For Aliisa Rosenthal, OpenAI's Head of Sales, there's no divide between the company's mission to ensure that artificial general intelligence (AGI) benefits all of humanity and her team's daily operations. Her focus encompasses sales, marketing, partnerships, and customer success, having implemented ChatGPT Enterprise at over 260 companies with a collective 150,000 employee users.
In a recent media interview, Rosenthal, who reports to OpenAI COO Brad Lightcap, referred to her growing 150-member go-to-market team as “AGI sherpas,” guiding customers through the transformative journey toward AGI, despite the lack of a universal definition within the AI industry. She openly acknowledged that OpenAI leverages customer feedback to enhance its models and noted that the initial aim of ChatGPT was primarily to gather data for GPT-3.5.
The OpenAI sales and go-to-market team, which operates without quotas or commission, is rapidly expanding, with over two dozen positions listed on the company’s Careers page. Rosenthal, who joined OpenAI two years ago following a four-year tenure as VP of Sales at SaaS company WalkMe, expressed that the discovery of GPT and DALL-E felt “magical.” She was determined to explore their business applications.
In the interview, edited for clarity and brevity, Rosenthal shared insights about her first conversation with OpenAI CEO Sam Altman, her father’s astute prediction about OpenAI, and the significance of her team’s sherpa emoji.
Sharon Goldman: You recently mentioned that the OpenAI sales team began as a “tiny rag-tag team.” Now, you have over 100 salespeople. What has that evolution been like for you?
Aliisa Rosenthal: When I joined two years ago, the go-to-market organization was just about 15 people. After ChatGPT launched, we grew to around 30. Given the surge in interest, we focused on rapidly expanding the team to nearly 150.
What were some pivotal moments during this journey?
Initially, AI was mostly confined to experimental groups and startups. The introduction of ChatGPT sparked executive discussions around implementing AI in business processes. This shift compelled us to build capabilities to support enterprises in this transition.
The second major milestone was launching our ChatGPT Enterprise product, which showed real market fit, leading to the acquisition of hundreds of enterprise customers shortly after its release in early September.
What was your first conversation with Sam Altman like?
With almost 20 years in tech, including a decade in AI, I approached OpenAI after a recommendation. Sam candidly mentioned, “I don’t know what sales will look like here; it’ll be different from anywhere else.” His ambitious mission captured my appreciation, and despite advice from venture capital friends to seek more established positions, my father encouraged me to pursue the opportunity, predicting I would have an impactful story to tell my children.
How did your previous role influence your interest in OpenAI?
At my previous company, WalkMe, connections sparked my curiosity about OpenAI. When discussing opportunities, I learned more about GPT-3 and saw its potential. Intrigued, I reached out to OpenAI contacts, which led me to connect with Sam and explore opportunities at the platform level.
Did you envision the range of OpenAI products that would emerge?
While chatbots seemed the most obvious use case, experiencing DALL-E during my interviews left an impression that the technology would revolutionize many applications. I found the power of GPT-3 and DALL-E breathtaking, leading me to realize I couldn't return to a conventional company.
When did you recognize the impact of ChatGPT?
Initially, we underestimated its significance, focusing primarily on GPT-4 development. ChatGPT was intended to gather data and feedback for GPT-3.5, but upon release, we quickly realized its profound impact.
OpenAI’s dual mission—developing AGI for humanity's benefit while addressing immediate use cases—can feel perplexing.
We are unique in that our sales team does not operate on quotas or commissions, which surprises many. We align our efforts with the mission of safely distributing AGI’s benefits. We see ourselves as AGI sherpas, helping customers navigate this paradigm shift, combining revenue generation with customer feedback to enhance our research.
How do you communicate the benefits of AGI to business clients?
We focus on two main aspects: improving internal processes to boost efficiency and assisting companies in creating innovative products for their users, such as enhancing customer support solutions or new consumer experiences.
Yet, explaining AGI’s broader mission can seem distant and abstract to companies.
AGI isn't imminent, but there are significant advancements we can achieve with today’s tools. For instance, Moderna employs our ChatGPT Enterprise product, utilizing advanced data analysis to expedite the drug approval process by an average of 30 days — a critical timeline that can be life-saving. This example illustrates our incremental progression toward AGI and its ability to foster innovation and improve lives.
You’re continuously hiring. How many more positions are you looking to fill?
We are actively expanding while maintaining high talent standards. We seek individuals who are not solely motivated by financial incentives but are genuinely invested in customer success and eager to explore AI's potential responsibly.
How does your team address ongoing OpenAI news during client meetings, especially when challenges arise?
I may not be fully updated on all recent incidents, but I focus on our overall mission and how we can support our customers through challenges. The AI landscape evolves quickly, and we remain adaptable.
What are your priorities for 2024?
This year is about transitioning from hype to practical implementation. Addressing customer change management will be crucial as we adapt from supporting tech startups to engaging Fortune 500 companies, maturing in areas such as event marketing and customer advisory boards.
Are you noticing a shift in how organizations adopt generative AI use cases from low-risk to production-ready applications?
I agree that initial hesitation has given way to experimentation as organizations increasingly embrace practical applications. Companies like Coca-Cola have leveraged GPT-4 and DALL-E 3 for creative engagement with consumers, showcasing innovative uses of AI.
Considering the challenges, such as potential model inaccuracies, are there instances where caution may hinder larger implementations?
As AI models evolve, we anticipate continued improvements in reasoning and accuracy, paving the way for broader adoption. While companies have begun exploring internal-facing applications for productivity boosts, we’re also observing success stories that highlight AI’s role in enhancing overall output.
What’s it like working with COO Brad Lightcap?
Brad fosters a trusting environment that empowers others to drive their initiatives. He welcomes challenges and encourages experimentation, which aligns with OpenAI's culture that promotes exploration and innovation.
Have you conducted any unique experiments within the sales organization?
Absolutely! Recently, we introduced a role called Account Associate to streamline customer inquiries. This position combines technical support with sales expertise, ensuring customers have a direct line to knowledgeable representatives.
Do you believe your sales team will succeed in their goals?
While we face considerable challenges and a steep learning curve ahead, I am optimistic. The successes we've achieved with customers inspire confidence, and I look forward to further advancements in the integration and application of AI technologies across various industries.
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