To summarize, I've been speaking with many former Alteryx employees, and it seems like there has been a continuous stream of changes since 2020. You've already mentioned a few, but at a high level, what were the major changes in their go-to-market strategy that you saw implemented while you were there?

The first significant change was the departure of Richard Timperlake, who had a MEDDIC background and joined as the VP of EMEA before moving to Confluent. He was the one who hired my manager, Christopher Helmig, from MongoDB. Our regional Central EMEA also left after about a year.

On a broader note, did the go-to-market strategy change with all the personnel changes? Was the MEDDIC methodology implemented, or did they revert to their previous approach?

However, this meant that sales cycles suddenly became 12 months long. Instead of getting a hot lead who wants to purchase a five thousand dollar license, you're aiming for the big 100,000 or one million dollar deal and need to speak to management, which takes much longer.

I was actually referring to voluntary turnover, such as representatives leaving the company.

Some did leave, but overall, it was a very calm and relaxing environment. While I wasn't particularly thrilled about that, others were happy not to have a forecast call for three months.