I mean the growth of sales org. From five to what number?

We also established a revenue operations unit and professional services. One of the key aspects of ChatBot is that it's easy to purchase but hard to deploy. This was crucial in bringing ChatBot upmarket into larger deal sizes. The original deal size was $50 MRR, and they had never had anyone purchase their enterprise plan. So, we transitioned from selling $50 MRR to $2,000 to $5,000 MRR on ChatBot, which were completely different deals.

When you joined LiveChat, apart from your prior experience and the appeal of a new product-led growth model, what else was instrumental in your decision to join LiveChat?

At the time, our target audience was only support teams and we referred to our users as agents, not reps or users. I quickly realized that we were missing out on potential revenue and facing churn because we were not integrated into the broader company. I felt that we needed to protect our revenue by becoming deeply ingrained with their processes and operations.

You mentioned that you were potentially going to report to Mariusz, but that didn't happen and you ended up reporting to Piotr. I also remember meeting Szymon, who's really tall, like an NBA player. Given your role, did you interact with him at all?

Yes, quite a bit. The operations within LiveChat are different from any other company I've worked at. The C-suite operates more like a board, which is why I say Mariusz transitioned into an advisory role. They hired numerous department heads, around 20 to 40, who were the ones directly implementing strategies and changes. The C-suite, on the other hand, was more about directing these changes.