True Success Starts from the Inside Out

with Carl Carell,

Co-Founder and CRO, GetAccept

In this episode, Pete chats with Carl Carell, co-founder and CRO of GetAccept. Together they discuss hiring, company processes, and how a company’s success is intrinsically tied to the symbiosis of the executive team.

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Key topics in today’s conversation include:

  • Biggest challenge as a CRO (0:54)
  • Carl’s favorite leadership moment (3:55)
  • One thing you have to get right for your org to grow (8:31)
  • Introducing GetAccept (13:47)
  • Tips for aspiring CROs (26:13)
  • Thanking you for the journey (31:35)
  • What SaaS(ramp) means to Carl (33:36)

The SaaS(ramp) Podcast explores how tech leaders scale from product adoption to enterprise success. Learn more at


Pete Thornton 0:06
Welcome back, rampants, to The SaaS Ramp Podcast. I’m your host, Podcast Pete, welcoming Carl Carell to the show today. Carl, co-founder and chief revenue officer at series B hypergrowth org GetExcept. Welcome to the show, Carl.

Carl Carell 0:20
Thank you. It’s great being here, Pete.

Pete Thornton 0:20
Thanks so much for coming on. Really excited to have you on, you’re holding that dual role, wearing multiple hats as co-founder and CRO. So be interested to get your kind of dual perspective, especially from the times in which we sit today, these macroeconomic times. I’d like to start real quick, straight into it. So forgive me if it’s abrupt, but as co-founder, CRO, what’s been your biggest challenge over the last six months?

Carl Carell 0:50
Yeah, I think we talked a bit beforehand here. But I think the definition has changed for this a successful b2b SaaS company today. So everyone’s are trying to turn around towards cost-efficient growth versus cost at any cost. And I think that there’s been obviously the biggest, biggest change to quickly do that. Those changes to get you in a position where you’re in full control of your future because now, you don’t have abundant capital available at any time. If you’re a decent startup, now, you actually have to think more about the cost-efficiency, how much money you’re spending, how much dollar you’re getting back this significantly more important than it has ever been in the history of SaaS. So I want to say that this that, doing that quickly, and getting actually anchoring that in the organization, so they understand this shift, because we obviously spread a little bit of a story that you have this hypergrowth idea, and now the market changes. So getting the organization to understand what challenges are and how the market shifts. And yeah, what can we do based on these changes? And how do you get people aligned to a new Northstar? I want to say is the biggest challenge.

Pete Thornton 2:02
Okay, yeah, really timely, timely note, as far as that when I bet if I asked you a year ago, it would probably be something different. But of course, your role is co-founder essentially means that you have to always keep aligned and keep the company aligned to that Northstar, I’m sure.

Carl Carell 2:16
Definitely, definitely. And I mean, if you asked me a year ago, any cost would have been the number one thing in terms of the Northstar, so and then scaling that side of the thing business. But again, I don’t think fundamentally for us, it’s been that big of a shift where quite we have a cost-efficient mindset that can accept I’m Swedish born or raised in Sweden, raised in a family and have co-founders, we have a thrifty mentality, I think, and obviously, going into this economic downturn, it’s been quite beneficial to have that being fostered with that mindset, from an early age, because it means you go into this understanding what that actually means, and how can you work with that, and I’ve had a bootstrapped startup before, and turned around every penny to continue to grow. So I think that there’s been quite good learning going into this as well to not actually only run VC-backed companies but actually have experience to run a company that is profitable, for example.

Pete Thornton 3:16
Yeah, I’m sure even the VCs who offer the money, or especially the VCs who appreciate that, too. They understand that there’s the funny thing about like how hard you can squeeze a quarter or something like that until the eagle, like cries and flies or something like that. But it’s just helpful in these times for sure.

Okay, you’ve been a leader for a long time now, everybody had different thoughts on leadership, but like, just to kind of get an idea of maybe, of what type of leadership style you prefer, you have a favorite leadership moment in your journey.

Carl Carell 3:52
Yeah, and I think on the question on leadership style, I think an empowering leadership style depends on who you are, or what company you run. I mean, we run a knowledge-based company. We’re a SaaS company. So, number one thing is hiring really smart people, to enabling them to understand where they need to get, and then trust them that they will find a way as long as you give them guidance. That is how I think around communication and leadership and follow-up. And then on top of attend, I wouldn’t say that the most fun or most exciting times, I’ve had the seeing early employees from either of my companies leave GetAccept and do something great themselves. So several people who’ve started their own companies or had fantastic careers elsewhere. And I think that is both a sense of pride. We’ve hired fantastic people who are attractive and do great things. The other side is quite an empowering feeling knowing you help somebody to achieve something rather than just your own egotistical perspective of running your company as effectively or as successful as possible. possible. So growing people and seeing them succeed, to be honest, from a leadership perspective is something that gets me going that knowing that I’ve contributed to something like that, significantly more than then than anything else. I think that this my favorite, favorite leadership moments and seeing those ones happen, and they’re now not just been one or two, there has been 10, 20 of those occasions where I really feel people make fantastic things afterward.

Pete Thornton 5:27
Oh, that’s amazing. Yes, because you can think of that two ways. You can certainly think of that two ways, right, like, so. We both have this passion for soccer, we kind of discovered and everything, it led me to wear my little jacket today, my Manchester United jacket, which I believe I can be proud of once more after a hard decade. But there are certain clubs that will actually bring players up and then move them along to other clubs. It’s just the nature of how it works. I’m kind of maybe particularly thinking of like IX or Dortmund, or one of these kinds of clubs that the English Premier League often pulls from or La Liga will pull from. This is an aside completely, but do you have a favorite soccer team/favorite football team?

Carl Carell 6:08
I definitely do. And on your question. I think one fantastic thing if you want to take that further away when you have we said law software that is helping salespeople to sell more essentially or win more deals, right? I think one of the best fantastic things to happen is when talented people leave us and when they join a new company, they champion us into purchase that software for us. So I think in terms of a talent pool like iEX or Dortmund that analogy that’s also another great like moment that I did something great, somebody is attractive on the job market but they are they liked us so much that they’re willing to put their name at stake at stake to purchase our software. I think that’s great. All your oppression on the soccer clubs. I have two clubs, Fulham in England due to the fact that I saw my first soccer in London when I was four years old. cottage and then number two is Boca Juniors in Argentina, I spent a lot of time in that arena watching soccer when I was living in running a sales team in when Osiris, Argentina. So those are the two favorite things.

Pete Thornton 7:17
All right, I will not spend too much time here. But those both blow my mind. Okay, like I cannot, those, neither of those answers would have been expected whatsoever. And for anybody listening who doesn’t know, Eric Martin advance that you will know, like, let’s go ahead and put Eric out there, y’all I know y’all know each other as well. But it’s a full week, they used to be called Full America, because they had so many American players who actually made it into the English Premier League and did fairly well. And then for bocce, the fact that you even stepped foot in that stadium that they had these like 30-foot high fences in between the fans like they make documentaries on this, if anybody is interested in like more of the wild side of soccer. And Boca Juniors is certainly one of these famous clubs where Maradona was for a period of time I believe. And they play against River play. Really cool and interesting insights there. That’s just an aside, so I’ll drop it at this point.

Another one before we kind of like getting your backstory and learn a little bit more about GetAccept one thing that you are thinking right now based on climate conditions, we’re in that you have to get right for your org to grow. And we’re thinking from the perspective of co-founder, and CRO, so however you like to look at it.

Carl Carell 8:31
Yeah, we can start from a company perspective. I mean, we talked a bit about that before I shared a bit about our story when we set out to found GetAccept what is almost seven years ago, we knew that for us to be successful, we needed to create the new software category. And that has happened in the past year. So for us we actually have the leadership in that category it’s been adopted by some good competitors and billion-dollar companies competing with us in the same space. So from a product perspective is cementing that product leadership because as a product company first whichever SaaS companies if we don’t have a product that is tra and leading the way everything else will be coming betting in the long term. I mean, buyers are smart they want to have the best product available. From a sales leader perspective, we to give people some reference we are I run a sales organization of a little bit over 6070 people today distributed among the traditional roles in sales and for us right now, with cost-efficient prod set in mind is making sure that we really efficient sales enablement becomes significantly more important to ensure that we can ramp rates, hit higher quotas and ever have a generally just better metrics when it comes to financially on each sales team on each individual. So I want to say this in a moment to have we identified together with our leadership that that is going to be the number one thing To solve a really, really scalable process, I know this Pete is something that you’re well, very knowledgeable in, I picked your brain a bit, but those things are extremely important for us to be successful in the future because that is what investors will look at and how we will look at our business, how fast we can scale based on those metrics. For example, how much growth are you pulling in on a rep, and what do they actually cost us at the end of the day?

Pete Thornton 10:25
Right, right. Yeah, anybody that values sales enablement and actually understands how it impacts revenue is like, Oh, yes. Like, we’re kindred spirits at that point. So love that from a sales perspective. And on the product piece (because you mentioned category creation), really important if you can be first and create the category, it can mean great things for your organization, regardless of whether you get those competitors later, what do you call the category?

Carl Carell 10:57
So did the total sales room platform or digital sales rooms is what we have, after a long time trying to find the right name of the category, get the competitors to adopt it, also getting D to growl to adopt a brand new category on their website, to get Gartner to pick it up. It took a long time. And we’ve been waiting for the right moment to strike on this. And we did this we did a launch. After both. Gartner wrote about delitos ACM as a future product for b2b teams, they did a fantastic research saying by 2025, which is now only two and a half, three years on how you look at it away 50% of b2b boards will adopt digital sales through so that was a really important research that came from them, at the same time, getting deep to crowd to see that this is an emerging space. And actually, where people look at software, which generally is in GE to Gartner, etc, and other review sites getting that category up there, took a lot of work and lobbying if you want to put it like that. And then also seeing how our competitors that we’ve been keeping track of that categorize somewhere near this have actually adopted that name and changed their names on their products that are similar to ours, to that category. And that, to me was the biggest received that, okay, our competitors and large competitors understanding Oh, it’s called it’ll say stream. That’s the category that we should pursue. And then also actually getting the highest rated platform, in the top right of that grid on D2 has been really, really important to us to really showcase that. We created a category, of course with support from a lot of others and competitors, but we coined it, we lead it, and we have the best one.

Pete Thornton 12:47
Okay, yeah, that’s fantastic. Let’s just just kind of like double-click there. Because it’s interesting to know more about sales enablement, being in that space, having all these the companies that we typically work with are doing the same thing that you’re doing, which is growing remote first sales teams very rapidly, and it just changes the game No, no more, is there a bullpen? You’re not absorbing through simple like osmosis, the information that might be flying, there is no water cooler, like there’s no place where you’re just picking it up. So it’s been a really large challenge at a company like Postman where I’m at in enablement. And it sounds like you’re solving some of those. So maybe you can just kind of tell us a little bit more about your company. And then what’s some of the context for some of the rapid growth that you guys have experienced over the last few years?

Carl Carell 13:40
Yeah, to give you some context to tell you more a little bit about the product. So you have an understanding of where we tackle the sales process. So we are a obviously a digital system platform. And we enable revenue teams and revenue teams process that quota-carrying reps particularly to help them increase the wind rates but not just taking it from the perspective of building a software that just great for the sales or but an experience that is great for your buyer, because buyer are smarter today. And if we can get buyers and sellers into a experience or one room that is the digital sales room to actually communicate effectively to understand Hey, Pete, should we post mine and GetAccept work together? How do we get to that conclusion as soon as possible, whether we are a good match or not. That is what the digital system helps you to do at scale, connected to a CRM, preferably for example, and have a really tight process to really scale your account executive opportunity to close process, and even for account managers and CSMs. But now we’re talking very specifically to SaaS. So that is what we have done and we come from an experience of competing in proposal and e-signing space video space CPQ the content library so think DocuSign, shortbread, seismic Panda, Docker, and all these different platforms. DR is partly competing because we have a pretty big video. So our scaling and talking about hypergrowth, it’s been really difficult for us because we need to have SEO when good advertising and demand gen in so many different software categories. And you just know if you have a budget to spend on marketing, for example, to build demand. Imagine you had to do that in three different categories versus just owning your own category. Right. So that has been a challenge for us historically, what’s the way Jen to educate people what this could be. So for us that journey to now when we can see that it’s quite interesting. We’ve had some of our best months in the past four to five months, which has been one of the most economical tough times for all SaaS and VC backed companies. But so from a hypergrowth perspective, now we’re, it’s funny to say like, as a smaller startup, we were much wider in our focus and seeing where the product took us a bit, started working with our clients, and they pulled the product in different directions, but now we’re significantly more narrow, we focus significantly more on certain technological partnerships to skate in demand and growth in them. Combining that with understanding, of course, we sell a lot to it, and tech and professional services, but we see a growth as well as significantly in other industries that are prone to want to develop, for example. So these are different things, honing in on the ICP, over time, owning your own category. Now in our case, we’ve created it ourselves. But those have been really key parts of our, our journey. And at the same time, of course, I mean, we are a SaaS product company first ensuring that we have a fantastic product, that if you’re a user B, you will go to someone else and say, Hey, you should also use GetAccept because you’re also a fellow sales ops and enablement person. And this has helped us in that way. So building up virality recommendation has been really key. And we’re quite widespread, we have a little bit over 6,000 companies using our platform, so customers pay customers, companies, and they’re spread predominantly in the US and Europe, but they’re all around the world. So we have those customers in Argentina, so not Boca when yours as a football club. But we have those customers and we have customers, obviously in Asia, but they’re generally inbound driven, we have an outbound motion in certain markets. So again, the challenge is while maintaining focus and still ensuring that we find that repeatable growth in certain markets has been a challenge, but significantly easier now, when everybody understands what the North Star is, what is what’s the vision of the product? Can we effectively communicate that to our clients? Do they get it? And how can we tie that vision to the company values that we provide to those customers, for example. So a couple of things that I’ve learned through the journey. When you’re a little bit naive, and you have this big idea, then it’s all possibilities, then you come down to execution. And when you go from, we started in Y Combinator, which, of course, like big, scalable idea. And that’s why you get the Y Combinator. Yeah, you raise your seed as a quintessential Silicon value-based startup, you go through def motion, you get your first million in ARR, you raise your Series A, you continue to that you build a scalable motion, you raise your series B. So that has been a journey with different milestones to then achieve the bigger vision. And I think that is a really important part about growth, understanding, what are the milestones versus what are actually the path to the vision that we want to achieve? And when do you have to stop doing something and start doing something different, because this will not hold for eternity? Or for the long run? Like, you can find a scalable process maybe in a certain vertical, but knowing that, hey, it’s we’re going to run out of addressable market. Or, for example, let’s say you sold a lot the hospitality during COVID. And then COVID hits, like what happens then how do you pivot from that then and so forth?

Pete Thornton 19:11
Right, right. Right. There’s a lot from that. There’s one place in particular, just because you mentioned about these, you’re almost like taking these various pieces based on your product and creating like a single source of truth between customer and buyer. It’s an interesting concept because the amount of tools that these poor quota-carrying reps have now that they come in and one of the first things we have to do for enablement, we try to focus on like people process but processes heavy because then number of digital tools you have to train them on and train them within your process on that tool, how it connects to the other. So obviously like a great problem to solve and like trying to overlay all these different platforms and bring them into one place super valuable but is harder to then be that little niche thing that’s much easier. I always hear like find one avatar, one product, one avatar when you’re starting in an organization, just like identifying a little problem, so you know exactly who to talk to and how to speak to them so that they’ll understand who you are, since you’re not on every billboard on every social media, LinkedIn advertisement yet? So as far as doing that goes, Did you just have to have this outbound motion? Like, how did you initially get this idea of GetAccept as far as like this large, large piece? How did you get the inertia moving for that?

Carl Carell 20:38
That’s a good question. I think to give a little bit context, my previous company was a combination of reselling software and having enterprise STRS on demand, customers like Oracle and large consultancies, and we did white label sales for them. So I run a consultancy with 120. Plus outsourced STRS. For Northern European companies. I’ve helped some really good businesses, but also smaller startups to scale their sales. So sales is really in our core DNA. My co-founders created an exit today with a marketing automation company, an early competitor to HubSpot, websites tracking and lead tracking and websites. So we come from a history of knowing sales. And actually the essence of GetAccept was that, hey, we all work, we creating opportunities, and that was that really, really big thing in the 2000s, and going into the 2000, and 10s, that, say slops the outreaches, etc, so much around more tech in the top of the funnel, and we saw that there’s so little helping account executive or closing rep. So that was kind of the idea of what came to be what, okay, we want to help account executives to create the best buying and selling experience, so they win more deals. That was that first idea we had, right. And that was what we want to set out to do. But to start that, yes, we’ve done a lot of outbound sales and a as any founder, you should sell the first million in AR yourself. And that’s pretty much exactly the name of the game for us, like we set out to do that. We found some early successes in niches, for example, we did a lot of hospitality. That’s why I mentioned it before, early on in 20, end of 2015, beginning of 2016 had a good success. We did that a few growth, tried it on different markets to see which ones were most susceptible to, to buying our early product, right. And then we started selling to some more IT tech when we built the Salesforce integration, the HubSpot, CRM integration and open up more. So to narrow it down, we work with different motions. But we also always had a free trial in our product, we wanted to have some product lead motion. So we have an interesting thing, since we also have esigning. In our platform, at the very end. If people liked the experience, they can sign up to use GetAccept after they signed something or gone through that motion. It’s the same now like if you’d like to experience, we get a lot of leads today. So if we can build volume, we brought down some large volume clients early on to beat that virality Yes, support the inbound motion. So we can get the LoRa direct traffic and referral traffic from these millions upon millions of debit or essays from shared now, every month from our 6000 Titans interest. That’s an interesting book. But we had that quite early on. But I want to say, yeah, of course, you need to build early to build a demand program and a marketing department. But at the very start, you have to just smile and die. And maybe it’s a little bit outdated in putting it like that. But you have to be really forward thinking when it comes to outbound motion. And as a founder, you also have a benefit, because a lot of people will speak to you. So understanding that and then you have the transition going from founder-led to actually scaling a sales team, right, which is the next challenge you go on. So those two go hand in hand in right, this understanding, okay, well, okay, what can I as a founder sell? What can I expect? If I hire a first head of sales? What can he or she and their team do? And what’s scalable in that motion? And how do you then escape that from the next step, and so forth? And I think that’s easier said than done. I think there are a lot of companies have had been really successful in founder-led sales, and then have had really hard time transitioning that to a scalable sales process that then becomes attractive for series investors for series A’s and CSPs, and so forth going forward.

Pete Thornton 24:36
Yeah, that’s really interesting. So I gave a talk next week. I mentioned it to you before as a TED talk. And some of the theme of it is, is kind of in this what you mentioned, like the ability of for you, I mean, it’s somewhat based on title but based on what I know of your past, the things that you’ve done before you’re able to go sell a million dollars of a product nobody’s heard of as an early stage founder and see borrow. And it’s because you have things in your past that have led to that you will have a feeling of normalcy around doing that, because you’ve done it before and even a feeling of normalcy of growing a team very rapidly because you’ve done that before, like, these are stepping stones. So it’s not just the oh, here’s the steps A, B, and C, you can go replicate it, which is what we typically look at in enablement, or teaching or coaching. But sometimes there’s something special, like in somebody that they have, like that internal drive, and it’s because, because they know that they can, it might be hard, but they’re like, no, no, but eventually it will happen. So when I’m hearing your background, like I hear some of those pieces of, of I call it like a feeling of expectancy or like this will happen eventually, you can patch your other founders on the back and be like, I’ve got you and I’ll carry this for the first million. Awesome. So maybe just a little deeper than on your side. We already heard about some of it. But you’re a co-founder and a CRO, these are two titles that many, many people in, in our audience would love to have at one point in time. So any additional milestones and kind of like that journey to co-founder and CRO?

Carl Carell 26:09
Yeah, I thought about that, like tips give myself in terms to get to that point that one thing that I think is really important is understanding that you need to surround yourself in any situation with smarter people than yourself. Not in every aspect. Maybe if you’re strong at something, yeah, me, then you need to complement that with something that how you select your co-founders, don’t select co-founders to 100% think the same way as you and know exactly 100% The same things, because I think you’re going to have a little problem with diversity and tackling certain problems along the way. Right? So I think one learning that I had I started a company and understanding number one, like, are we do we have the same vision and core values is really important. I think in any situation when selecting an employer, or who to start the company with? And even long-term like who do you want to have a romantic relationship? It’s equally important that you select someone based on unclear preferences, right? So I think that is one of the learnings I’ve had, I think We’re quite unique in that sense. We’re four co-founders of GetAccept. All are active in GetAccept. Of course, we have a quite high ceiling on what we can talk about and be honest about each other, but we’ve never had a fight that has risked the company or put anything at risk. At the end of the day, we’ve taken every decision together, not because we forced it, but because everybody wants the same thing. We want to push ourselves. There’s no financial goal for us. We just want to push ourselves and see how far can we take it. We’re four Swedish guys from small city boys if you want to put it like that. We have that inner drive in us that we want to risk things to see what we can do, essentially. And then sharing the same core values, how we treat our employees and take care of our people and how we treat each other and how we look on certain core aspects about how you build a business. Those are really important. And then, on the other side, I think you should think around this. I always tell people that I interview and I tried to be some way involved as much as possible as I can in interviews regarding the sales team, just to us, well, the sell-offs, to really good candidates, right, because we know the best candidates are interviewing with others. But hey, you should choose us for these reasons. And if you feel that, hey, I actually feel like this is a place for me, then choose us as well. And I think a lot of people going in particularly younger people in the career don’t actually choose their employer that they go for the ones that they’ve heard is good or sound good or have a good reputation. But hey, who am I? What culture do I like? And where can I thrive, you should ask those questions to yourself. So I think that’s really important. And then the other thing I think that comes to mind is surrounding yourself early on with external people from where you work is really important in a professional setting. And what I mean by that, advisors, mentors, therapists, all these things are important. I wish I surrounded myself more with mentors and other types of advisors to me professionally and personally. Because I think I would have avoided quite a lot of the mistakes that I’ve done in my adult life and professional career, to be honest. So those are a couple of things that I think is really, really important and they are not just pertaining to becoming a CRO or a co-founder or something. I think they’re quite universal, good recommendations that I hoped I listened to when I was a bit younger.

Pete Thornton 29:45
Yeah, yeah, those are universal tips is really really fantastic as well because everybody’s journey will differ. And it’s not just like a series of steps and executing ability to be a CRO or be a co-founder. You mentioned one other thing in there, too that was entered. thing and it’s like when people are choosing their company, I’ve heard it like, you can almost narrow it down a little further. And there are assumptions built into it, that would be helpful if you’re choosing some one. Like, if you choose someone, you’re like, No, I just want to work with them. They say it’s becoming more and more common. I don’t know if that’s because of that have something to do with the pandemic. But I’ve seen things on LinkedIn, like with these statistics coming through, like people are choosing other people to work with, as opposed to the company itself. And I had heard that independently, like four or five years ago, like choose a company that has all the things like if it has some upward trajectory, and you believe in the mission, but like, go choose someone, as well who’s leading that company? And I thought that was pretty interesting, because it wasn’t something I had done up until that point in time.

Carl Carell 30:50
I think that’s very sound advice. I mean, ideally, you have both, maybe not, that’s not the option, always. But I mean, at the end of the day, depending on the size of the company, the people you work closest to, are going to be the people you spend all the time day in and day out with. So choosing, particularly your closest manager understanding he or she is a good match for me, in that sense, I think is really, really important.

Pete Thornton 31:16
Great. Yeah. Thanks, Carl. That’s excellent. Wanted to ask you, as we kind of wrap up here, amazing journey you’ve been on through various pieces of your career, one to know if you had a couple people to thank upon the journey so far.

Carl Carell 31:33
Yeah, I think, number one, it may sound cheesy, but my mother, and my father too, they’ve always told me in any situation, whenever asked or had an idea to do something, they’ve just say, go and go into it. Go for it. They’ve never hold me back in the crazy ideas. I grew up in a small town. So it was kind of almost forbidden to have too large dreams and from their perspective just enabled me to take chances all the times. I think that’s very specific. So that’s my, my mom and my dad. And then to be honest, like I’ve started a couple of companies before and generally where companies fail is founders are in disagreement of certain things. And I’ve experienced that before. So I wanted to specifically say thanks to Samir Matias, and Jonas, who are my current co-founders, that we’ve supported each other throughout this journey. And when you start something, it’s going to be a marathon together and not the sprint. So, as I said, selecting the people you choose to spend your professional life with this is extremely important. And I’m very thankful that they chose me and I chose them in this journey, because it’s without, without their support, and vice versa. I don’t think we’ve ever been where we are today, for example, and not where we want to go either.

Pete Thornton 32:47
You referenced this team a couple of times, it’s like it’s endearing because it’s like, you’re like you mentioned, you’re like, we’re just these four Swedish guys, you’ve talked about a little bit of the early portions of the journey and in the Bay Area, and everything and like, I had a pretty tight visual on that. I find it really, really interesting. It’s always more fun to kind of roll with a team. But it comes with its, it can be a double-edged sword. So I’m really glad that you guys have been on the correct side of that. Okay, and then finally, this is SaaS rant podcast, but we’re kind of talking about SaaS ramp, as it refers to well, as it refers to however you view it from your particular perspective. So what does SaaS ramp mean to you?

Carl Carell 33:29
I’m gonna answer it from the current perspective, what we touched upon before and I think, now for us the number one thing is to ramp the current organization and being cost-efficient in that. So to me, ramping being puts a significantly higher demand on things like Reb ops and sales enablement, and building a fantastic process, that people understands that enables people to be more successful, hitting higher quote, thus better win rates and so forth. So to me from that perspective, right now, what’s top of my mind is the enablement and rev ops department to ensure that we have a really as good process as we can at any given point in time and continue to revise that so to your credit there, Pete, that people invest like, like postman in fantastic enablement teams, I think is really what I’m trying to get that that you build a great enablement the robots process.

Pete Thornton 34:25
Wonderful. Yeah, that’s amazing. Everybody in both Reb ops and enablement love to work with people who understand their value and like are bringing it together and to kind of like that triangulated team, just for rev ops, CRO enablement, co-founders just sounds like it’s almost gonna be like a joke when you walk into a bar. It’s a super team. Super team. Yeah, yeah, it’s wonderful. Coral, I got a lot out of this. So I know my audience will. So I really appreciate your time today and like the insights that you offer, has been really, really nice to have you on the show today.

Carl Carell 35:01
Thank you, Pete. Fantastic podcast, by the way. I think there are some fantastic nuggets in all your different shows. So I’m very excited to be on, and thank you for having me.

Pete Thornton 35:11
Thanks. Thanks so much. Talk again soon, next year, whenever we’re on to the next round and everything changes again.

Carl Carell 35:19
Exactly. Then we’ll update everyone.

Pete Thornton 35:21
Alright, cheers.