Chris Miller: prediction

Transcript context

…And so how would you describe what the shift was in terms of the way the sales motion and growth motion changed? The go-to-market motions that we were working on definitely fit under, I think the broad umbrella of PLG, but I don't think the culture of the company was necessarily explicit about being a PLG company. I don't think that's the way we talked about who HubSpot was and trust me, there were a bunch of other factors in here. I definitely, I won't say that our team were the sole driving force behind that shift in our strategy and approach, but certainly the data that we were able to collect and the experiments we were able to run and the insights we were able to surface and the research we were able to synthesize... It gave us conviction to double down on it for sure. And that was definitely maybe the beginning of that inflection point for the company, but there was certainly a lot of other things that led to us wanting to become more product led. Again, I think about it, I think any company is probably searching for ways to operate more efficiently. And if your revenue is so tied to go-to-market headcount, it gets really hard to scale the bigger you get. And so I think there's an innate desire to want to be more non-linear in our growth. And I think us arriving at the right place at the right time created sort of alignment around what the path forward could look like. If we want to live in that world, how might we get there? And I think that's where we really fit into the equation. It's like, "Oh, we invest in this team. If we invest in the type of work this team is doing, that's how we're going to build efficiencies over time." And it's also, we like that because it's in line with what our customers are already expecting from us. And it sounds like you weren't like, "We need to be more product led." It was more just how do we get the sales process more efficient and the motion of growth more efficient and that emerged out of that.…

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