Oliver Manojlovic is Chief Revenue Officer of Dash0, a seed-stage observability startup going head-to-head with Datadog. Before Dash0 he spent roughly seven and a half years at Personio — one of Europe's biggest HR-software unicorns — where he helped scale the company from $3M to $300M in ARR, ultimately as a senior sales and revenue leader. He left the unicorn to go back to early stage not for money or title, but because he prefers the problems of building a company from its DNA up to the problems that land on an executive's desk at scale. At Dash0 he is building the go-to-market around a deliberately radical philosophy: no commitments, no contracts, and pure pay-as-you-go pricing even on multi-million-dollar enterprise deals — which forces him to reinvent how ARR is reported, how forecasts are built, and how sellers are compensated when revenue isn't locked in. His operating beliefs run to the human side of the job: hire for agency and urgency, manage morale rather than motivation, and treat AI as a knowledge-management and context-engineering discipline rather than a magic tool.
“It's simply because the problems that ended up on my table on a day-to-day basis started to become problems I prefer less to solve versus the problems that I brought back to my table to solve.”
“We don't do renewals because we have everyday renewals, and it's very refreshing going to market with that type of approach.”
“If the product does what it's supposed to do, if you take care of your customer the way you're supposed to, it actually doesn't really matter whether you send them an invoice on a consumption base or once a year.”
“In the last 12, 15 months, we continuously corrected our guidance upwards, so we're bad forecasters. It's okay to be bad in that direction.”
“I think Charlie Munger said it: show me the incentive and I'll tell you the outcome. So I'm a firm believer in that.”
“If the company is making a shit ton of money and the sales team is not benefiting from it, they're not going to get excited. If the sales team is making a shit ton of money and the company's not, then the company won't be there for long.”
“The comp plan is just a derivative of something. It's not a root cause. The comp plan doesn't cause people to churn.”
“The challenge with hiring salespeople is that if they don't know anything to sell, at least they know how to sell themselves. If they don't know how to sell themselves, that's already the first thing where you're like, okay, you know already.”