Philipp Stelzer: Hello, and welcome to another episode of the RevOps Lab Podcast. You know, today, we're gonna talk all about Deal Desk. But before we dive in, hey, Kunal, great to see you, great to meet you. Thanks for joining.

Kunal Pathak: And thank you for having me on this. I'm super excited about talking all things Deal Desk. I absolutely love the topic, having spent a few years into the role. So I'm looking forward to doing a deep dive here.

Philipp Stelzer: Yeah. I think you're significantly underestimating the few years in the role. I mean, I think you're a subject matter expert in Deal Desk. It's something we have actually not talked about. And I think you reached out and said, hey, isn't this a topic? And I was like, yeah, actually, this is a great topic. So I think today we're going to go into all the details. But before we do that, who are you? What do you do? What was your career in the broader ops space? And why are you in good position to talk about Deal Desk?

Kunal Pathak: Yeah. So we'll reintroduce myself here. Kunal Pathak here. I'm currently the director of deal strategy and operations here at ServiceNow, which is a relatively smaller company, if I'm afraid to say that. But no, I've been here for three years, I've worn different hats here, and over the past fourteen years of my professional life, I have dealt with contracts in some shape or form. So I spent my first four years doing contract compliance and business value services related work for the likes of IBM and Oracle, but was always curious in terms of what happens before a contract is signed. So that's how I landed up at Salesforce, where I learned the tips and tricks of the trade, of what a best in class deal desk should look like. The word deal desk is very transactional. It used to be transactional. It has evolved quite a bit over the last few years, which is much more strategic now. And that's why I was super excited about the topic because it's not talked about broadly. Right? It used to be a behind the scenes function, but now it's more one of the most strategic components of the broader revenue operations chain. So I'm super excited to deep dive here on that topic. And from my professional journey standpoint, spent four years at Salesforce doing deal desk and strategy, was able to build a team as well to help run the operations for half of North America, I would say. And then had an opportunity to go over to DocuSign, actually, out of all the companies. Post their IPO when they needed a deal desk function. They had a contract operations or a sales operations function, but they lacked the maturity from a deal desk standpoint. So I thought it was a great opportunity for myself to learn the skills. So I went in, had a great time there for two and a half years, built the deal desk function from the ground up with a previous leader and mentor who was also there. And then two and a half years into it, ServiceNow opportunity came up, which seemed like a great puzzle to solve. So I jumped right in with both feet in, and then, yeah, I've worn different hats here at ServiceNow. A lot of pricing strategy, go to market pricing related work to help ServiceNow streamline how do they target their enterprise customers, because these are the most bespoke customers that buy. And that's why Deal Desk has become a lot more strategic when I say that. Because as companies mature and as companies are evolving, as the landscape is so quickly changing, you see more and more companies have a multi facet product, which is sold differently, metered differently, priced differently. So, the whole complexity has increased so much. So, it's always important to have the right structure in place from a deal desk standpoint to ensure that your sellers are able to put their best foot forward in front of the customers. So, it goes hand in hand with the go to market motion. And I'm back here in the deal side of the role after spending some time at the pricing strategy world. Back here on the deal strategy side of the role, and I currently help run day to day deal operations for North America, Latin America as well. So yeah.

Philipp Stelzer: Yeah. So much to dive in. The smallest company ServiceNow is now, I don't know, eleven billion in revenue. I think last, you know, like, I checked, you had more than I think that's years ago, more than a thousand customers that make a million of revenue with you. And it's obviously multiproduct and multi segments and multi region, which doesn't make it simple. So let's maybe start with something very simple. What is a deal desk? Maybe that's actually not so simple, but.

Kunal Pathak: Yeah. So as I was talking about, right, like the evolution of deal desk. Deal desk can mean different things for different people. Right? It started as a function that was critical to ensure that you were able to process all the orders and quotes that were coming in. From that, it has now evolved into, and what I feel should be the best in class deal desk is, I think of deal desk as your control tower for the revenue execution. Right? Deal Desk helps you bring all the moving parts together, which is sales, sales operations, finance, legal, pricing, to make sure that we are closing deals that are profitable, are compliant with how we can recognize revenue, and scalable in the long run as well. Because as the company grows, right? Like ServiceNow is now what? Eight thousand four hundred customers strong? And as the company grows, you can't keep doing bespoke deal structures for every customer. That does not just wanna allow you to scale properly. So that's how I would define the deal desk as the central, one of the central nervous systems that plays the role of a quarterback internally for the sellers. And primarily how I sell it to the sales leaders, that why do you need a deal desk from a best in class standpoint is, let us be the internal storytellers for you. You focus on telling the story and selling the story to the customers. We will take the internal complexities and unwind it for you, and provide you with a solution so that you can put your best foot forward with the customer, and create, craft a win win proposal. So it's a control tower, as I said, for revenue execution. It also brings a lot of discipline and clarity so that growth doesn't come at the cost of chaos. Right? The chaos is always going to be there. The quarter end motions are always going to bring in some nonstandard nuances to every deal that we're trying to do. But all in all, a strong deal desk should help you bring in discipline and clarity.

Philipp Stelzer: And would you say there's like a specific size of company where you wanna start thinking about a deal desk? I mean, is this like ten people, fifty people, a hundred people, five hundred people, a thousand people? Like, when does it make sense to introduce a deal desk?

Kunal Pathak: Yeah. Great question. I feel the best sign for when do you need a deal desk is when you see your deal cycle slowing down. It's not more about the number of reps that you have. It's more about when do you see the deal cycle time slowing down? When do you see, do you have a complex motion now in play, where you are going from a single product or a two product company to a multi product or a platform company, where there's a lot of bespoke structuring and packaging modification required for you to help close a deal. So as the complexity in your selling motion rises, that's when you should actually think about having deal desk to help standardise your selling motion and improve your deal quality. Because what happens is as the complexity increases, the confidence in the process decreases for the sellers. Because now they are trying to gain exception approvals for every single thing, which slows down their response time to the customer. Right? So that should be your biggest trigger. When you see the deal cycles are slowing down, every deal is going to the CEO and CFO for exception approval. That's the biggest takeaway there. Like, if your CEO and CFO are involved in every deal, that's the sign that they need to focus on something else and bring in a deal desk person to help streamline things.

Philipp Stelzer: Yeah. I think that's so interesting because I mean, obviously, right, like, if you're in startup world, right, like, deals get done left and right and there's no structure at all, there's no compliance, there's no governance. I think then the first step is actually the founders or the CEO or CFO saying, hey. Look. Actually, we have to stop this. Everything goes via my plate. Right? And then that creates bottlenecks and slows down the entire, basically, deal cycle process, which is obviously not great. And you wanna, you know, set out, like, a lot more professional setup. I mean, what are some, you know, common, like, maybe, like, challenges, pitfalls with regards to a deal desk function? Right? Like, what are things that, you know, like, you know, the top three, five things you've you've lived through, for example, a deal desk function at DocuSign.

Kunal Pathak: So I always say this, right, depending on the industry you are in, mostly on the SaaS side, right, a deal desk should always be tasked with mandates for two functions. I call it the CFO charter and the CRO charter. Right? The CFO charter because you want to standardize and protect the margins, streamline the discounting. Right? You don't wanna discount your product too much. So how do you bring in a level of consistency and right kind of governance? But at the same time, there is the CRO charter, which is the governance shouldn't come at the cost of deal velocity and scalability. So how so you should focus on having the deal desk policies and process should align with those two charters to ensure that you are applying the right kind of governance, while also ensuring your sellers are able to sell at the pace that you expect the company to sell and grow. So, that's the biggest thing. Because if it's not set up correctly, and this is my favorite thing to say that I've learned from one of the leaders back at Salesforce, Todd Johns, is it's very easy for deal desk to become deal prevention desk.

Philipp Stelzer: Mhmm. Yeah. Yeah.

Kunal Pathak: Right? So, you don't want to do that. You never want to be turned into deal prevention desk. And that's the beauty of the deal desk role. Right? Which is you are coming in as a consultative partner for the sellers. That's your pitch to the sellers that how can I help you unwind some of the value? And at the same time, you need to be comfortable that you can operate in the gray area. You always need to have a solution oriented mindset. If you're gonna help come in and define the policies and processes and just stick to that, then that becomes a binary rule, right? You're operating zero or one. Yes or no. But that's not the value add which a deal strategy person would bring into the picture. It's a gray area between zero and one. Okay, great. We define the policies and processes that would serve seventy percent of the business. But then how do we kind of get above that and help solve for the thirty percent of the high value, high risk complex business? That's where the true value add comes in.

Philipp Stelzer: So it sounds almost to me like you have the policies, but then you also need to make sure that there's clear visibility on the leadership and then also rep level on the policies. Right. So there needs to be some sort of enablement so people know, okay, if I come up with this idea here, it's not gonna fly, but this is maybe fair. And then there's a gray area where we have a discussion. How do you do that? I mean, how do you ensure that people know the policies and, like, what they get into? Or would you say, okay, like, as soon as you start talking contracts, it's essentially you hand it over to the deal desk. Where's that touch point and the handover?

Kunal Pathak: Yeah. So that's extremely important question there, because if your policy is going to create exception requests for everything, for every deal, then it's not a good policy. So, it's important to ensure that you are always nimble, and you always have your ear to the ground. Right? So, the policies should be defined with obviously what you want to do as a company and what you want your sellers to behave as, and how do you want to go to the market, how do you want to sell it. But at the same time, it should also be grounded in reality in terms of what is actually happening in the field. Right? So there's a delicate balance there. I wish I had a strong answer for it that, hey, this is the best case scenario and it works hundred percent of the time. Absolutely not. Because, as I said, the ground reality changes so often. All you can do is strive to create policies and processes and align those with the systems in place as well. So that the seventy percent of the business can flow without high touch. And then the thirty percent of the business, which is outside of those policy bounds, then that's when you are operating on a high touch basis.

Philipp Stelzer: Yeah. And then on the policies, right, I mean, I assume, like, is Deal Desk part of the RevOps function? Is it part of the finance function? Right? Like, does it — maybe it probably depends. Like, you know, what is part of Deal Desk in terms of, like, right, like, the typical composition of a team. Right? Like, is legal — is that like a dotted line? Or do you have, like, in the ServiceNow Deal Desk, right, like, who is part of that and then where do you report into?

Kunal Pathak: Absolutely. So I've seen it sit across multiple different functions, across different companies and different peers that I've spoken to. But primarily, they fall either under the finance umbrella or under sales. But there are pros and cons to both approaches. As I talked about earlier, in terms of ensuring that you always have the CFO and the CRO charter both in mind while executing your deal strategy function. It can always get overshadowed based on who you are reporting to and where you sit. Right? Because if you're in the finance function, you do have a strong preference towards maintaining margins and healthy price points, or healthy discounting, I would say. Whereas if you are in sales, you are more focused on how do I help get this across the finish line? The end goal is the same under both circumstances. Right? Like, how can I get it across the finish line? But then just the focus slightly shifts in terms of what do you value more. Do you want to protect your margin? And that can be true, right? If you are into a business where you are dependent on other vendors. Right? So where you have hard cost to serve. These days, I would say AI is the center stage for everything. So every AI product does have a hard cost to serve. So, you do not want to get into a high discounting regime there and want to ensure that there are proper controls in place, regardless of where you sit, whether it's under sales or under finance, because otherwise you are not going to be profitable. And you want to ensure you are doing profitable deals. So, I've seen it's a mix of both for the majority of the organisation. Very rarely have I seen it sit under the legal or the marketing function. But majority of the times, if you talk to other deal desk folks, you would find that they are under either the finance or the sales umbrella.

Philipp Stelzer: How big is the deal desk team or your team at, like, ServiceNow today?

Kunal Pathak: Yeah. We are currently in Americas. We are twenty seven people right now.

Philipp Stelzer: Okay. And what do they do? I mean, what kind of profiles do you have in the Deal Desk team?

Kunal Pathak: The profile is interesting, right? We have some analysts, business analysts from the past, some people who landed into the deal desk role right out of the gate after their graduation as their first job. Some finance folks who are on the finance side and wanted to experience more of the rush that comes with working with sellers. So they decided to come down to the deal desk side. And then we have, what I would call it, some seasoned legal and sales folks as well. Right. So there are a couple of folks who were in sales in the commercial segment or even in the early enterprise segments. But they have now decided to kind of help be on the deal desk side because they want to — they still are passionate about crafting and structuring solutions that help us close deals, but at the same time are not bound by the quota carrying pressure. Right? So it's a mix of those profiles. But at the same time, I would say one thing common between all of these folks is you need to have a solution oriented mindset or an analytical problem solver. Right? Because if you are the type of personality that loves structure, loves policies and processes, this role will frustrate you. This role will frustrate you a lot because the thirty percent of the business that I was talking about, it's going to be about what is the art of the possible, not what the policies and processes tell me.

Philipp Stelzer: Just a question on that. Like, does Deal Desk also go through all the legal red lines or is that a separate function? Just curious.

Kunal Pathak: That's a great question. It depends. But as the organization matures, part of the deal desk role should be — or deal desk's mandate should be — I'll refer back to what I originally said when we started that deal desk should act as like the central nervous system. Right? Because the key value that deal desk brings into the picture is context based decision making. Right? A holistic decision making. Without a central function like deal strategy or deal desk, you have finance making a decision in a siloed fashion, legal making a decision in its own vacuum, product making its own decision. And when you combine all those decisions for the deal, it can turn out to be a horrible deal. So the context is lost. So that's why a strong deal desk should help ensure that you are making decisions in a very contextualized fashion. So that's where the biggest value add is for the organization at the CRO and the CEO level, because they know that what deal desk is proposing has considered all the factors that are into play here. So that's one. And then that transcends and translates into what can deal desk take off these other teams' plates so that they can focus on what they do best. Right? So I would say that there needs to be a RACI exercise done. Right? Responsible, accountable. So what we do here at ServiceNow and what we have seen in the past as well in my other companies is we'll go to these functions like legal, revenue, or finance and try and understand what is it that is a commercial concession and what is it that is a legal concession. So anything that falls under the umbrella of this is a commercial concession that can be tweaked, we are happy to review and provide guidance. But at the same time, we are happy to not be the decision maker as well. So anything that fits into a commercial construct comes into the deal desk umbrella and their mandate. So to answer your question in the shortest way right now is, yeah, we do red lines as it pertains to order forms and as long as it's a commercial give. But anything related to changing your product definition or changing anything on the MSA, that's where we kind of work hand in hand with legal to ensure that they have the context and the why behind the ask of why we are trying to change something.

Philipp Stelzer: Yeah. Super interesting. Super super interesting to hear this, right, in different kind of setups, right, in such a scaled setup, because I assume that at DocuSign, you probably then had, I don't know, maybe even a bit different setup to start with, and then over time that basically grows and you have more focused roles and different functions and teams that take care of different touch points within that process. I'm curious. Right? Like, you also had the title go to market pricing strategy. So is deal desk, like, you know, closely — like, typically closely working on pricing strategy as well? And or are they closely working with the teams that work on pricing strategy? What is your take on that?

Kunal Pathak: They do go hand in hand. A strong function should allow for a consistent feedback loop or a consistent line of communication between your pricing strategy organization and the deal desk organization. Because that then helps the pricing and packaging team to make their decisions, which are also somewhat grounded in reality. Right?

Philipp Stelzer: Yeah. It's almost like the customer board of the pricing strategy team.

Kunal Pathak: Exactly. Yeah. And then it's — and you can't get it right the first time. Right? You learn and iterate. That's always going to be the case. You're never going to get your list price correct. You're never going to get your discounting approach correct. As you actually start closing deals and selling deals, that's when you start trying to tweak stuff into ensuring that, okay, this is the right approach for this product line. This is the right approach for product B, because that is how the customers are planning to use our product. That is how they see the value. That is how they are determining what is valuable for them. So, deal desk plays a big part in kind of communicating it back to the pricing team and even the product team, right? In terms of what is it that the customers are asking, what is it that the sellers are facing as well, as they are trying to unblock some of the concerns that customers are raising from a value standpoint. So they go hand in hand. They also kind of collaborate quite a bit in coming up with new commercial constructs. So that these commercial constructs are there to kind of unlock value for your large enterprise accounts. Because these are complex buying mechanisms. Some of them are centralized. Some of them are decentralized. They want the same price parity across all their business units. How do you come up with commercial constructs that would allow the customer to procure from you easily? Because I strongly believe in this, having spent ten plus years into this role. I strongly believe one of the biggest competitive advantages you can have outside of your product, obviously, is your contracting motion. How easy is it for me to buy from you? Right. If you're going to make it difficult, if you're going to make it a ten step process, if you're going to make the sales cycle long, I don't know how your deployment cycle is going to be. What does that say about me reaching out for support? And obviously it doesn't start with deal desk. It actually starts with the first conversation you're having. Right? And then the second and the third, and then it goes on. And if you then track on in the procurement cycle, it's obviously very critical.

Philipp Stelzer: One other question I have, like so, obviously, there's, like, a lot of talk about, especially in the enterprise world around, like, value engineering. Right? Like, how do you display value? How do you, you know, basically ensure that, you know, you have good ROI cases for the customers you sell to. Like, is that something that you see deal desk also playing a role in? Or is that a separate function? Just curious.

Kunal Pathak: Yeah. Great question. The answer is not really. I haven't seen deal desk play a major role in that area as much as I would like them to. I have been proposing that as like the next evolution here at my current organization because I strongly feel, as I was talking about the decision making approach in a contextualized fashion, right? And not in a siloed fashion. I strongly feel sometimes even right now, there is a gap in terms of, okay, what was the value and ROI that was shown to the customer before they came to this stage? Right. We are at the stage of negotiating with deal desk because the customer didn't go through that value exercise and didn't realize that, okay, this is the right product fit for me. This is where I want to spend my money. But how was that value and ROI received? And how can we then tie it back into what is the discounting or what are the contractual flexibility that we need to consider and provide to the customer. So, I think a lot of organizations have that as a gap where these two organizations don't necessarily have a good ebb and flow between them. It's somewhat disjointed. At my current organization, current role, we do kind of interplay on some of the most large complex accounts, definitely where we are trying to come up with a new commercial construct or a new offering. So that's where we do kind of work hand in hand together and kind of influence each other in terms of how to approach things. But it's not a consistent motion.

Philipp Stelzer: Yeah. Super interesting. I mean, if you would outline your vision of Deal Desk for the future, right? I mean, obviously AI is everywhere. So are you already leveraging it? Is there certain automations you feel like are needed in Deal Desk? Like what's the future you see for Deal Desk teams?

Kunal Pathak: Yeah. That's the hot topic. Top of mind right now for every organization. Right? So the beauty about the deal desk role is that you see every kind of deal that is happening across the organization. As compared to an account executive, right? Who is focused on four or five accounts. So they only see what they see or what their customers are asking. So they don't know enough in terms of what is the art of the possible or what can we do from an execution standpoint. So that's where deal desk can add a lot of value, right? Hey, this is what I have seen. Let's propose this alternative, even though you might not have thought of it or the customer has not thought of it. Let's try that. So there is a lot of value that is tapped within a deal desk organization from a commercial excellence standpoint, that can be leveraged using AI. And how I envision AI kind of evolving and helping deal desk and deal strategy and operation teams is taking a lot of time away from the objective work that they do. So this is what I've been talking about internally here as well is, we need to empower our teams and free up our teams to do a lot more of the subjective work, which is where the value add happens. And let AI or automation do the objective work. Because I say this, you want to increase your decision velocity. How do you get to that decision? Right? So for you to get to that decision, you are looking at certain data points. That's the objective work. So why not leverage AI and automation to surface insights that you spend thirty minutes on for every deal to ensure you have the right pieces in front of you before you make a decision. Let's cut down that time by leveraging AI or automation. And then you have the information that you need within, like, two minutes instead of thirty minutes. And then you spend more time working with your sellers and the customers, strategizing and spending more time on the subjective aspect of the work, which is where the human intelligence and emotional quotient and IQ comes in. Right? So AI can be a great enabler, great enhancer as well in terms of how can we speed up the cycle times for a deal because it can surface insights based on the discount patterns that are existing. And the way I have been envisioning how the deal desk of the future should be is it should be much, much more proactive than what it is right now. A lot of times because of the volume that every deal desk team in any organization sees, they are a lot more reactive. Right? They are waiting for, hey, I will help out when someone reaches out to me. And that might be too late in the game sometimes. Right?

Philipp Stelzer: Yeah. For sure. I mean yeah.

Kunal Pathak: So how do we shift that narrative? How do we leverage all the information and the new technology that we have available to ensure that now I am going to Janis and saying, Hey, Janis, I see you have ten deals in pipe, and these two are leaning towards a non ideal direction. How can we kind of change that narrative? Or how can we get ahead of it so that we are not scrambling in the last week of the quarter to get the deal done? Right. I do envision the team going proactive.

Philipp Stelzer: Yeah. Yeah. I just had Tessa from ZoomInfo actually on the pod three hours before this recording — two episodes a day. And we talked very much about, like, the kind of order intake process of RevOps to build the road map. And so I assume, right, you also get basically intake processes from many different places on specific deals. And then if the data is there and the LLMs can just summarize the reality, kind of the objective truth, you can basically obviously, A, take a lot more in, but then use your time and the team's time to essentially discuss what is essential and what are things that either improve margin, improve velocity of getting back to the customer quicker, or just overall focusing on scenarios that you know — do what you just, I think, outlined earlier, which I really like. It's like, you know, like, an AE seeing four, five, ten deals in the enterprise motion, but then you're going back and saying, look. I mean, you know, you might have not thought about this, but this really could be really well for you to close the deal, but then also for us as a company because it drives profitability. And so I think that can obviously be very impactful, especially at the scale of ServiceNow, but maybe also companies that are not at eleven billion, but a bit smaller. Maybe like one question before we wrap up. Like, so I don't have a deal desk function. Right? Like, how do I get started? Right? Like, how do I get started? What's step one, step two, step three? What would you recommend to do now?

Kunal Pathak: Yeah. I would say the first step is lean back on my previous response. First step is, are you seeing your deal cycle slow down? If that's the case, in this day and age, I would frame it — if I was pitching for a new deal desk function in my organization — this is how I would frame it. I would frame it as a revenue enablement or a revenue accelerator function, and not a governance function. Right? Governance is part of it. Governance is not the end goal. You want to accelerate your deal velocity while ensuring there is governance. Right? So that's a shift in narrative. Historically, or I would say a decade ago, deal desk was always viewed as more of a governance function. And that's where the deal prevention desk came into picture. But now the whole narrative has shifted. Right? That's where the proactivity comes in or proactiveness comes in, which is frame it as a revenue enablement function because that's a strong deal desk team can help you deliver on.

Philipp Stelzer: And let's assume the CEO and CFO says, yeah, that's great. You know, we want that. What do I do then? Right? Like, do I then hire somebody? Who do I hire? How do I basically get started? Or would you just start? Like, yeah, I'm just curious.

Kunal Pathak: Then you do hire someone. You hire someone who has done this in the past and will work closely with the leadership team. One of the key things I always say is important for any individual considering a deal desk role to help start a deal desk function. I have done so in the past as well. I've interviewed at other companies where I would have been the first hire for deal desk. But the key decision making point in that is ensure you have the right kind of backing and decision making authority. Because if everything is going to still go up to your CEO and CFO, then you're defeating the purpose of having a deal desk team in place. So I would say, allow the person that you are hiring to have the time to understand what's in play. How does your organization work? What are some of the sellers' pain points? And then go ahead and start drafting your policies and processes in terms of what does good look like. Right? Because up until that time, every deal is a good deal because you're closing a deal. But at the same time, that's not what you want your team to be. So that will be the second one. Like, hire someone, allow them the time to do their own analysis, the RACI, define who is responsible for what actions, who is just accountable. Right? And then who should be only informed if anything changes on a deal. Not everybody needs to be an approver. It feels great to be an approver. But as volume and scalability comes into picture, you would get frustrated because why is this coming to me? Why am I approving something? Right? So that's one of the other key things is like, frame it as a revenue enablement function. Hire the right person with the right mindset that is willing to dig deep into the trenches to understand what's the ground reality and then kind of framing the narrative for what the function should actually look like. And then go ahead from there, I would say. And the third pillar, once the policies and processes of the governance are defined, is ensure you're leveraging data. Right? Your decisions are backed by data. It's not going to be easy from day one. But as you have a couple quarters under your belt, ensure you are leveraging that data to guide your decision making, to guide your policy making. Always go back and try and tweak things to ensure that you're always in lockstep with how the sellers are operating.

Philipp Stelzer: Yeah. Awesome. Much appreciated. I think that these are all great ways to create a Deal Desk excellence function. And maybe, typically we ask, what is a book you would recommend? But are there any resources to read up on Deal Desk? Is there a book that has actually been written or any articles or so you could recommend?

Kunal Pathak: Yeah. I would say listen to this podcast would be the first one.

Philipp Stelzer: Yeah. Yeah. No, for sure. I think that's great.

Kunal Pathak: No. I'm just trying to add some humor in here. There are a couple of companies who have written about their own way of what a deal desk should do, like Salesforce has a blog on it, which is pretty high level.