Lenny Rachitsky: This is hard because people's performance reviews are based on their goals, KPIs, it's always like, here's what I got to drive. Other than putting posters on the wall, and this is our, just HubSpot growth above all is what matters, or our customers, I guess in your case. Is there anything tactically that was useful in helping people prioritize enterprise value? Brian Halligan: This was explicitly called out in the form for the employee when you got your review, this was part of it. And so, they get a score of one to, I forget, 10 on that. I would talk about it constantly. And when we first started HubSpot, I ran it a little bit like Jensen runs NVIDIA, where I didn't do one-on-ones, and I gave a lot of good and bad feedback publicly in large management team meetings, and I definitely would go out of my way to criticize people if I felt like they were solving for TV over EV. And people got a sense for that. And then, every quarter we did a really well-produced company meeting, we spent a lot of time on it, and at the end of the company meeting, we gave out, we called them the Champaigner Awards, it was a bottle of Veuve, that my co-founder and I signed. And we'd read something nice about them and give it to them, and usually there was an EV team in that. And so, we did different things to kind of beat that into people's heads.
And when we first started HubSpot, I ran it a little bit like Jensen runs NVIDIA, where I didn't do one-on-ones, and I gave a lot of good and bad feedback publicly in large management team meetings, and I definitely would go out of my way to criticize people if I felt like they were solving for TV over EV.