Laurabeth Driving Front's Upmarket Shift

Hiring Laurabeth was really about rebuilding Front’s go to market machine for bigger customers, not just adding a senior executive. Front had strong product engagement and expansion, but 65%+ of revenue still came from SMBs, which churn more and buy smaller contracts. Moving upmarket meant teaching a historically organic, relatively junior team how to sell broader deployments, longer rollouts, and higher priced workflows, which is exactly the playbook Laurabeth had run at Intercom and earlier at LinkedIn.1 2 3 4

• Front’s product already had enterprise ingredients. Teams spent about 2.5 hours a day in the product, net dollar retention was 137%, and the product spread from support into adjacent functions. The gap was turning that product pull into a repeatable enterprise sales motion.2 3
• Intercom was the clearest template. Laurabeth ran sales and support there as revenue grew from about $40M to almost $200M, with an emphasis on better revenue quality, stronger engagement, and retention. That matters because enterprise selling is as much about who stays and expands as who signs first.1 4
• The prize for getting this right was much bigger contracts. Front’s enterprise plan was priced at $79 per seat versus Zendesk at $199 per seat, and deeper adoption across sales, success, and support could lift both seat count and price per customer. That is why leadership on sales maturity was so important.2 3

Going forward, Front’s growth depends on converting heavy product usage into larger standardized enterprise deals. The company has since kept pushing this direction, with estimated ARR reaching $100M in September 2025 and a sharper enterprise GTM focus. The next phase is making the shared inbox a budget owner across the whole customer facing organization, not just a tool one team adopts first.3