以下是该内容的中文翻译： Algolia 的 CEO Bernadette Nixon 加入 SaaStr 社区，参与了一场关于将公司从 1 亿美元规模扩展到 10 亿美元收入的讨论。有趣的是，Nixon 在 COVID-19 疫情爆发前夕加入了 Algolia，这导致了她独特的入职体验，只与两位员工进行了面对面交流。 Nixon 强调，她长达十年的远程工作经验帮助她适应了这种环境。她专注于进行虚拟的“倾听之旅”，安排频繁的小组会议来了解团队。她还采用了“越级会议”（skip levels）来模拟非正式的互动。 疫情创造了一个更加公平的竞争环境，让以前默默无闻的声音在组织中得以崛起。Nixon 举例说，一位售前团队成员现在领导着一个解决方案团队，并且做得非常出色，这在传统的办公室环境中可能不会发生。 关于未来办公室空间，Nixon 设想办公室将转变为类似咖啡馆的协作空间，而不是一排排的隔间。其目的是促进同一地点内的协作以及与远程团队成员的协作。 Nixon 强调了由人力资源部和其他部门的团队支持的全面入职流程的重要性。2021 年，Algolia 聘请了经验丰富的管理人员，包括首席营收官 (CRO)、首席客户官 (CCO) 和首席业务发展官，以帮助公司扩大规模。在填补 CRO 的职位时，她寻找的是一位对销售采取数据驱动、科学方法的人，专注于可重复性和高速度销售，但也要能够扩展到企业级销售。她强调需要了解理想客户画像，并与 CMO 在销售漏斗管理方面进行有效协作。这与纯粹的“企业级”销售领导者形成对比，后者可能缺乏高速度销售经验。 Nixon 明确表示，客户成功职能对于 SaaS 公司至关重要，这证明了设立专门 CCO 职位的决定是合理的。她希望 CCO 能够参与决策并代表客户体验。Algolia 最近还聘请了一位增长副总裁，以尝试自助服务业务模式。该公司正在分析其客户群，以确定自助服务和销售主导增长之间的理想平衡。Algolia 无法满足所有人的需求，需要明确理想的客户角色，才能在这些销售领域取得成功。 Algolia 是一个水平化的平台，但最初有很多以开发者为中心的根基，在电子商务领域取得了成功。但如今，COVID 改变了一切，SaaS 成为其第二大客户类别。为了针对电子商务和 SaaS 两种不同的投资回报率进行营销，方法很简单，就是用不同的理想客户画像来接触两者，并对销售人员进行资格认证培训。 当被问及在一家根植于不同大陆的分布式公司中存在的文化差异时，Nixon 强调文化每天都会受到影响，并且由所有决策和行动组成。让员工了解不同的观点，并利用这些差异来增强公司实力至关重要。她补充说，看到社会动荡改变了他们全球同事的观点令人大开眼界。 Algolia 最近改进了其定价模型，转向基于使用量的系统，并提供两个计划，以消除人为的中断并优化客户体验。这种模式推动了自助服务业务的发展。虽然他们想要经常性收入，但可变收入也很棒，只要客户留存率和增长率都向上提升。Algolia 正在大力招聘，现在是成为 IPO 前赢家的好时机。 Nixon 最后表达了她对 Algolia 帮助客户的方法、卓越的技术和出色的市场策略的兴奋之情。

Bernadette Nixon, CEO of Algolia, joined the SaaStr community for a discussion on scaling the company from $100 million towards a billion in revenue. Interestingly, Nixon joined Algolia right before the COVID-19 pandemic hit, leading to a unique onboarding experience where she only met two employees in person. Nixon emphasized that her decade-long experience working remotely helped her adapt. She focused on a "listening tour" conducted virtually, scheduling frequent, smaller group meetings to get to know the team. She also incorporated "skip levels" to simulate informal interactions. The pandemic has created a more level playing field, allowing previously unheard voices to rise in the organization. Nixon cited an example of a pre-sales team member who is now leading a solutions group and doing a great job, something that might not have happened in a traditional office environment. Regarding the future of office spaces, Nixon envisions offices transforming into collaborative spaces resembling cafes rather than rows of cubicles. The aim is to facilitate collaboration both within a location and with remote team members. Nixon emphasized the importance of a comprehensive onboarding process supported by a team from HR and other departments. In 2021 Algolia hired seasoned executives including a CRO, CCO, and Chief Business Development Officer to help scale the company. In filling the CRO role, she sought someone with a data-driven, scientific approach to sales, focused on repeatability and high-velocity sales, but also capable of scaling into enterprise sales. She emphasized the need to understand the ideal customer profile and collaborate effectively with the CMO on pipeline management. This contrasts with a purely "enterprise" sales leader who might lack the high-velocity experience. Nixon made it clear that the customer success function is critical for a SaaS company, justifying the decision to create a dedicated CCO role. She wanted the CCO to have a seat at the table and represent the customer experience. Algolia also recently hired a VP of Growth to experiment with a self-service business model. The company is analyzing its customer base to determine the ideal balance between self-service and sales-led growth. Algolia can’t be all things to all people, it needs to be specific with ideal customer personas in order to be successful in those sales segments. Algolia is horizontal, but originally had many developer-centered roots that took-off with e-commerce success. But today, COVID has changed things, where SAS became their second largest category of customers. In order to market to two different ROIs in ecommerce versus SAS, it’s as simple as approaching both with separate ideal customer profiles and training salespeople for qualification. When asked about cultural differences at a distributed company with roots on different continents, Nixon emphasized that culture can be impacted daily and is comprised of all decisions and actions. Educating employees on different perspectives and harnessing differences to make the company stronger are crucial. She added that seeing social unrest change the perspectives of their global colleagues was eye opening. Algolia recently revamped its pricing model, moving to a usage-based system with two plans to remove artificial breaks and smooth the customer experience. This model has boosted the self-service business. While they want recurring revenue, variable is great as long as retention and growth numbers are up and to the right. Algolia is recruiting heavily and is a great time to be a pre-IPO winner. Nixon concluded by expressing her excitement about Algolia's approach to helping customers, fantastic technology, and great market approach.