Sales structure undermines potential despite strong product love
Pros
Customers love the product and will usually take meetings to learn more. The overall company culture is playful, not too serious, and always shipping new features.
Cons
New features doesn't mean more revenue. In a product led growth model, the product used to speak for itself. Now, sales leaders assume that throwing salespeople at customers will equate to more revenue. Not the case. The sales programs and systems are set up poorly to disincentivize good seller behavior. Customers have no real need to talk to sales since they can procure seats themselves and sellers get no credit for that growth even if they heavily influenced the purchase. Sales requires customers to do unnatural things to give sales revenue credit. There's no reason for customers to work with sales because there are no strategic deals, no negotiation, no discounts, and no real benefits of upgrading to enterprise. Sales leaders are obsessed with pipeline and not focused enough on improving programs, processes, and packaging to GTM to customers. Sales has limited value because of how we're setup to work with customers. I've never worked in an organization where sales is so useless. it's almost as if senior leadership wants this experiment to fail because there's no way to win. Enterprise customers love Figma and they're seat-saturated. AI credits hardly produce revenue.
