Sales compensation is one of the most interesting, difficult and high leverage things a company can get right. The way I've traditionally thought of "under-sel

Sales compensation is one of the most interesting, difficult and high leverage things a company can get right. The way I've traditionally thought of "under-selling" is: - You have multiple teams that could maybe use your product, and you can maybe get their common manager to sign off on many seats - But you start with the team most likely to be successful, sell just those seats. Once they are firing on all cylinders they'll be very helpful training the other teams - Negotiate the discounting curve for the extra seats ahead of time and agree on expectations for timelines - Co-term the new seats, make it very easy to expand - But of course customer cash is king, and if they want to do procurement exactly once and are ok with seats sitting idle for a while, that's what you'll do One of the great strengths of the SaaS billing model is how you can map the buying process to the the actual use of the tool.