Behzad Nouri

When I founded Payoneer in 2005, I was hoping to build a small family business. Well... that didn't quite go as planned. 🙂 In 2010, after much convincing, #ScottGalit took over the little, fragile startup and led it all the way to Nasdaq, changing the lives of many families along the way. He later found and transitioned leadership to #JohnCaplan, continuing the company's remarkable journey. The value that was created over the years is the result of an unbelievable amount of hard work, dedication and risk-taking. Behind every milestone were sacrifices. Children who saw less of their parents. Long nights and weekends. Stress, frustration, uncertainty, mistakes, missed opportunities, and countless challenges that had to be overcome. Yet when driven, committed, and talented people join forces, beautiful things can happen and Sometimes, extraordinary value is created. I want to dedicate this post to the hundreds of individuals whose names may never appear in headlines or press releases, but for whom Payoneer was much more than a job—it was part of their identity and a source of pride. The people who put in the extra effort on weekends. The people who found creative ways to solve impossible problems. The people who genuinely cared about customers. The people whose extra push, extra energy, and extra commitment made all the difference. Companies are often associated with founders and CEOs, but their true story is written by hundreds of people who show up every day and give a piece of themselves to build that sustainable value.

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Codegen is not the hard part, making sense of large, messy systems is. We're trying to change how developers around the globe interact with their code and we're just getting started! 🚀

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One insight we consistently see in our research: many strong products struggle not because of the technology, but because their GTM system is clogged. If you’re curious how well your revenue operating system actually works across product, marketing, sales, and customer success, it’s worth conducting a GTM capability assessment. It helps answer a simple but powerful question: How effectively does the value of your product travel through your organization and reach the buying conversation? That’s exactly what we analyze through VORA™ (Value Operations Research & Assessment). You can also run your own GTM capability assessment to see how well-oiled your revenue operating system really is. #ValueOps, #GoToMarket

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A $2B enterprise software provider just modernized its GTM stack—and the results speak volumes. With Gong (conversation intelligence), Outreach (sales engagement), Demandbase (ABM), Salesforce (CRM), and Adobe Marketo (marketing automation), they built an integrated, insight-driven revenue engine. Cross-functional alignment Streamlined MarTech Scalable seller adoption The full transformation? It’s a masterclass in strategic stack selection. Read the full #AnatomyOfADecision by Kyle James: https://hubs.la/Q03Bj__c0 #SalesTech #MarTech #B2BMarketing #RevOps #SalesEnablement #GTMTransformation

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Thresholds and cliffs: how to break it down, for your Account Executive tech sales commission plan? When designing a commission plan for Account Executives (AEs) in tech sales, commission thresholds play a key role in both performance and motivation. Set them too high, and you risk discouraging your team; set them too low, and you may not drive enough results. Here’s how to strike the right balance. 1️⃣ 𝐀𝐯𝐨𝐢𝐝 𝐄𝐱𝐜𝐞𝐬𝐬𝐢𝐯𝐞𝐥𝐲 𝐇𝐢𝐠𝐡 𝐓𝐡𝐫𝐞𝐬𝐡𝐨𝐥𝐝𝐬 I’ve seen companies where reps don’t get paid if they don’t reach 50% quota. I can understand why: you want your reps to pay for the base salary before paying them commissions. There is no right or wrong, but I tend to think this is very severe, because you want reps to feel motivated all the time, even when they’ve had a hard start to their quarter. Setting too high a threshold can demotivate AEs who feel their efforts won’t be rewarded. Instead, start with a low baseline or even eliminate the threshold to foster a proactive, motivated culture. 2️⃣ 𝐈𝐧𝐭𝐫𝐨𝐝𝐮𝐜𝐞 𝐏𝐫𝐨𝐠𝐫𝐞𝐬𝐬𝐢𝐯𝐞 𝐓𝐡𝐫𝐞𝐬𝐡𝐨𝐥𝐝𝐬 What usually works best is a tiered structure. You don’t need a ton of different tiers, but you can split it into 5 parts: 0 → 40% → 80% → 100% → 120% → 120%+ Implement progressive thresholds where commission rates increase as sales reps hit new milestones. For example: - 80% of target = 8% commission - 100% of target = 10% commission This motivates reps to push for the next level, increasing sales performance by as much as 25%, as studies show. 3️⃣ 𝐀𝐜𝐜𝐨𝐮𝐧𝐭 𝐟𝐨𝐫 𝐒𝐞𝐚𝐬𝐨𝐧𝐚𝐥𝐢𝐭𝐲 & 𝐌𝐚𝐫𝐤𝐞𝐭 𝐅𝐥𝐮𝐜𝐭𝐮𝐚𝐭𝐢𝐨𝐧𝐬 Sales cycles aren’t static. Introduce adjustable thresholds based on historical performance and seasonal trends to ensure reps stay motivated during slower months and are rewarded during high-demand periods.

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We at Blitzscaling Ventures are proud to invest in Atrios, an a16z portfolio company where we saw CEO Taylor Offer demo the product at the a16z Speedrun Demo Day. Atrios is an AI-powered network intelligence platform that maps who knows who and makes those relationships actionable for go-to-market teams. How it works: -Tech vendors can post offers and specify the types of roles they want to connect with. -Connectors (often founders, VCs, business development professionals between roles, or highly connected individuals) can peruse the offerings and choose the best fits. -The connectors reach out to their prospects for a mutually agreed-upon introduction. -The tech vendor gets a qualified, warm intro to a lead. The connector gets compensated. The business decision-maker accelerates their decision-making process. -All three parties benefit: the vendor, the connector, and the business decision-maker, which is why the company is cleverly called “A-Trios,” Atrios. And yes, Taylor Offer that's his actual given name, perfect for using AI for modern business development. Link to our post in comments

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