Jordan Silverman said: There are people here more qualified than me to answer but happy to chat about how I have done this in the past.Our main metric is NRR as a company. Every input metric rolls up to NRR and customer churn.- Trainers = Activation Rate = Activated customers churn less- Health score = Healthy customers churn less and expand more- CSAT- Etc.We are able to tie each input metric to churn and NRR.Then we secure budget in two ways:1) End of each year we use next years forecast to project MRR and number of customers. We then see where we will run into capacity issues and plan to hire 2-3 months in advance.2) Show how added head count or tools can impact NRR and churnFor example when we signed up for Totango my thesis was it would help scale the portfolio sizes of CSMs through automation and better processes. With Totango we were able to have CSMs go from managing 150 accounts to 350 accounts. This dropped our costs to service a customer dramatically and completely offset the cost of the system.When we wanted to add a new trainer that was outside of budget we showed how the increased activation rate would decrease churn. When you looked at the decreased churn + LTV it was a positive ROI on the hire.