[lmeyerov]

SMB and grow into enterprise is the easiest path bc can iterate and grow revenue. In theory, similar effort for more revenue initially and more revenue as seats grow.

Problems are often:

-- Beyond just VC, it becomes an issue ongoing to having full-time dedicated sales: quota, qualified leads, etc, it's a beast. Internal culture and priority shift to start/maintain/grow.

-- if not naturally pulled here and no obvious tier separatation, above can easily destroy the SMB side, instead of using as part of your moat + growth. The marketing+sales org will kill it, unless you split those as well or otherwise solve

-- VC money just means artificially faster deadlines and expectations for all of the above, so even harder to do 2 things, even if long term natural and better to habdle