190. The GTM Playbook Behind 133 Million Learners ft. Monika Saha (Articulate)

The key is knowing where to invest what types of energy. And it becomes very clear if you’ve segmented your customer base well.

Josh Schachter [Host]:
You’re listening to Unchurned, brought to you by the Gainsight Podcast network. Subscribe to our substack@ Unchurned.Gainsight.com where we go deep on every episode. Like how one post sales team at cloudbeds built over 150 AI agents. That story and more at unchurned.gainsight.com what a great intro to this episode. Was that the sound of a dog, like, I think with its ears, like going back and forth? Monica?

Monika Saha:
Fortunately, yes. And if you can, you can probably see his tail wagging here as well. This is how I am standing up. So this is how tall he is.

Josh Schachter [Host]:
Wow. Okay, we’re not editing this out. This is gonna stick. That is the best, like, on the spot intro to one of an unturned podcast episodes ever. Hi, everybody. Nice to meet you. Nice to meet you. Nice to see you again.

Josh Schachter [Host]:
Welcome. I’m Josh Schachter, your host, senior vice president of strategy and go to market development at Gainsight. I’m here with a very special co host, Gainsight’s own Sam Samantha. Sam Murray. She is VP of education strategy, like I said at Gainsight. And we’ve got a great guest on the show for today, Monica Saha. Monica is the chief commercial officer at Articulate. Monica, thank you so much for joining us.

Josh Schachter [Host]:
And your dog, what’s your dog’s name?

Monika Saha:
Yes, my dog is here too. His name is Mac.

Josh Schachter [Host]:
Mac.

Samantha Murray [Co-host]:
Mac.

Josh Schachter [Host]:
Based on. Based on what we’ve heard of Mac just in the, like, very few moments before we pressed record, he seems like. That seems like a very fitting name for him.

Monika Saha:
Yeah, it’s, it’s like, it’s like the truck. Mac the truck. He’s a large dog.

Josh Schachter [Host]:
Love it.

Samantha Murray [Co-host]:
What breed is he?

Monika Saha:
Great Dane.

Samantha Murray [Co-host]:
Oh, great. Okay. Yeah, that’s no joke. That’s a big dog.

Monika Saha:
It’s a big dog. Yeah.

Josh Schachter [Host]:
But they’re so friendly.

Monika Saha:
Very friendly. They’re the best.

Josh Schachter [Host]:
Yeah. Tell us, tell us a little bit about Articulate. And then we want to talk about you. We want to talk about what’s going on and education strategy, all the things.

Monika Saha:
Yes, so for those of you listening who have never heard of Articulate, Articulate is an AI powered workplace learning platform and it’s currently used by about over 125,000 organizations across over 180 countries, including 100% of the Fortune 100.

Josh Schachter [Host]:
100%. Not a single Fortune 100 does not use Articulate.

Samantha Murray [Co-host]:
That’s impressive.

Monika Saha:
And Samantha, since you are passionate about customer education and the learner side of things, content produced and created on Articulate is being consumed by over 133 million learners globally. So that’s the size and scale that we’re operating at and essentially what the platform does in a very short. Like, if you want to understand what it does, it empowers teams within an organization to easily generate and then localize into different languages and manage learning content and as well as distribute it through platforms like Skilljar. So very excited to be here with Sam, because I know Skilljar is a gametime property and Skilljar and Articulate have a lot of common customers. And we specifically focus on company specific training, which a lot of times is consumed inside the organization, but also consumed in the B2B world by customers, the products that companies produce. So that’s what we do.

Samantha Murray [Co-host]:
Fun fact, Monica. Two of my teams have been Articulate customers or users. So pretty familiar with the platform and really excited to dig in today, for sure.

Monika Saha:
Yes, yes. And we were cheering behind the scenes, by the way, when we saw Claude Academy go live on Skilljar. I’m sure that was an exciting day for you all. Also an Articulate customer. But anyway, I’m sure that created quite a bit of excitement over there. Yes, yes, quite a bit.

Josh Schachter [Host]:
Okay, we want to talk more about education before we go into education specifically, I want to talk about you, Monica. You’re the star of our show here. So you come from a really cool background. You’re in this amazing role, it sounds like, with 125, 135,000 customers and your chief Commercial officer responsible for that. Go to Market Motion, which includes sales, marketing, customer success, all the things. Huge purview. You were CMO at Gainsight less than five years ago. That’s cool.

Josh Schachter [Host]:
So you’re an alumnus, you’re one of us, and your career has kind of. You’ve spanned different things, really like you. You kind of, You’ve. You’ve built all the Lego blocks, put them in place really nicely to get you where you are today. So somewhere in there there’s a question. I don’t know what the question is, but. But I guess, you know, tell us A little bit about your, your, your remit as CCO Commercial Officer at Articulate.

Monika Saha:
Yeah. Chief Commercial Officer, I am responsible for marketing, sales and customer success. So I think in, in a lot of other companies when these three roles get or these three departments roll into one person, it’s CRO. Some companies call it CRO. At Articulate it’s Chief Commercial Officer. But that is essentially my remit all the way from, from trial to renewal is how I like to call it.

Josh Schachter [Host]:
Yeah, yeah. Is there if you go back to your Gainster days so many years ago, anything and you were in charge of marketing so you got very close to this community.

Monika Saha:
Yeah.

Josh Schachter [Host]:
Needs of our customer base. Anything that you’re, that you’re holding onto from that experience that’s helping you in this current role.

Monika Saha:
Yes. I think that one of the things that I learned at Gainsight during my CMO days was obviously the CSM organization was separate from the marketing organization and at the time Kelly Capote was the cco. And what I really loved was how data driven the customer success organization was at Gainsight and how data driven you could be within post sales and in customer success if you had structured things the right way and from a structure it’s all the way from like organizational design to the systems to processes and everything else. And so that was really, really cool to see from the inside because Gainsight was the one that was at the forefront, you know, going out there and teaching people how to do this. So then being on the inside and seeing how it’s done at Gainsight itself was really eye opening and something, something that I learned a lot from.

Samantha Murray [Co-host]:
Monica, can you remind me, were you. So did the customer communities product or insighted product back then acquisition happen during your tenure then while you were at Gainsight?

Monika Saha:
Yes, yes it did.

Samantha Murray [Co-host]:
Okay, awesome. But skill jar obviously happened post so I’m super curious to get your take on like so one of the things that I think a lot about now that we have sort of these additional products in our stack is marrying the like user level data that we have access to within customer academies communities and our in app experiences with the account level data, customer health scores and all of that jazz. I’m super curious to get your take on that. Is that something that you guys are looking into on your side at articulate?

Monika Saha:
Yes, 100%. It is a hard problem to solve because just technology wise a hard problem to solve because all three things typically are different pieces of technology at Articulate. Actually the community aspect of our go to market is very, very strong. So Articulate has been, you may or may not know this, but it’s a product led growth company. So you know, its roots are in a very, very strong PLG motion. And so the community side of, of Articulate has been and continues to be very strong. It is a very, very large, very active community. And, and the community in the early days was actually homegrown.

Monika Saha:
It was a purpose built community for Articulate. It was built many years ago. We then evolved to an off the shelf solution. But over time we’re also finding that we may need to evolve away from that as well. For the very specific. One of the many reasons is we do need to get more data from our community married with the data that we have about just the renewal motion and repulsion and product adoption and all that kind of stuff. So it is very important. I think it’s a very important problem to solve and it’s, you know, our gainsight’s strategy of putting those three pieces together under one umbrella is very, very interesting.

Samantha Murray [Co-host]:
I mean, I think particularly as I think about content and the content architecture that underlies a lot of our educational and community based experiences, I find it really interesting to think about content as, you know, knowledge that powers a whole lot of the experiences across the customer journey. So I’m really curious also I’m assuming that you guys are drinking your own champagne, that there’s a lot of, you know, effort and intentionality behind your own customer education programs and your own internal employee learning programs. So how are you using your own tech stack today to power some of those educational experiences?

Monika Saha:
We are drinking our own champagne. So I’ll talk about customer education first. So all of our, actually the bulk of our customer education is served up on the community platform. So that’s how people get access to it, that’s how they consume it. There’s all different, you know, community spaces dedicated to different products and it’s a very, very strong pull for the community. It’s also a huge value that people get out of the community when they consume all of that training content. And our training team is very active. They’re literally producing multiple pieces of customer bite size training every week.

Monika Saha:
You have weekly challenges. You have a couple fun things in there as well. So the training content essentially is the draw for the entire community. So that’s on the customer side. Internally we use it very, very heavily for internal field enablement. So think of customer success enablement, think of sales enablement. Anytime we do a product launch, a massive amount of that enablement that needs to happen for the field. Is built on articulate, even things like legal T’s and C’s.

Monika Saha:
When we make changes to our legal T’s and C’s, you got new training that has to go out to the entire field. It’s legal training that is built on articulate and consumed by everybody. So very heavy use of our own product and also the distribution mechanism, at least for us today. It could be different for other companies, but for us, the community is a big part of getting that content out there.

Samantha Murray [Co-host]:
One of the things that I often hear from customer education leaders, but this isn’t exclusive to customer ed leaders. I think this applies across the board to even enablement leaders and L and D, you know, employee training, the content breakdown. Like I often see a lot of repetitive. Right, like we’re reusing the same content. In a lot of cases, our educational goals are the same, especially as it relates to product training. Obviously, reps need to be enabled in the same way that customers need to be enabled. And so one of the questions that I get really often is like, well, how do I standardize and modularize my content and create this architecture in a way that allows me to repurpose and reuse so that I don’t need to reinvent the wheel every time? Is that something that articulate places like a high importance on and how, how are you guys doing that internally?

Monika Saha:
Yes, we do place a very high importance on it and coincidentally we get that question a lot too. So this is a topic I’m speaking on at a Pulse conference. So my session at Pulse is all. It’s talking about customer success, enablement and customer education. A lot of times the source material is common for both those audiences. But what you need to teach on both sides is different, especially in B2B scenarios. So I have a whole talk around that and some best practices to, to make that easier and smoother going forward. But essentially what we found, and especially with, with the much higher adoption of AI and AI being in our product as well, one of the things that is very, very simple, I should say relatively more simple now than it used to be, is starting with the same base level content.

Monika Saha:
So I’ll give you an example. Let’s say you’ve got a product launch that you’re rolling out to your customers, but you also need to obviously enable your own teams with that, with the, with information so they’re. Everybody is competent and feels confident speaking to customers about it. With at least the way things work in articulate in the platform. And also how we do things today is you essentially Start with the same source material for both audiences. And the source material could just be, you know, technical specs, meeting notes, things that your partner engineering teams have given you about the launch. So you essentially feed your source information into Articulate, but then within Articulate, you can create learning and give two different learning objectives and describe two different audiences and tell the system what the different purposes are for those two different branches of learning. And.

Monika Saha:
And the AI will assist you towards creating an output that’s tailored, one maybe for your CSM team to enable them. And another thing that’s more tailored towards your end customer audience, that’s more tailored to them. And so the idea is, if you keep using the same source material, then when you have the next release, then you essentially just feed just the additional source material to the same baseline course and say, okay, here’s the new revision. Give me suggestions of what should change or what do I need to update or what new course do I need to create and essentially follow the same process. So we’re facing this today. I think every company is facing this today is like, product releases are becoming more and more frequent and you have to keep up with all the learning. And so everyone is looking for ways in which you can simplify how all of that gets managed. Because.

Monika Saha:
Because this is just getting faster and faster every day.

Josh Schachter [Host]:
I want to throw a comment out there. I want you. I’m trying to stir a little controversy. Sam is looking at me. She’s like, I know where. She has no idea where I’m going, but she just knows I’m going somewhere. She knows me well enough. Right? You guys can.

Josh Schachter [Host]:
Can slam this back down my throat here. Customer education is a cost center.

Monika Saha:
Are you asking a question or is that a statement?

Josh Schachter [Host]:
Well, it’s. It’s a. It’s a way to stir up the pot. Yeah, I’m trying to stir the pot. I’m trying to stir the pot. Tell me the commercial lever of customer education. Tell me, tell me, Sam, go ahead, tell me how blatantly wrong I am.

Samantha Murray [Co-host]:
Oh, my gosh. Well, I’ll start and then. Monica, I’m very interested to get your take on this, but I think this is definitely a misconception that has been sort of, like, squashed, especially over the last couple of years. There’s no doubt that. I think, particularly when I think about past customer education versions, when it used to sit under the umbrella of professional services and was, you know, very much like a monetized, you know, implementation and onboarding focus, perhaps it could have been seen, depending on the monetization strategy as a cost center. But nowadays I think there’s just so much opportunity with regards to supporting product adoption, you know, even education as a driver of net new leads, if you have ungated content retention, churn reduction, all of these things, it’s been proven over and over that customer education is a driver of all of these things. I think the problem that we face in our field is the ability to actually connect the dots with the data. That has been the primary challenge.

Samantha Murray [Co-host]:
And the way that I usually support teams working around this is like really shifting their operating model to working like a product team. So like designing around a hypothesis that you’re trying to prove, understanding your, you know, business objectives that you’re trying to align to overall and then choosing leading indicators that you can control over a very short sprint and, and like doing everything you can to just try to move the needle on that leading indicator until you start to see some momentum towards those bigger goals. But this, we have to stop having this conversation of like education as a cost center because it’s just not true anymore.

Josh Schachter [Host]:
Yeah, I’m getting chucked out of the podcast here. Sam’s taking over. Monica, what do you say?

Monika Saha:
I don’t agree that it’s a, I mean it costs, it’s everything in a company costs money. Every, every, every team costs money. But I also don’t believe a hundred percent of customer education can generate revenue for you. If you’re going to charge for every training that you give to a customer, that means either A, your product is too hard to use or B, like there’s, there’s something doesn’t match up. So the analogy I like to use is when you have a sales organization, you also have solutions, engineers and, or sales engineers. And the sales engineering team is usually much smaller if you’re doing things right, much smaller than the quota carrying sales team. But you never question that. You never question if you need them.

Monika Saha:
You need product experts on that side of the house to move conversations forward and make sure that the product side of things on the within the sales deal is being addressed correctly. So I think of customer education in a very similar way. You’ve got parts of the organization who are responsible for making customers successful and making sure they renew. And one aspect, one lever they can pull in order to make those two things happen is ensure that customers are educated in the right way about the value they can get from a product. And then you can come up with different ways that you design the org or define the cost structure. But it can’t be zero and you also can’t march for everything. So what is that baseline that a company is willing to invest in order to make sure that that investment then yields a certain amount of renewal or expansion in your portfolio? That’s how I look at it. And so you make certain investments like that on the sales side as well.

Monika Saha:
And it’s a similar type of an investment that I see on the customer success side. I don’t necessarily agree that it’s a cost center. And we’ve seen data, I mean, we’ve seen data ourselves, and I’m sure, Sam, you’ve seen it as well, is when you do engage at the right time with training, especially in very, very large enterprise accounts, you do see adoption for certain things go up. The data will show you that and then how you then take that adoption and drive it towards other things like expansion is up to various other aspects of how you run the business. But training does pay dividends and over time it has to be run well and organized and delivered in the right way.

Samantha Murray [Co-host]:
That’s why I think it’s so interesting to think about, you know, Gainsight, I guess in particular. But this could apply across the board. It’s not exclusive to Gainsight’s technology. It’s possible to obviously connect your different platforms through a data warehouse or something and still have access to the same level of intelligence. But looking at it through the lens of, you know, a digital motion, regardless of where you’re delivering the content. Like really truly thinking about a digital motion as the underlying layer that the human sort of CSM motion gets layered on top of. Because we get access to signals in the same way that we watch intense signals pre sales, we have the same intent signals post sales. We just haven’t traditionally done a very good job of tracking them and so now have the visibility and the access to see, see what’s happening across all of the touch points in the customer journey so that we can get better at things like, you know, identifying opportunities for expansion or noticing when there’s churned risk because someone has disengaged with the academy or with the community, et cetera.

Monika Saha:
Yeah, 100%.

Josh Schachter [Host]:
Monica, how are you guys managing your, your launch? You said it was 125,000 or 135,000 customers that you have, is that right?

Monika Saha:
5,000 organizations?

Josh Schachter [Host]:
Yes, organizations. That’s a, that’s a. I mean, I assume that’s a long tail. It’s not all Stratton Enterprise accounts. What’s generally. Obviously your motion includes customer education and community like you’ve discussed. How else Would you describe the motion that you guys run on post sales side?

Monika Saha:
So from a post sales perspective, we segment our customer base just like any other company. So we’ve got, you know, our strategic enterprise customers is one segment. We have our mid market which is another segment and then we have SMB and then we also have a customer engagement team which is a very long tail of the business. So think of the customer education team as. That’s where we have the round robin account assignment. There’s no dedicated csm. That’s where we put in the most effort in terms of engaging through digital ways. That’s where we have a lot more.

Monika Saha:
It’s just, it’s, it’s really fast, it’s high velocity, high volume. And I will also say something that is a little bit controversial, which is there are certain segments where trying to improve churn beyond a certain point is pointless. That is the, the, that is just a fact of life that that particular segment will always have the worst retention. And it’s not a thing that you can solve for. It’s just that’s the buying behavior of that segment. So once you know what your baseline is for that segment, the goal is to stay at that baseline. It’s not necessarily, I mean yes, if you can beat that baseline, that’s great, but I think it’s a law of diminishing returns to try and improve, improve even 1% on that baseline is not the same as trying to improve 1% on your enterprise segment. So I’d much rather spend a lot of brain cycles there.

Monika Saha:
Even though the logo volume and the long tail may be high, but the return on investment of trying to improve retention there is not going to be as high as investing that time elsewhere. So I think the key is knowing where to invest what types of energy and it becomes very clear if you segmented your customer base well.

Josh Schachter [Host]:
But just to be clear, you’re not suggesting to ignore the long tail. You’re saying to really double click into the data to understand within that what segments might be less durable.

Monika Saha:
Right.

Josh Schachter [Host]:
We’re talking about like the mom and pop restaurants that go out of business every six months. Nothing you can do about that churn.

Monika Saha:
Yeah, exactly. It’s more, we’re definitely not ignoring it. So we have an entire team and resources and technology dedicated to it. It’s just knowing what that baseline retention should be and not trying to like raise expectations that are trying to like and we’re backwards to try and improve it. Because I do think that there isn’t. That’s the point of the long tail. It’s it, you know it, it is very fast moving, high velocity, not very, these are not customers are going to sign a three year deal and all that kind of stuff. So yeah.

Samantha Murray [Co-host]:
What role does your digital motion play in the larger enterprise segments? Because I hear you know there’s varying degrees of investment in digital. Oftentimes most organizations will invest in it for the long tail, the like the smaller SMP customers in lieu of a CSM motion. But more and more I’m starting to see this trend towards like digital as like I said, the underlying layer and is that something that you guys are exploring or doing today?

Monika Saha:
So for us at Articulate Digital is foundational and I don’t know if this meets the definition, your definition of digital but for us it starts inside the product like the moment you take a trial. There are things that we are doing in product to drive people towards a certain outcome. Then when you become a customer, there’s things we’re doing in product to drive people towards a certain outcome. And we recently implemented because what we wanted to do was make the in product and the email communications based on different segments. We wanted to like get more sophisticated with that. So we did implement a platform recently that helps us do that. So we’ve got four different, four different products or for different features. When you’re in the product there’s different in app engagement that you see and on the same platform will then help us synchronize how what our email communication is for that same customer base.

Monika Saha:
And it may be slightly different based on your user Persona as well as what segment you’re in. Right. So there’s a lot that we’re doing there and again at Articulate it’s foundational because we are a product led growth company. It starts even before you become a customer and now we’re getting more and more sophisticated with it after you’re, you know, once you’re, once you’re a customer and we’ve had to become more sophisticated with it because just like GameSight, it’s not a single product company so we’ve got a couple other products now that customers are consuming and so we do have to be more sophisticated with that in app as well as, you know, outside the app engagement strategy.

Samantha Murray [Co-host]:
So your in app beyond engagement, I assume you’re also tracking again those intense signals inside the product to identify opportunities for upsell or cross sell motions across your other product lines.

Monika Saha:
We are so and we’re doing it, it’s not necessarily across other product lines but essentially what we can do at articulate is again this part of this PLG strategy is we launch a new product as an example, a certain segment or every customer may get a trial of it. So turn on that trial for a period of time, either for a segment or for everybody. And then that trial is instrumented to drive people towards a certain path. And then when they hit certain milestones, even though they’re an existing customer, they’re inside the product trying something that they’re not yet paying for. When they hit certain milestones, then there’s data that is passed over to our organization, our sales organization that they’re tracking and then they follow up with the customer. Awesome.

Samantha Murray [Co-host]:
I always just find, I find it super interesting the difference between PLG companies and non PLG companies. The level of sophistication that I see in particularly the digital in app motion is night and day because it’s like existential. Like you have, you know, I spent almost seven years at a little company called Shopify. We had a huge PLG motion and that was such. That was like the bread and butter of our entire in app experience team. And because it is existential, you don’t make revenue unless you optimize your first 14 day trial or however long your trial is. And so the level of sophistication that I see in orgs that are doing plg, it’s, it’s, honestly it’s, it’s light years. It’s crazy.

Monika Saha:
Yeah. Do you think that there’s ways in which B2B companies can, can do some of that experimentation or is it, is it too hard of a.

Samantha Murray [Co-host]:
No, I think it’s, I think it, I think it’s possible. But it’s to your point. It’s, you were explaining your motion sort of in that post sale with regards to, you know, identifying cross sell opportunities or you know, we’re watching, we provide them a trial experience for a certain amount of time and then see if we can upsell them or put them on a path to upsell for additional products. That’s the right. I think mode of experimentation is getting really creative. If you don’t have a plg, that’s fine, but can you launch a feature for a certain time period to a subset of customers that you know, are a high, you know, propensity to buy that particular thing and then experiment with different motions in the product to try to encourage that behavior? I think that’s probably the right approach. And one way that, you know, non PLG B2B companies can try to make some headway.

Monika Saha:
There

Josh Schachter [Host]:
but you’re right, you’re right, Sam. Structurally, PLG companies are really strong at this. So that experimentation, mindset and quickening those learning loops and that gives them a major advantage. Monica, we are in Q2 right now. What are some of the biggest rocks you can biggest rock or a couple of rocks or pebbles that you’re focused on?

Monika Saha:
Well, a big rock from an operational standpoint that I’m focused on is finding ways for us to get even more efficient and a lot faster. What we’re doing by embracing AI ourselves. So, and I don’t think we’re unique. I think every SaaS company is, is grappling with this. In fact, we had a couple calls with a few customers who didn’t even want to talk about our product. They said, what are you all doing? How are you using AI across your business? And so we just, you know, we’re sharing stories amongst each other, SaaS company to SaaS company. So that’s a big theme for me is what are the process bottlenecks that we have in our go to market organization and what can we do with AI to either mitigate or remove those bottlenecks completely? So that’s one. The second.

Josh Schachter [Host]:
Let’s stay there for a second if you don’t mind. Before we go on to the second. I mean what, what are you, what are you doing? It’s a loaded question.

Monika Saha:
So I’ll give you a very, very simple example. We had a QBR a couple weeks ago and essentially it was myself and the other go to market leaders and what we did is evaluate each. Each leader in, in my department brought one or maximum two processes that are incredibly painful for their teams. And we then sat down as a cross functional organization, watched how painful every one of those were. It was a recorded video. Well, you couldn’t just talk to the process. You had to bring it to life by showing it. And then we went through it and then we figured out which of these things do we want to prioritize to solve using AI.

Monika Saha:
A very simple example without giving too much away, but this is obvious. Every PLG company and Sam, you would know this maybe from Shopify as well, is every PLG company most PLG motions. What you end up doing is you end up landing multiple times in an account. So we could have like a very, very large multi global multinational organization could have 20, 30 subscriptions, tiny little subscriptions of articulate floating around because people have just gone in, done a trial, swipe their credit card and purchase it. And so getting that holistic visibility into at the logo level, what that looks like for very large complicated accounts. If you think about not just where have we landed but what’s the usage, where is it healthy, where is it unhealthy? Trying to bring that holistic picture together and then taking action on it is not easy from a systems perspective. So even just simple things like that, what can we do?

Josh Schachter [Host]:
But there’s so much value there. If you get that right, right. Then you can group them together, you can sell them to the to do a unified account, you can upsell them, you can do all the things.

Monika Saha:
It’s all those things. And, and even before even getting to the selling, it’s just process wise. Like the day to day having your teams having to deal with that information complexity is, you know, we could, we could solve a lot of that information complexity now with AI and I think that’s the good and bad. Like AI is disrupting a whole bunch of things and causing a lot of chaos. But the flip side of it is we now have so much power at our fingertips to remove some of that informational complexity that people are drowning in, in their day to day. And I think that’s what’s exciting.

Josh Schachter [Host]:
So what’s number two?

Monika Saha:
So I talk about operations. The number two is obviously hit the number. It’s Q2, it’s for us the second month of Q2. So yeah, we got to make the number that’s always number two.

Josh Schachter [Host]:
We all got to make the number.

Monika Saha:
We all got to make the number.

Samantha Murray [Co-host]:
What does that look like? What are some of the priorities in terms of structuring yourself so you can confidently hit that number.

Monika Saha:
So we are very clear from our priority perspective, we know exactly where growth is going to be coming from in terms of is it this product or that product. So we know exactly what growth we can attribute or expect to attribute to our core product. And then the two Cross Sell products that we have. So for me, essentially the core product, just like any other company, your core product is your bread and butter. That’s where you have the most confidence. And then the other two cross sells is where we have to push as hard as we can to beat the number that we, we, we already got in Q1. So with Cross Sell, just like any other SaaS company, when you got Cross Sell products in the mix, there is a period of time where you’re almost, you literally have to almost double and triple every quarter you’re booking because you’re still in that very, very small growth mode or I’m small baseline mode. And so it’s just operating.

Monika Saha:
You know, the organizational push that you’re applying there is just like what you would do for a startup versus a scaled business. So on one hand you’ve got a scaled business and you expect a certain growth rate and on the other hand, you’ve got two startups and you have a very different growth rate expectation.

Josh Schachter [Host]:
Monica, this was great. Let’s wrap it up there. Thank you so much. You’ve had an incredible career so far. Your journey’s been amazing. You’re doing some wonderful things as Chief Commercial Officer at Articulate. We’re very happy, proud to be partners with you in many ways. And the Pulse presentation, this will probably air after the presentation, but I heard it was great.

Josh Schachter [Host]:
It was the best one at Pulse.

Samantha Murray [Co-host]:
It was the best one.

Monika Saha:
Best one.

Josh Schachter [Host]:
Yeah. Yeah, exactly. Monica Saha of Articulate, thank you so much for being on the program.

Monika Saha:
Yeah. Thank you, Josh, for inviting me. And Sam, it was so wonderful to chat with you twice.