Dan is the CEO of Nooks, building human-agent collaboration for go-to-market. At 20 people he was on the sales floor himself. His coach works with him and both co-founders, biweekly, on the one or two problems that matter most.
Working with a coach has really accelerated my own learning as a leader and my own growth — in being able to break down problems and drive focus.
Dan wrote about his experience working with a Titan Coach on LinkedIn
See it on LinkedIn →Answers are verbatim from the recorded interview.
When we're 20 people, I'm hands on keyboard, I'm in the sales floor with our customers, hearing about their problems. As Nooks has scaled from 20 to 200 people, that's just not possible anymore — and there are just a lot more problems that I haven't encountered myself before.
Before Titan, I thought coaching was kind of this fluffy, nebulous — I didn't really know what to expect.
Each coach had a very different style. Some felt like they'd operate at a higher altitude, some felt like they would operate very much in the details. It helped me understand more what I was looking for in a coach, and striking that right balance.
My coach actually works not only with me, but also with my two co-founders, and we meet biweekly to talk about what are the most important one or two problems that each of us is focused on at any given point.
My natural tendency is to always push because the job's not done. One thing I've been working on with my coach is being more nurturing and supporting, recognizing wins and celebrating. And as a result, people have run through walls.
Dan Lee, Co-Founder and CEO of Nooks, in conversation with Titan. Lightly edited for clarity.
Hey, I'm Dan. I'm CEO of Nooks. We're building human-agent collaboration for GoToMarket. The first couple years we were in the wilderness, trying things out, seeing what stuck. It was only really when we started focusing on GoToMarket that we actually started taking off.
When we're 20 people, I'm hands-on keyboard, I'm in the sales floor with our customers, hearing about their problems, shipping improvements, and seeing the immediate feedback. As Nooks has scaled from 20 to 200 people, that's just not possible anymore.
I first started thinking about getting a coach when, as we've scaled, there are just a lot more problems that I haven't encountered myself before. Before Titan, I thought coaching was this fluffy nebulous, I didn't really know what to expect. But I think working with a coach has really accelerated my own learning as a leader and my own growth. Just being able to break down problems and drive focus.
I think the matchmaking process with Titan was helpful because each coach had a very different style. And some felt like they'd operate at a higher altitude. Some felt like they would operate very much in the details. And I think it helped me understand more what I was looking for in a coach, and striking that right balance. My coach actually works not only with me, but also with my two co-founders. And we meet bi-weekly to talk about what are the most important one or two problems that each of us is focused on at any given point.
My natural tendency is to always push because the job's not done. One thing that I've been working on with my coach is, in that mode, more of nurturing and supporting. Recognizing wins and celebrating. And as a result, people have run through walls and people have been going above and beyond to really drive the outcome.
Today, Nooks has grown to 250 people and 1,500 customers and serving some of the best go-to-market orgs, HubSpot, Cursor, and Deel, and Vanta, and Gerada. We tripled revenue last year, and we're on track to triple again this year. The opportunity's massive. Every year, there's about $2 trillion that companies spend on sales labor. And agents can now do a lot of the job. So, I think that we're actually best positioned to take the job of the sales rep and reimagine what does that look like when humans are actually working with agents.
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