s been a ton of change over the past several months, right. So really, the biggest challenge in the last six months is leading through that change. We’ve had record inflation, we’ve had slow economic growth now kicking in, and we have headlines from we’re entering doom and gloom, the fact that a lot of companies are experiencing layoffs in the tech sector. So it’s kind of navigating through that change. Yeah,

Pete Thornton 01:39
100%. So, that is, you know, some of the ones, the latest one that we heard of in this current timeframe, it was, you know, of the beloved larger tech companies was HubSpot with a large one as well. But before that, you know, Microsoft and Salesforce and Amazon. And it seems like none of the larger ones are being untouched. And then you mentioned, like, what happens to the new sector we were talking about, like don’t click on too many LinkedIn articles. It’s just a little rough. And so you’re sitting in a seat where you’re trying to lead people, you know, that are now in, you know, less focused on maybe like, FY 23, and what the goals are and more focused on like, clear and present danger. What’s right, yeah,

Ankur Passi 02:19
we’re focused on sales execution today. And really, it’s ignoring the news, right, and looking at the pipeline, and everything that’s in front of you. And all signs point to the fact that the enterprise, at least in our space, is still buying, they continue to buy software. And it’s important as a sales rep and as a sales team, that you maintain that strong morale and that you navigate through that change. Right. So you’re always going to have headwinds and tailwinds. And just as a person leading the organization, it’s really important that you have yourself and the team maintain that steady state throughout.

Pete Thornton 02:58
Okay, what you have any like this isn’t isn’t very poignant. For some folks like in this current timeframe, any practical tips, as a leader on maybe ways to kind of keep the focus, like looking forward to, you know, continued growth, future growth, meeting goals, things like that, as opposed to watching out for only, you know, the definitely working over here,

Ankur Passi 03:23
I would say focus on the small wins, right? It’s not the big wins that you need, right now. It’s those small incremental wins that allow you to charge ahead, and just know that even if budgets currently look relatively flat, or have decreased in Q1, there is an expectation that the economy does bounce back in the second half of this year. And even if that doesn’t happen, companies are going to continue to grow. They need to focus on operational excellence. And it’s really important that you maintain that Oh, to that level of sophistication with your buyer, to know that you’re going to help them get through this challenging time.

Pete Thornton 04:07
That’s an interesting point. So, so talking about like, actually, not only leading internally, and like you have a team of enterprise sellers and managers, etc, but actually leading your buyer, because they’re going to be experiencing those kinds of Right,

Ankur Passi 04:20
yeah, here. You know, our buyers, we’re seeing some of them, they’re frustrated, they want to move forward with some of these projects, and they’re getting pushed back from finance. And the reality is, as long as you’re able to prove out that value and ROI and make it measurable and real for that buyer, then enterprises, like I said, they’re still continuing to buy, you just have to help create that justification create that business case, and now is really when your sales skills will shine, and this time of uncertainty and this time of slow economic growth. This is where you can stand apart from the rest and really grow your career.

Pete Thornton 05:00
Okay, okay, that’s a great point. I mean, they always make that point about companies about the types of companies that come out of a recessionary period. Like, you know, how long they last versus others and things like that, like it, I guess everybody is a brand, everybody is a company. So there’s gonna be some real winners who come out of this just because they were able to push through,

Ankur Passi 05:18
they’re gonna push through, right. And it’s really important that you use this time to learn and grow and evolve your craft. And the most important thing as a seller is that you change, right, because the same tactics and strategies that worked six months ago will no longer work this time.

Pete Thornton 05:36
Right. Right. Right. Yeah, we see some wild data. And on the revenue intelligence side where, you know, like, visionary approach was working 2021 22. And now that is associated with a 70% loss. It’s like it has almost 180 flaws.

Ankur Passi 05:51
Now, it has to be tied to our measurable ROI measurable impact, versus what it was six months ago, which was, you know, this is the future. This is like, how we’re going to evolve your organization to be more strategic. Now, it’s all tied into dollars and cents impact. Yeah. Yeah. Such a different pitch, like

Pete Thornton 06:12
no longer like art of the possible, but just like, what are we doing today? ultra clear, fairly tactical? Yes. Okay. That’s interesting. You may have already touched on it. But just for clarity, if you had to choose one thing leading into, let’s just even do just h1, like, forget the whole year, it’s just too much, too big of a bite. If you’re trying to grow your organization right now. What would be the one thing you would recommend or have to get right, in order for that to happen? Yeah, great

Ankur Passi 06:42
question. And I think it’s the talent that you hire within the organization. So if you have an opportunity to continue to hire and continue to scale your team, it’s looking for those folks that will add value, add a unique perspective, right? And help essentially level up the folks around them. And that’s essentially what I would say as far as like the golden nugget.

Pete Thornton 07:06
Yeah, that’s fantastic. When, who, what kind of like when you’re talking about the people that level up, folks from around, there’s different types of managers that can do that. Like that’s kind of like, part of the job title, individual contributors who are like, have an example they could do that, too. Do you have a, you have a? What do you call it like a horse in the race as far as that goes? And yeah,

Ankur Passi 07:27
Yeah, I mean, I truly enjoy bringing icees to the team that is dynamic. And that can add a new perspective, right? Because in this time of uncertainty, it’s really easy to get negative. And, you know, just think that basically, the world around you is crashing. And it’s really important that when you add folks to the team, that you’re able to bring a positive force, potentially someone that’s been through a time like this at another company, but has kind of lived through it and persevered and been successful, tough to find,

Pete Thornton 08:08
total find, for sure, they stick in your mind, I’m thinking of about four or five people, right now, as you say it like, you know how people filter through your mind when you’re getting a descriptor like that. You’re like following the story. And, and they have been, they’ve been through it. And they are these like, they’re these serial ICs. Yeah, there’s these ones who are doing it over and over. They’re like, Thanks for the management offer. I think I’m gonna stay here and do this. And they’ve weathered the storm, and they can kind of just tell other people they had, you know, these little stops, and, yeah, yeah, they do. Well, by the way, too, so have any pity on them. They don’t have like a cool title or something like, yeah, that end of the wooden

Ankur Passi 08:42
at least folks that didn’t have to go through a prior recession, but maybe they went through some change in an organization where there was an acquisition or potentially, you know, a business that wasn’t doing so well. And they were able to, like, lead through that change, and develop their craft and evolve and grow.

Pete Thornton 09:02
Like that. Yeah. Okay. That’s a very good point, too. Like, it’s not just a full recession from 2008. Like, these are things that have happened along the way. That’s right. All right. That’s a great point. I haven’t heard that before. So I appreciate that. Okay. Tell us about you. You’re sitting in a seat that people would love to be in this fantastic title. So fantastic company, like, you know, this was not something I happened to find and never heard of, like, I know. Yeah. So how’d you land here? If anybody’s trying to emulate or follow a path like you followed? Oh, definitely. And

Ankur Passi 09:33
my path wasn’t very straightforward. I grew up in a suburb in Long Island. I worked in real estate actually, during the crash of 2008, the mortgage crisis and learned a lot at that time. From there. I actually ended up traveling to Silicon Valley around the time that I graduated college and ended up working in tech as a sales rep for a multi touch hardware manufacturer. Okay, and that was super interesting for me because As I was on a small team, it was probably a company size of about 30. At that point in time, we just learned a lot about selling technology, although it was hardware, and ended up landing some significant logos for this really small, multi touch hardware manufacturer at that point in time, and this was around 2011. So the tech landscape was completely different valuations were completely different. And I got a lot of unique exposure at that point in time by joining such a small organization, and kind of learning all the inner workings of not only sales, but really all aspects of growing a company. From there, I ended up moving on to Oracle, which was my real first SAS tech job. And it was really unique in that I was around all these experienced, very well polished sales professionals, and went through this extensive training. And that’s actually where I met my wife, believe it or not, that was life changing for me. And at that point in time, I joined the Oracle HCM team. And we were now selling a suite of products to the enterprise. So here I am, this person with one year, little over one year of technology sales experience. Now working on behalf of arguably one of the greatest sales teams, most powerful sales teams in the world, and received some world class training. Yep, worked with some world class salespeople, and really evolved and grew in that role.

Pete Thornton 11:39
Okay, so that’s pretty amazing. Just a little bit of commentary from this will end up Episode 5253, something like that. So with lots of conversations in a short period of time, there is a common thread. So I refer to it either as the Oracle or SAP mafia, one or the other. There’s so many people who’ve come through there. But there’s this thing where a lot of leaders, I’ve noticed, have been in a very small organization and gotten to wear a lot of hats, and then made this rapid transition to a huge organization to kind of see from the top of the mountain, and they’ve seen both sides. And then they say that duality of experience seems to make for a pretty good leader. Yeah, I’m thinking of two CEOs. And just so like, so you’re, you’re a good, you’re in good hands here and good standing. But that’s an interesting the experience that you had from once Yeah, and then got the training, like you kind of had to figure it out

Ankur Passi 12:30
at the training, training. And then from there, I had the startup pitch, right. So after spending some time at Oracle and working as an enterprise AE, I had the startup edge to go back into a smaller company and drive some impact. And I was actually recruited by a Y Combinator backed startup called Leivo. At the time, to essentially run a very small sales team. It was like a sales team of two people. As a senior sales manager, when I had joined that organization, we’re at about 35 employees give or take, now Provos probably north of 300. Employees are very successful. profitable, yeah, had a ton of experience working with a capital constrained business and growing it to profitability. So we actually elected at that time, intently not to raise any additional money beyond what we raised from Y Combinator and our seed. Okay, and world class investors like Qualcomm, Andreessen, obviously, Y Combinator, and folks definitely want to pour more money into the business. We were competing against Twilio, if you’re familiar.

Pete Thornton 13:39
Yeah, somebody who works at Twilio right down the street. And this is not a software hub where I live like that, how far and wide they are.

Ankur Passi 13:45
Yeah, Twilio has just blown up. But at that point in time, when I joined, no one really knew who Twilio was. There was that Astra developer sign on the 101, which was really famous. But aside from that, no one really knew who Twilio was or what that market was. And, you know, in taking that role, I definitely did some due diligence on understanding the market, right, understanding who the founder was, and understanding what the company culture was about. And I felt like it was a no brainer for me to leave Oracle and join this company and drive that impact. And that’s really where I kind of blossomed my career and stretched myself and learned a lot about sales

Pete Thornton 14:28
management. Okay, okay. Very interesting. Very cool. And then you drove revenue for that company, whereas these other two I’m thinking of they, you know, they came in, they’re like, Hey, I’m ready. I want to be CEO of a company, but with very similar types of experiences. That’s really interesting. Did that that didn’t lead directly to the greenhouse opportunity though, so maybe I should

Ankur Passi 14:50
know. So I spent two almost four and a half years at play vo working through various stages and leading many different people. I had some great experiences there. But I was actually recruited thereafter by the CEO of a company called photonics, which at the time was a telecommunications company. They’re a little bit larger, they were probably around 220 employees. I would say that I’m gonna join around 10 million in ARR. And I actually had to move to Chicago for that role. So that was my initial VP of sales opportunity. Okay, if you will. And I was actually tasked with growing the company, north of 6x. Over the course of two years, yeah, are really extraordinarily successful, run super grateful for the opportunity, and learned a lot in that role as well. That was a startup that raised a good amount of capital, had a lot of really intelligent VCs backing them that really helped push me and push the team.

Pete Thornton 15:59
Okay, okay, that’s fantastic. This is what I’m assuming this is like in person. Are you in headquarters in Chicago? Yep. Yep, I

Ankur Passi 16:07
was in person in the office running pre pre-existing sales team. I was running customer success. I was running sales engineering, STRS and A’s.

Pete Thornton 16:18
Okay, so any, just for people making leaps right now, like a lot of people are on the move, moving from one organization to the next, you’ve mentioned a couple things that might be helpful to them. You mentioned, doing your due diligence on a company really understanding who you’re going to understand the market, the leaders, things like that. That’s probably a helpful tip. Did you find any? Did you? What was the biggest transition and moving all the way back, like getting into kind of like the heartland there and Chicago and then and then also dealing with a pre existing team like you coming in to lead a pre existing team? Yeah, we’re just different

Ankur Passi 16:50
tons of moving parts, right, I just closed on a condo in San Francisco at the time, too. So it wasn’t wasn’t an easy transition to find a renter, and move on from there. But really, when I got to Chicago, just kind of leaning in with the team, right? The first thing I did was, I remember, I hosted a happy hour, got to know everyone personally and professionally, I brought my wife with me, or at the time it was my girlfriend, took her with me and had the spouses or significant others of folks attend. And that was really meaningful, right? Because we got to know each other on a personal level, as well as a professional level. And from there, I started building that bond with the team and getting in and I was able to drive some immediate change and impact. That’s great. Yeah.

Pete Thornton 17:41
I love that I do miss that as well, do you find out like this lack of in person. And, you know, because that world, you know, you’re dealing with a lot of field reps already. And then, you know, once a pandemic hit it really kind of drove that point home? Do you find that you’re able to develop relationships much more quickly in person and have that kind of interaction?

Ankur Passi 18:00
I think being important in person is super important. But at the same time, I think now being remote, everyone’s kind of gotten used to this new normal, right, and they still save a new normal. So there are ways that you can facilitate, you know, this type of interaction, but obviously, it’s not the same. So I do often fly out to meet my reps. We do try to get together at least twice a year. And I think that is super important to maintain that touch point. Yeah,

Pete Thornton 18:26
yeah. I really like once a quarter. I don’t really want to do it once a quarter. Yeah, like getting on the airplane I used to dread because I was weekly. And then, you know, once it went away, I was like, but you know, I did like those peanuts a little bit once a quarter.

Ankur Passi 18:38
Right. Yeah. So it’s trying to mimic that. That personal, like one to one interaction in a row in a remote world? Yeah. Right. And it’s definitely difficult to emulate. Yeah. Yeah. Good point. Okay. Then directly into greenhouse roll from there was so there was so we just came off of a very successful fundraiser till next I, you know, was, I was in a great place. I was actually recruited by greenhouse to run the enterprise segment. I’ve heard a lot about greenhouse. We used the greenhouse till next. I was part of the committee that helped choose the greenhouse. And everyone, pretty much in the SaaS ecosystem knows who greenhouse is. So it was a really exciting opportunity for me, given the maturity of the business, given the scale, and given the team. So for me, I felt like that was the next opportunity for me to learn and grow and evolve my craft, and also have that impact on a very successful business.

Pete Thornton 19:45
Yeah, that makes sense. Yeah, it definitely does make sense and you mentioned within the SAS ecosystem people knowing certainly do certainly use a lot. I mean, when you’re growing very quickly, yeah. I hired eight people in about a year at my former organization, postman and then that will be. So yeah, the greenhouse is pretty good to use just in there. I

Ankur Passi 20:03
I mean, it’s the best in breed platform. Greenhouse is mission critical for anyone, I think in technology, and really any company that’s hiring skilled knowledge workers, for them to skill, not only efficiently, but also meaningfully, to ensure that you’re hiring the best professionals that you can.

Pete Thornton 20:24
Yeah, yeah. Would you maybe unpack it a little bit? Like, what is it? Because like greenhouses definitely had hyper growth? And so what’s the context for hyper growth there? Is it simply the value that they’re offering to these other kinds of organizations needing to bring headcount in? Or what’s your take on that, because there has to be

Ankur Passi 20:43
the change that we’re driving within all of these organizations, we have built a really strong brand around the impact that we’ve been able to drive. And we have leaders across industries that are very strong advocates of greenhouse, because they’ve seen that change, not only across their organizations, but across their peers, organizations, we’ve been able to drive folks to be more strategic and thoughtful in their hiring practices. We’ve been able to enable enterprises and SMBs to be more thoughtful around the types of folks they’re bringing in, being diverse, and being equitable. And being like I said, a lot more strategic. Yeah,

Pete Thornton 21:23
yeah, that’s a greenhouse, a very strong brand, like I can like, I don’t even have to close my eyes to picture it. Like I can see the icon and I can get a sense of the user experience and things like that, like, I mean, it’s been a Chrome extension sitting there in the Chrome extension, but it’s sitting in the bookmarks for so very long for so much stuff. So your, your persona, the people who you speak to, is it? Is this an HR persona, specifically, because I’m sitting in the sales enablement role, or like, you know, heading the sales enablement department and then doing all this hiring. So it’s not, I’m using it my, your, you know, I’m an end user, but I assume that would have that would have That’s right.

Ankur Passi 21:58
Yeah. I mean, usually, these conversations start with like the head of talent, VP of talent acquisition, Chief, HR officer, chief people officer, but sometimes they also start with engineering leaders, or sales leaders, right, that want to hire better talent and want to level up their team, and they’ve had experience using the platform. Really, the common thread that I see in that is past users of greenhouse that move on to other companies, and then advocate because they know what good looks like they know what excellent looks like.

Pete Thornton 22:32
Right? Right. That makes sense. Is the greenhouse like a more traditional sales motion? Like, is it a top down? Is there anything like product lead growth? Is there a free version that people can kind of fiddle around with for a moment or anything like that

Ankur Passi 22:45
question? It’s mainly top down. So yeah, so it is? Inbound, kind of sales lead motion?

Pete Thornton 22:55
Yeah. Yeah. I would mainly assume because of like, how, you can’t really just kind of mess around with it. Like you could have project management. That’s right. Yeah. And you’re hiring. This is running into recruitment and HR. Like, that’s right.

Ankur Passi 23:07
Yeah, it involves people. It involves process.

Pete Thornton 23:12
Yeah, yeah. I’m just curious, as far as that goes, just because the number of companies that are in this product lead growth space, but it’s all about what makes sense for that organization.

Ankur Passi 23:20
I’ve been a part of a product lead growth company, when I was selling C pass. And that’s a completely different motion. And a lot of ways you’re converting folks that have had kind of the initial experience on the platform to use the platform in a larger capacity. Right. But here at Greenhouse, what we’re doing is we’re demoing the platform. We’re walking you through what great looks like, and we’re kind of navigating that path to understand what your current state looks like. So it’s definitely more of a top down sales motion.

Pete Thornton 23:55
Yeah, yeah. I’m very familiar with that from more like the Salesforce ecosystem. Yes, a few years back. Is there any and this be for other sales leaders for the motion that you’re, you know, training on recommending now continuing to like, celebrate the small wins around? Do you have a certain sales methodology or any particular things that you, like, feel akin to like, there’s like, I’m a Sandler person, I’m challenger, I’m winning, but at nine commanded the message, you know, is there anything in particular,

Ankur Passi 24:21
I’ve always been an assembler myself. So our team emulates Sandler, however, we actually have mixed methodologies in our sales process, because I don’t think there’s a one size fits all approach here. Yeah. And I do think it’s really important for a sales team to be well rounded, and be able to leverage different methodologies and tactics depending on the persona you’re interacting with, depending on the company that you’re selling to. Right. Yeah, so I do think in order to be a well rounded sales professional, you should be well versed on Sandler on forest management Winning by design, like winning by design is great, too. Yeah,

Pete Thornton 25:05
I do, like I find similarities and differences in each of them. And I’m always intrigued by somebody’s choice, I think where it comes from if it was trained, if that was what was trained to Oracle, like sand

Ankur Passi 25:14
was, yeah. That was trained by me at Oracle. And I feel like that’s most effective in terms of my process when selling to the enterprise.

Pete Thornton 25:22
That’s great. Yeah. Okay. And then each thing for a different point in time? That’s right. Okay, I have a slightly like, enablement, based question to ask you. So we’ve had a transition in economics, you know, like atmosphere in general. So, you know, you may have had some ideas around last October, November, that may be switching now a little bit, when you choose, like a strategic initiative for the quarter or for the year? Like, how is it that you make that determination? Is it led by, uh, you know, all of the experience in your past and a gut feeling as a leadership and things like that? Is it based purely on data points, like trying to look into CRM and just really see what’s happening? I’d love to know more about

Ankur Passi 26:07
it, definitely based on data, more, so make, check and make decisions based on data and what I’m seeing in real time. Right. So that being said, there’s obviously this outside influence from the looming recession, if you will, however, I think to be a really strong sales leader, you have to make decisions based on data. And any change that you make has to be measured within a set period of time, right? Because you’re always creating a hypothesis when you’re driving some of that change. And you need a way to measure the hypothesis over a set period of time.

Pete Thornton 26:45
Yeah, yeah. Do you? And this if you don’t, because it’s a tougher thing. I’m coming from enablement. So it’s just Yes. It’s always you’re always trying to measure these initiatives. And they are. So there’s so many variables I used to teach in high school and college science. Listen, there’s one variable, this is the scientific method, here’s your null hypothesis, like there’s a very concrete way you do it, and you try to do it in a sales motion. But these are human to human interactions, there are a lot of moving things.

Ankur Passi 27:10
And you could track conversion rates, right stage by stage conversion rates, as long as you’re following a very methodical sales process, and you have reps adhering to that process. Right? Right, you can measure the influence over conversion rates during a set period of time, you could measure the average age that it takes to close a deal, you can measure the average selling price over a quarter. So all of these things can be measured. But you’re right, there are external factors that can influence those win rates that could influence those conversion rates. And right, that has to be taken into account. Yep.

Pete Thornton 27:45
Yeah. How would you mentioned a quarter is 90 days about the length of time that you’re like, let’s try this give it 90 days, I

Ankur Passi 27:52
i think for the enterprise, it’s a little bit longer, it’s probably about six months, right? Because our sales cycles are about four months, give or take, and you’re not going to see the immediate impact. That being said, you can incrementally measure those conversion rates and in a shorter increment.

Pete Thornton 28:11
So get a little leading indicator, and then note, if you’re heading somewhere in the right direction, that’s right. Yeah, you could get some of those leading indicators within a quarter. Okay. Yeah. Appreciate that. When it’s one of those, you ask different people that have different responses, and some of it at such an early stage, like, look, we’re just trying to, we’ve gotten this one.

Ankur Passi 28:30
This time of like, again, we have economic challenges, right. We have headwinds and tailwinds. You have to be adapting, you have to be changing in real time. And, you know, it is important to measure that change in strategy. Yeah, okay. Okay. Yeah, that’s great. So there’s a little strategic initiative.

Pete Thornton 28:53
That’s my enablement. Plug in my heart. Let’s find out what’s going on there. That’s what’s really helped me be a leader in multiple organizations. Now, is there a particular thing that you like the most about it? Do you have any, like favorite leadership moments or something that you see happening every now and then? Yeah,

Ankur Passi 29:10
I love grooming future sales leaders. So I love developing and evolving and showing folks in new ways and kind of opening up the world if you will, right. So I still get involved in coach folks on deals, strategies, tactics, although I’m not directly managing ICs. So, for me, you know, I think my biggest I guess the thing that I’m most satisfied with in my career is the ability to groom future sales leaders and help develop, grow and evolve their careers.

Pete Thornton 29:45
That’s interesting. That’s so fun. Yeah, that’s so it’s just that coaches’ hearts a little bit, you know, that they see one or two things that seems like maybe like you’re excited you really like these things. You’ve been an IC so you understand it and you just would like to help bring P Blow long. And then some people just like, you know, you might just be a coach at heart when I asked a lot of people what their backup career would have been. It’s so funny like 50%. And we’re like, oh, physics teacher 100% physics teacher was asking that. So I’m trying to work my way back out of education, move into tech, or whatnot. Yeah, if I had, you know, if it wasn’t the money thing or whatever. Yeah. But yeah, you see a lot of people out there with the coaches, or it sounds like you’re one of them as well. Definitely. Okay. And then to wrap up, I know, this is a funny one right here. SaaS ramp is the name of the podcast. Yeah, SaaS, ramp podcast, you’re in these organizations are growing really quickly. But it could, you could actually mean a lot of different things, especially based on the value proposition of greenhouse. But all that said, What does SaaS ramp mean to you?

Ankur Passi 30:46
Great question. SaaS, ramp to me means scaling. The ability to scale a SaaS company effortlessly. Right? So leveraging the team around you leveraging the resources that you have to overcome change, and come out ahead. Yeah, yeah,

Pete Thornton 31:07
That’s a great one. We’ve seen so much greenhouse growth. I’m so happy to hear it, even on all these teams and help be the accelerator of this growth. So that’s that, I’ve heard about seven different definitions of it. That one just makes a lot of sense based on Yeah. And

Ankur Passi 31:23
I think just knowing that you have these amazingly talented folks around you, and you’re not in it alone, right. So even as a sales leader, you should be leveraging the opinions and experience of all of the folks around you to help influence and drive the change that needs to happen to grow.

Pete Thornton 31:42
Yeah, I love that. That’s fantastic. Well, it’s been a tremendous pleasure to have you on the show. Thank you so much. And we’re excited to see what happens with you and greenhouse and probably another year 18 months, see if your daughter is walking and talking yet. She greenhouses exciting times

Ankur Passi 32:01
ahead. And I’m super, super excited for the future. I think we only have up to go from here. So

Pete Thornton 32:07
I’m in the same boat with you. I’m only going to click on the LinkedIn articles that say that this week, because that’s going on tour and

Ankur Passi 32:14
enterprises not buying companies are still making purchasing decisions. Like there is plenty of business to be had in this market.

Pete Thornton 32:22
Okay, that’s tremendous. So glad to hear it. Thank you, sir. Really appreciate it. I can’t wait for the next. Cheers. Cheers.