Growth work needs dedicated ownership with full accountability

I'd much rather have two reps, each closing a million than 20 reps struggling to close 100k each. Culturally, it's terrible.

It's unique to Ramp where the engineers feel ownership of the quota. They're not owning product metrics or what have you, they're obviously of course interim and input metrics that are important, but they really do feel accountable for the pipeline driven and the efficiency driven by that team.