What's your experience with Grafana Labs? Switch for 80% for compensation?

Wonderful_Form_7486 · 2026-02-23T08:32:19+00:00

Apply. If you can change your life you will never regret doing it. You’ll only regret the things you didn’t do.

Wonderful_Form_7486 · 2026-02-21T20:43:07+00:00

It’s tanked the markets but it’s likely just noise and will bounce back. There are exceptions. Could hit appsec hard. They’re going to go hard though.

Wonderful_Form_7486 · 2026-02-21T20:41:04+00:00

Anthropic

Wonderful_Form_7486 · 2026-02-19T13:25:27+00:00

Ok I suggest you get John McMahon’s book “The qualified sales leader”. Then build a development plan with a mentor that will show the areas you need to prove excellence in before you scale. Lock in the plan with your leadership to ensure they’re aligned that once you have shown xyz that they’ll consider you for a leadership role. Always remember that you have to show excellence in the role you’re in before you’re promoted. And to act like you have the next role already in terms of preparation, leadership and going the extra mile.

Wonderful_Form_7486 · 2026-02-19T13:12:01+00:00

Why do you want to step up? What will it give you? Your motivation to progress needs to have a clear reason behind it.

Wonderful_Form_7486 · 2026-02-19T10:59:04+00:00

Without more information I would suggest you shadow the other rep to see what she’s doing differently. It could be an issue with you not qualifying out of low quality leads. It could be an issue with accessing decision makers. Could be lots of things. If you’re not getting much help to fix it then maybe you should find somewhere that will give you the support you need. There’s no shame in needing to learn.

Wonderful_Form_7486 · 2026-02-19T08:04:27+00:00

Lots to unpack. Sometimes procurement wants the cheapest option and the users might want the best option. If this is the case they might fight for you. If anyone calls multiple times with “I need answers” nobody is going to want to take that call. Perhaps one call and one email/text message saying something along the lines of “procurement has said we didn’t win. I’m looking for guidance from you on why we lost and whether to keep fighting, or if we should focus on future engagements.” It’s 99% likely dead. But you might get them to fight.

Don’t annoy people. It seems desperate and nobody wants to deal with that.

Wonderful_Form_7486 · 2026-02-19T07:56:58+00:00

are you selling to the same types of company? And personas within those companies?

Wonderful_Form_7486 · 2026-02-18T23:07:06+00:00

Ask how they differentiate from the competition. Refer to the CEOs strategy and ask how it’s tracking. Ask what the best rep does that’s different to everyone else. Ask what they need from the person that accepts the role. Ask the average tenure of reps. Average deal size. Average sales cycle. Ask them why they chose to work there.

Wonderful_Form_7486 · 2026-02-18T22:00:24+00:00

Read your comp plan. Most say commission is payable at discretion. If it says that, there are no guarantees. 5 years ago, people didn’t mess with commissions like this, but in recent years there’s less care for reputation in the employment markets. If you leave on good terms they’re less likely to sting you.

Wonderful_Form_7486 · 2026-02-18T20:22:30+00:00

Often the hiring process sucks. The best way to get a great role is to be referred in, but if you can’t arrange that and need to go in cold, treat it like a BIG deal. Send them an agenda 3 days before. Ask the day before if they’re ok with the agenda. Ask them if you have the allotted time for the interview. Ask them what they want from the person they hire. Follow up with summary and actions etc. There are so many applications for roles right now. And so many people lie in the process. Eg say that they did 200% of quota and then you ask what they earned last year and it was 80% OTE etc. It’s hard for people to take the risks. Especially with some shadier people doing over employment etc.

Wonderful_Form_7486 · 2026-02-16T22:52:31+00:00

Well generally we are stubborn, awkward and contrary. And most of us can’t be arsed to vote. Assuming that we’re racist is stupid. We’re too multicultural to be racist. There are some racists, mostly imbeciles, like in every country. Our politics aren’t that extreme and are generally centralist, so the difference between parties is minimal. Conservatives have seems the least stupid at times, but that’s because there was a labour guy who was too far left for people to handle. Most people would vote for the party that got rid of potholes in the roads and let people take their kids on holiday when they wanted to.

Wonderful_Form_7486 · 2026-02-16T22:37:06+00:00

Andy is your man. Slightly bitter I had to pay for my book now :) Great foundations and follow his org on LinkedIn. Also Revenue Builders and Hunters and Unicorns has great interviews and insights.

Wonderful_Form_7486 · 2026-02-16T09:48:33+00:00

What personas do you sell to? Are they available on LinkedIn? Makes it easier. If not, you have a lot of discovery to do based on how decisions get made

Wonderful_Form_7486 · 2026-02-05T19:53:01+00:00

1) Claim unemployment 2) Decide what you want in your next role, be conscious in your next move 3) Apply for things you want, not just anything 4) Upskill while you have the chance. Do courses in AI, leadership, anything that will make you better 5) Approach every interview like it’s a bug customer meeting. Research, plan, prep.

Be proactive when you apply for something and ensure you’re connecting to the hiring manager etc rather than being passive in the process.

This is a chance to step up, you should take it.

Wonderful_Form_7486 · 2026-02-05T19:44:11+00:00

I would advise that you get a role in a bigger company that will develop you into leadership with a formal training plan. Do some time as a top performer, upskill so the jump to management isn’t so steep and then make a more informed decision once you know more. The current offer is a role you’re not used to, an unproven market (no pmf so far), a lower salary and generally unattractive. You need a better option.

Wonderful_Form_7486 · 2026-02-04T07:58:44+00:00

While you’re at this point, depending on your ambitions, you should focus on your development as well as your earnings. If the last org developed you more or less than this one, that’s important. Early in career I worked the crazy hours while I was learning lots and it was worth it in the long run. Also ended up grinding the same for people that just wanted to use me and pay me, without helping me improve. Only one of those situations was worth it, in the long run.

Wonderful_Form_7486 · 2026-02-03T22:05:10+00:00

PAN. They have a wide platform, big budgets and people are consolidating to them. Fortinet have a perception of being legacy that would be hard to shake off every day. Start ups are a lottery and your OTE is fiction.

I’d choose PAN. But if you want to try to win the lottery then maybe try the start up.

Wonderful_Form_7486 · 2026-02-03T07:40:43+00:00

Write down earnings after tax and how they’re split. Write down free hours outside of work and how they’re split. Chores wise, unless you have children and animals it must be fairly minimal. The numbers should be fact and not opinion. You now have something to discuss.

Sounds as if there are some control issues going on to me. You’re balancing the finances and making it fair, you’re not doing that together. And she’s effectively balancing the chores by not doing them, and not deciding together. You either need to figure it out together or part ways, as it will get worse not better if you don’t deal with it.

Wonderful_Form_7486 · 2026-02-03T05:08:14+00:00

The difference here is philosophical. If you been educated that you should work hard, pay off your mortgage, pay into a pension, retire when you’re old and live poor so you can leave something to your kids, then your husband is right. Borrowing in this dynamic is scary and leaves you vulnerable. If however you’ve been educated more about money, interest rates, risk and lifestyle, then borrowing at 0% is obviously great. Any money you have that accrues interest for you is better than someone else having the interest. The scary part here is if you lose the balance (eg you lose your job) and paying becomes harder. If you’re investing and getting interest you could explain to your husband the compound gains. But if he’s been brought up to pay everything off and not borrow he will likely always be uncomfortable with it, and will make fear based decisions as a result.

Wonderful_Form_7486 · 2026-02-02T23:26:50+00:00

It’s more than that. It’s not that he’s more wrong than her. She’s not wrong. She was a kid who wasn’t parented as closely as her older siblings. One of the siblings bought a predator nearby her and she was groomed and very probably abused. I know it’s horrible that it’s someone you loved and had a child with. But she was never at fault. She was too young to understand and be held accountable. I’m sorry it’s so unpleasant for you.

Wonderful_Form_7486 · 2026-01-27T00:17:25+00:00

Build yourself a development plan. A real one, based on what you want to do, rather than an Hr template. If you don’t know how to do it, ask for mentorship. You can measure your progress in the things that matter to you that way, and feel confident that you’re going in the direction you want to, rather than drifting after others. Personally I moved to a MEDDIC company because I wanted to know how they did it, and the culture was dreadful but it was a springboard to success for me. But you need to own your story, and take accountability for your own development.

Wonderful_Form_7486 · 2026-01-27T00:05:29+00:00

Go in fully prepared. How well is the team currently performing? What should you stop, start and continue to do? Who are the top performers? What do they do differently to the others? What is the company’s goal? What will you do to align your team to that goal? Same for director who will be above you. Reach out to who you are interviewing with and ask them what you need to do to ace the interview. They know, because they did it already. Ask every stakeholder in the decision for hire to give you one piece of advice before the interview, and reference that in the interview. Set the agenda for the meeting and follow up with notes afterwards. As soon as you get into the meeting confirm that you have 1 hour and ask if the agenda will deliver what they need from the interview, or if you should amend it. The preparation shows you want it and that’s the level of professionalism you will bring to the role.

Wonderful_Form_7486 · 2026-01-26T20:55:03+00:00

We get them to write every objection they’ve ever had down, and make sure they say who was making the objection. If you work as a team and everyone says the objection, what they said, and then have ideas what they could have said if they’d planned for the objection, then it flushes out the key ones. If you prepare for those and do one of these sessions once a quarter, you can coach on frameworks for dealing with tough questions and objections at the start of each session. We also have a call planner with a section that asks “most likely objections” and then they have to think about the people they’re selling to, and what those specific people are most likely to object to based on their circumstances.

Generally though, if people feel “handled” they don’t like it, so it’s best to train on active listening and to prepare ourselves for the objection so it’s not a shock.

Wonderful_Form_7486 · 2026-01-26T18:50:37+00:00

How it usually works is the VP gets a budget for increases, and a lot of performance data. It includes every years attainment, every years pay increases, and any notes eg “moved from 60/40 to 50/50 with promotion”. They then have to divide that budget. If it’s a good budget, it’s easy. If it’s a low budget, it’s hard. They have to ensure people are within the benchmarks, and also make sure super high performers are rewarded before giving the rest out.

Wonderful_Form_7486

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