Inside Figma's $1B ARR Machine | Shaunt Voskanian

Inside Figma's $1B ARR Machine | Shaunt Voskanian

The Twenty Minute VCMar 21, 20261h 5m

Shaunt Voskanian (guest), Harry Stebbings (host)

Curiosity vs. prescriptive selling balancePLG-to-SLG evolution and outbound into installed baseNo traditional CS/SDR model; role redesign by first principlesIntercept timing for PLG upgrades (earlier vs. later)Seat-based pricing vs. AI credit consumptionQuota philosophy and “easy quotas for hard work”Hiring signals, ramping, enablement, and performance frameworks

In this episode of The Twenty Minute VC, featuring Shaunt Voskanian and Harry Stebbings, Inside Figma's $1B ARR Machine | Shaunt Voskanian explores how Figma builds enterprise growth atop PLG with outbound sales Figma evolved from largely upgrading self-serve users to a majority-outbound motion that targets expansion within an already massive customer base using prescriptive, insight-led selling.

How Figma builds enterprise growth atop PLG with outbound sales

Figma evolved from largely upgrading self-serve users to a majority-outbound motion that targets expansion within an already massive customer base using prescriptive, insight-led selling.

The company deliberately avoided traditional SDR and CS structures, instead designing roles around the “job to be done” of proactive education, champion-building, and multi-stakeholder enterprise expansion.

Voskanian argues seat-based pricing is not dead for Figma’s buyer base, while acknowledging an emerging hybrid model as Figma introduces AI credit-based monetization.

He calls quotas “kind of made up” as planning tools and advocates setting quota philosophy around the difficulty/strategic nature of the work and the talent scarcity required to do it.

Hiring and performance at scale should prioritize focus/specialization, demonstrated perseverance and growth mindset, and leading indicators (behaviors/competencies) over lagging quota attainment alone.

Key Takeaways

In modern enterprise sales, “curious” isn’t enough—be prescriptive with insights.

Voskanian says buyers are time-poor and want to learn what best-in-class peers do; great reps blend curiosity (diagnosis) with prescription (teaching a point of view) in the same conversation.

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PLG doesn’t reduce the need for sales—it changes what sales does.

At Figma, sales increasingly runs outbound plays, but into a large existing user base; the value is expanding from “how you use Figma today” to a better future-state deployment across products and personas.

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If your customers self-serve, the expansion motion is often “hunting,” not classic CS.

Because users bought based on their own perceived value, Figma sees a large gap between current vs. ...

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Treat SDR/BDR as a modular resource, not a default org layer.

Figma largely avoided traditional SDRs, insisting AEs own pipeline generation; when they do deploy SDR-like capacity, they aim it where it is clearly incremental (e. ...

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Seat-based pricing isn’t universally dying; match pricing to buyer value mechanics.

Voskanian cites strong net retention under seat-based pricing and suggests the “seat-based is dead” narrative depends on whether you’re replacing labor/outcomes vs. ...

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Set quotas based on the work you need done and the talent market you’re hiring from.

He argues quota-setting as mere coverage math can be false comfort; for highly strategic enterprise expansion, Figma uses relatively favorable quotas (e. ...

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Manage performance by leading indicators—behaviors and competencies—then results.

Quota is lagging and can drive “lazy leadership”; he prefers written frameworks that evaluate pipeline generation, discovery quality, deal methodology execution (e. ...

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Notable Quotes

We don't actually have a traditional CS team. We also don't have traditional SDRs.

Shaunt Voskanian

If you want to be great in enterprise tech sales, it's not just about being curious. It's about being prescriptive.

Shaunt Voskanian

My perspective is quotas are kind of made up.

Shaunt Voskanian

I kinda don't care if you as a rep hit your quota or not… I’m obsessed with behaviors and competencies.

Shaunt Voskanian

Focus and specialization, no question, as early as possible.

Shaunt Voskanian

Questions Answered in This Episode

Figma’s outbound is “into an existing customer base”—what are the top 3 product signals or triggers that reliably indicate a company is ready for a prescriptive expansion conversation?

Figma evolved from largely upgrading self-serve users to a majority-outbound motion that targets expansion within an already massive customer base using prescriptive, insight-led selling.

Get the full analysis with uListen AI

You chose not to build traditional CS—what specific responsibilities (onboarding, renewals, adoption, support escalation) sit with AEs/AMs vs. other functions, and where have you seen the model break?

The company deliberately avoided traditional SDR and CS structures, instead designing roles around the “job to be done” of proactive education, champion-building, and multi-stakeholder enterprise expansion.

Get the full analysis with uListen AI

On SDRs: what experiments did you run to prove (or disprove) incremental pipeline impact, and what metrics or account-splitting methods did you find least misleading?

Voskanian argues seat-based pricing is not dead for Figma’s buyer base, while acknowledging an emerging hybrid model as Figma introduces AI credit-based monetization.

Get the full analysis with uListen AI

You mentioned a gap between “average” and “ideal” Figma usage—what does a best-in-class deployment look like by persona (design, product, engineering, leadership), and how do reps operationalize that vision in account plans?

He calls quotas “kind of made up” as planning tools and advocates setting quota philosophy around the difficulty/strategic nature of the work and the talent scarcity required to do it.

Get the full analysis with uListen AI

Quotas as philosophy: can you share a concrete example of changing quota levels because the job shifted from “order taking” to “strategic selling,” and what happened to attainment distribution and retention?

Hiring and performance at scale should prioritize focus/specialization, demonstrated perseverance and growth mindset, and leading indicators (behaviors/competencies) over lagging quota attainment alone.

Get the full analysis with uListen AI

Transcript Preview

Shaunt Voskanian

We don't actually have a traditional CS team. We also don't have traditional SDRs. My perspective is quotas are kind of made up.

Harry Stebbings

Today we have Shaunt Voskanian joining us in the hot seat. Shaunt is the CRO, Chief Revenue Officer at Figma, where we discuss how to build a sales machine on top of a PLG motion.

Shaunt Voskanian

An average enterprise rep here might have 3 to 4X their OTE for a quota, and we're happy with that. Focus and specialization, no question, as early as possible. Now, if we're talking about verticalization-

Harry Stebbings

Ready to go? [upbeat music] Shaunt, it is so good to have you on the show, dude. I said I, I'm so lucky in the way that, like, I get to interview the coolest people, and, like, Figma as a product is incredible. The machine that you've built is awesome. I'd just love to start on you and, like, the love of sales. When did you know that you loved sales? Was there a, "Aha, this is my career"?

Shaunt Voskanian

Uh, it happened kind of by accident, like I think it maybe does for a lot of people. I mean, when I was, um, going to school, graduating high school, thinking about college, it wasn't really, like, a, I mean, there was obviously the sales profession, but it wasn't something you really studied. And so for me, I kind of fell into it. I, um, I ended up going to school at BU. I was studying advertising. We had to get a summer job, and I remembered, um, you know, for me, just, like, the year before, I'd got my very first cell phone. So this is back, you know, 2000. Cell phones were becoming a thing. You didn't have them when you were much younger than that. And I remember when I got my phone, it was in a mall. It was in one of those kiosks. And I remember asking the woman who worked there, I was like, "Hey, how did you get this job?" She was like, "Well, I'm a law student, and this is a way to make extra money, and you can do really well." And I was like, "I wonder if, like, I could do that." So, uh, you know, I went to the same kiosk in the mall that I bought my own phone with my mom the year before, and I met this guy who was working there. And I said, "Hey, how, how does one get a job like this? I have no idea. But I'm, you know, I'm home for the summer. I'm looking for work." And, uh, he said, "Well, why don't you start by just, like, writing down some information here about yourself?" So he gave me this piece of paper. I wrote down my name, my address, my phone number. He's like, "Okay, great. You start Tuesday." And I was like, "What do you mean?" He's like, "Yeah, cool. You're hired, man." Like, and I showed up Tuesday. Uh, he handed me some pamphlets. He was like, "These are the plans you want to sell, and you make money. These are the ones you don't want to sell. No one cares about the phones. You sell whatever's in the, in the bin. Go to work." And he left. And I was like, "Oh my God." And, um, I started figure, figuring it out.

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