Ashwin Richard

🚨 Join Shekhar Kapoor and I as we take on some of the hardest marketing and growth questions in SaaS. Look forward to learning from an inspired bunch of people! Details below 👇👇 ______ Sradha Suresh Kingston David Maansi Sanghi #marketing #growth #revenue #SaaS

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How to Lead in Customer Success CX Chats - With ✨️ Sumitra Narayanan of Braze Sumitra Narayanan, the Manager of Customer Success, Scale at Braze, brings close to a decade of experience in customer success, particularly in B2B SaaS and high-tech environments. Her path to becoming a CS leader was serendipitous, starting when she joined CleverTap, a small series A startup at the time, as their first technical CSM. With a Master's in Computer Science, she was prepared for a purely technical role but was drawn to customer success's collaborative, human-centric nature. Her experience at CleverTap enabled her to wear many hats and shaped her ability to build and scale customer success programs globally. After CleverTap she moved to LinearB, where she was again the first CS hire, tasked with building the CS function from the ground up -- playing a significant role in their growth from Series A to Series B company. This experience laid the foundation for her current role at Braze, where she leads a customer success team focused on rapidly scaling commercial customers. Here are some of the highlights from the discussion. What Advice Do You Have For Someone's First 100 Days As Head Of CS? For anyone stepping into a CS leadership role, Sumitra suggests breaking the first 100 days into three phases: First 30 Days: Be a Sponge Focus on listening, processing information, and building relationships. Engage with stakeholders, team members, and customers to understand what’s working and where improvements can be made. 30 to 60 Days: Planning Start formulating your strategy by identifying key themes and areas that need attention. Evaluate customer segmentation, onboarding processes, and interdepartmental collaboration. 60 to 90 Days: Execution Begin implementing your strategy, prioritizing based on impact and feasibility. This phase is about driving tangible outcomes and executing the plans laid in the first two phases. What Does Your CS Strategy Focus On Currently And In The Future? At Braze, Sumitra focuses on three main pillars in her CS strategy: Customer Nurture This focuses on retention and growth through strong relationships and delivering customer outcomes. Customer Adoption Helping customers fully utilize the platform to meet their goals. Customer Advocacy Encouraging satisfied customers to become advocates for the company through referrals and product feedback... Watch the entire conversation here: https://hubs.ly/Q02NzDqn0 #b2b #customerexperience #customersatisfaction #cx #voc #CXChats

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The Designation Fallacy "I am a Senior AE and cannot come to your organisation as an AE, it will seem like a step down." This is a way too common discussion while interviewing professionals where they think there is a connection between their designation, their ability and their responsibility. In this case, the Senior AE was at a lower quota, managing a smaller territory/segment and lower deal sizes with low to modest difficulty than what was on offer. You can be a CEO - in a basement at HSR or at Microsoft like Satya Nadella. While there is nothing wrong in being a fish in a smaller pond, it's way too often we feel that the designation justifies our capabilities. I have had the pleasure of working with folks on both sides of this spectrum. People with high self esteem and self awareness are the one's who are a pleasure to work with. They do not assume that their designation depicts their capabilities but their responsibilities. This fallacy hits people managers the worst as their reportees expect them to be the best at everything and should be better than them at all functional skills. This is unfair to the manager as their designation is a function of their responsibility as well. As the old saying goes, don't judge a book by it's cover. I say, don't judge a professional by their designation.

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Here are 3 things #customersuccess leaders get wrong. And what they should do differently: 1️⃣ 𝐔𝐧𝐝𝐞𝐫𝐞𝐬𝐭𝐢𝐦𝐚𝐭𝐞 𝐭𝐡𝐞 𝐩𝐨𝐰𝐞𝐫 𝐨𝐟 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐫𝐞𝐯𝐞𝐧𝐮𝐞 In most companies where #CS exists, the majority of company revenue comes form the customer base. In some instances, 85-90 % of revenue comes from the customer base. But CS leaders fail on two fronts here: - To realize this revenue impact on the company success - Articulate this revenue impact to the board, CEO, C-suite in a way that will empower the CS leader & team ✅ 𝐖𝐡𝐚𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐲𝐨𝐮 𝐝𝐨? Just like with your customers, you need to be able to show ROI internally. First, figure out how much revenue impact you own. And what 1 %-point improvements in NRR would mean for the company. Now create a plan to improve NRR and articulate that to leadership so you get a seat at the table and empowerment you need. 2️⃣ 𝐒𝐩𝐞𝐧𝐝 𝐭𝐨𝐨 𝐥𝐢𝐭𝐭𝐥𝐞 𝐭𝐢𝐦𝐞 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞𝐢𝐫 𝐂𝐅𝐎 Let's be real, most CS leaders have lived in spreadsheets. They are analytical and have a nack for using numbers and data. But when it comes to really understanding the impact of CS, we too often stuck believing that our CS metrics are the end all, be all. But anyone that has spent time with their #CFO and dug in, realize what KPIs and metrics matter for the business. ✅ 𝐖𝐡𝐚𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐲𝐨𝐮 𝐝𝐨? Have quarterly meetings (if you can) with your CFO or a FP&A leader to walk through the metrics the CEO/board cares about. You'll see things like EBITA, Rule of 40, Gross Margins, Cost of XYZ, ARR Growth etc. The key is not just to know what financial metrics impact the business but HOW the metrics you own impacts those financial metrics. Knowing that will ensure you are driving company success through your team. 3️⃣ 𝐀𝐫𝐞 𝐭𝐨𝐨 𝐨𝐧𝐞-𝐝𝐢𝐦𝐞𝐧𝐬𝐢𝐨𝐧𝐚𝐥 𝐂𝐒 𝐨𝐫𝐠. 𝐛𝐮𝐢𝐥𝐝𝐞𝐫𝐬 As a CS leader, you can typically impact your org. in four key areas: Position (within the company), Team, Methodology, and Resources. I see too many CS leaders focus on one or two of these areas. For example, they are great at driving internal buy-in (Position) and good at getting the right Resources (e.g. a CSP), but not great at hiring/developing people (Team) and how to drive workflows (Methodology). ✅ 𝐖𝐡𝐚𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐲𝐨𝐮 𝐝𝐨? All these parts are all connected, so when you create your annual budget, also create a CS Audit plan that incorporates these four areas. You can structure this plan like this: ➡️ What and who do I need internally to be successful ➡️ What is the optimal team structure to build around our customer base ➡️ What methodology do we deploy (what, when, who, how) ➡️ What resources do we need to make this all happen? What else do you see? 👇🏾 Jan Young, MBA, CSPO, CSM Aaron Thompson Bob London Markus Rentsch Astrid Adriaens-Berges Rachel Provan *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network

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An early to mid-stage B2B SaaS company must focus on speed to market, delivering quality, building strong relationships and market presence. At a certain point, you'll need to set up a Customer Engineering or Technical Solutions function to relieve Engineering from Sales & integration cycles and keep up with growth. The team must ideally have a skillset that can stretch between technical selling, building collaterals, providing technical guidance and resolving issues quickly. Here's a layout on how to structure your Technical Solutions team to really make a difference and get the most bang for your buck! Technical Sales 👨‍💼 → Technical expertise in sales process → Product demos & POC → Strategic relationship building with field teams Integration/Activation 🔧 → Software integration guidance → Post-integration support → Timely issue resolution Marketing Collaboration 📣 → Use case collaterals → Product training materials → Best practice documentation Product/Engineering Feedback Loop 🔄 → Driving innovation through customer insights 💡 The payoff? • Accelerated deal closures • Faster Time-to-Value and just-in-time resolution to adoption blocking issues • Enhanced CSAT • Product Innovation driver #CustomerEngineering #StartupGrowth #CustomerExperienceLedGrowth #TechnicalSolutions #ProductInnovation

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An early to mid-stage B2B SaaS company must focus on speed to market, delivering quality, building strong relationships and market presence. At a certain point, you'll need to set up a Customer Engineering or Technical Solutions function to relieve Engineering from Sales & integration cycles and keep up with growth. The team must ideally have a skillset that can stretch between technical selling, building collaterals, providing technical guidance and resolving issues quickly. Here's a layout on how to structure your Technical Solutions team to really make a difference and get the most bang for your buck! Technical Sales 👨‍💼 → Technical expertise in sales process → Product demos & POC → Strategic relationship building with field teams Integration/Activation 🔧 → Software integration guidance → Post-integration support → Timely issue resolution Marketing Collaboration 📣 → Use case collaterals → Product training materials → Best practice documentation Product/Engineering Feedback Loop 🔄 → Driving innovation through customer insights 💡 The payoff? • Accelerated deal closures • Faster Time-to-Value and just-in-time resolution to adoption blocking issues • Enhanced CSAT • Product Innovation driver #CustomerEngineering #StartupGrowth #CustomerExperienceLedGrowth #TechnicalSolutions #ProductInnovation

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Join our webinar: Data Isolation & Inter-departmental Collaboration: Best Practices 🚀 Learn practical tips on: 🔹 Configuring Celoxis for departmental data 🔹 Data sharing across teams 🔹 Enhancing inter-departmental strategies Don't miss out! Register now: https://bit.ly/4b4nBrc #DataManagement #Collaboration #Webinar #BestPractices

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Customer Success and Account Management Teams have the greatest demands on customer data in virtually any organisation. Their role can be highly complex at times and require dynamic data and insight from many differents systems. Should be a surmountable challenge today? But a few factors have made this difficult to solve for previously with Saas, problems that we are determined to address with 42ai: ▶️ There is a huge amount of data to bring together and analyse, it rarely gets to the front-line in a timely and actionable format. ▶️ Every business is different, because in reality every customer is different. This affects post sale teams the most as the try to 'fill the gap'. ▶️ Core processes are the same, but up until now it has been extremely tricky to enable and automate a large portion of a CS or AM's additional work. ▶️ Teams. Always. Have. Too. Many. Accounts... To solve this and make CS & AM Teams as successful as they can be, we believe software needs to be completely flexible to their needs. Built to prioritise, automate and provide agents to steer these teams to (1) customers that need them most, when they need them (2) automate many of the tasks that prohibit CS & AM from spending their full energy with the customer once they engage Eventually we want CS and AMs to be able to deploy their own personal workflows and agents. Based on their unique approach to their work. This demo represents a step toward this future and one of our live embedded workflows helping customers today. Let me know what you think!

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Always a pleasure chatting with the SaaS sales veteran Kuldeep Dhankar on all things GTM, sales funnels and product marketing. Something incredible that happens when you reach the seniority that KD has, is that you’re able to zoom out and see things as they are - simple and in plain sight. A short, sleek excerpt from our lunch, on enterprise sales that every salesperson must remember communicating to prospects: 1. Why they should need *any* product/solution in your space 2. Why they should need *you* 3. Why they should need you *now* Optimize for this story while contextualising to your prospect and it’ll be very tough for you to go wrong. I’m excited to see the future and how KD will continue killing it with Last9 Inc. For the uninitiated, KD, along with Nishant Modak, Piyush Verma and the Last9 Inc team has built an incredibly powerful data warehouse and observability platform that must be checked out, especially for orgs looking to scale.

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If you’re leading a sales team, now is your time to preorder the “Harvard Business Review Sales Management Handbook.” ZS’s Prabhakant Sinha, Arun Shastri and Sally Lorimer lay out hundreds of actionable ideas to manage your sales force better and drive digital success. #HBR #salesleadership #digitaltransformation https://bit.ly/3S42oa0

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Transforming Customer Success Into you #Revenue Engine. Here is how you start doing that: The role of #CustomerSuccess has evolved significantly. It's no longer just about ensuring customer satisfaction and focusing on metrics like NPS. At the best companies, Customer Success has become a critical driver of revenue growth. In other words, Customer Success is not just about keeping customers happy. It's about driving revenue growth. 𝐒𝐡𝐢𝐟𝐭 𝐘𝐨𝐮𝐫 𝐌𝐢𝐧𝐝𝐬𝐞𝐭 Stop looking at Customer Success as a cost center. It is as a profit center. This is a fundamental shift that needs to happen in your organization. It's about understanding that every interaction with your customers can either add to, or subtract from, your bottom line. Aaron Thompson is a great voice on this topic. 𝐈𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭 𝐭𝐡𝐞 𝐑𝐢𝐠𝐡𝐭 𝐓𝐨𝐨𝐥𝐬 Use tools and processes to track customer behavior and scale your methodologies. This will help you be more proactive to ensure renewals, as well as identify opportunities for upselling and cross-selling, and measure the impact on revenue. Modern CSPs like RevSetter and customer-value focused tools like Foresight can help you do this effectively. 𝐌𝐚𝐤𝐞 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐒𝐮𝐜𝐜𝐞𝐬𝐬 𝐚 𝐂𝐨𝐦𝐩𝐚𝐧𝐲 𝐅𝐨𝐜𝐮𝐬 By focusing on customer success as a company, from the top on down, you can increase your revenue by reducing churn, increasing upselling, and cross-selling. This is not just about keeping customers happy, but about understanding their needs and providing solutions that add value over time. Jan Young, MBA, CSPO, CSM is a great voice on how you as a CS exec can elevate yourself and the department internally. 𝐏𝐫𝐨𝐟𝐢𝐭𝐚𝐛𝐥𝐞 𝐆𝐫𝐨𝐰𝐭𝐡 𝐭𝐡𝐫𝐨𝐮𝐠𝐡 𝐄𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫𝐬 A 5% increase in customer retention can increase a company's profits by 25% to 95% (Bain & Company). This is because existing customers are more likely to buy from you again, refer others, and be willing to pay a premium for your services. Not to mention, your cost on renewals and CAC on expansion deals are typically much lower than new business deals, while conversion is better. 𝐃𝐫𝐢𝐯𝐞 𝐑𝐞𝐯𝐞𝐧𝐮𝐞 𝐆𝐫𝐨𝐰𝐭𝐡 Customer Success should include revenue-related metrics and targets. Wether you call it Customer Success or Account management or a mix of both, the function(s) managing the exisintg customers need to own both value and revenue. The CS team is perfectly suited to bridge the gap between value and revenue impact by understanding the customer's needs and providing solutions that add value. That way, they can drive revenue growth in addition to creating customer value. Lastly, remember, transforming Customer Success into a revenue engine is not an overnight process. But with the right mindset and tools, you can increase your #NetRevenueRetention and accelerate your growth. #CS #RevenueGrowth #SaaS #RevSetter *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network

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The Sales – Presales Partnership 🚀 Markets have undergone tectonic shift over last 2 decades. Technology advancements are happening at the fastest pace ever and every tech individual/organisation seems to be absorbing and adopting tech to keep themselves updated/ahead of peers/competition. While this journey will keep evolving with Emerging Tech, what I have cherished the most is the way Sales & Presales engage together and lead from the front almost hand in hand driving sales & technical relationships leveraging cross functional units to make fuller impact and pushing the boundaries always. I consider myself very fortunate to have worked with some of the Best Presales in our Industry opening multiple doors for our companies along the way. The way this combo engages with customers has also undergone transformative shift. Capturing some of my observations below: Solution Selling Over Product Selling💡: Sales teams have more or less moved away from feature-based pitches to emphasize tailored, outcome-driven solutions that align with customer business goals. Customers know what they want more than ever with everything available at their fingertips. With due diligence & prework done already, expectation is to drive deeper conversations covering broader scope within their ecosystem. Pre-sales Empowerment with AI 🤖: AI and automation are revolutionizing Pre-sales by enhancing demo capabilities, reducing response times, and providing data-driven insights that lead to stronger engagements. Longer Sales Cycles, Higher Stakes ⏳: As enterprises make more strategic software decisions, the sales cycle is lengthening, but the reward for landing deals is larger as customers demand comprehensive solutions. Hybrid Sales Strategies 🔄: A blend of virtual and in-person engagements is becoming the norm, with Pre-sales playing a crucial role in virtual workshops and proof-of-concept sessions to build trust. Increased Demand for Industry Expertise 🎯: Clients expect Sales and Pre-sales teams to have deep industry knowledge and provide insights beyond software features—focusing on sector-specific challenges and opportunities. Sales teams are increasingly expected to be trusted advisors, with Pre-sales being the technical backbone of this partnership. Exciting times ahead! 🌟 #gratitudeforpresales #sales Shitij Taneja Nakul JainAshhad PathanBakshana Ogra (Baksh)Mahendra SinghSamrat JaligamaRampradeep PakalapatiPiyush AgarwalSylvin DiasGlen SoansAnand (TOGAF EA L2) ❂ Ayyappan

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Have you watched the latest #MatrixMoments podcast episode? Pranay Desai talks to our founder, Manisha Raisinghani about her journey to founding and growing SiftHub. 📍Identifying the problem: Manisha’s experience and research showed that sales resources spend 70% of their time doing non-selling activities. 👥 Approaching a crowded market: With so many SaaS applications designed for salespeople, it gets confusing to find what information lies where complicating an already complex sales process. 👩🏻‍💻Building High-Performing Teams: Manisha’s 3-O framework for SiftHub is unmissable if you want to build high-functioning, high-agency teams. Be sure to watch the full episode at the link in the comments!

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A new direction for PreSales Enablement 🚀 After consulting with 100+ presales leaders, one thing is clear: The status quo isn't cutting it anymore. Today's enablement systems are falling short, and one-off SKO sessions, while valuable, aren't enough to support teams year-round. That's why we're thrilled to introduce Enablement Unlimited – a comprehensive, flexible, and ongoing upskilling solution designed specifically for Presales teams. What sets Enablement Unlimited apart: Learn from world class trainers like Ron Whitson 🎾, Frank Tisellano Sr., Kevin Mefford, Penelope Thompson, Andrew Haynes, Tom Westwater, Tom Banton and many more! How is this different: • Continuous Learning: 135+ live training sessions throughout 2025 • Reinforcement Sessions: Practice concepts until they become second nature • Global Flexibility: Multiple time slots to accommodate teams worldwide • Personalized Learning Tracks: Tailored for every stage of the presales journey • Expert-Led Content: Learn from industry-leading presales experts • Proven Results: Our programs boast an industry-leading 70+ NPS Don't just take our word for it. Chris Schneider, P.G., VP of Solutions Engineering at Corva, says: "PreSales Collective has been an instrumental partner in building a high-performing Solutions Engineering team. I highly recommend them to any organization looking to empower their go-to-market organization." Ready to revolutionize your PreSales enablement? Let's schedule a call to discuss here: https://lnkd.in/eJjF8Tx3

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🌟 Unlocking Sales Engineering Excellence: Lesser-Known Strategies for Success 🌟 To stand out in the competitive field of Sales Engineering, embracing unconventional strategies can offer you a unique edge. Here are some lesser-known but highly effective practices that can elevate your performance and deepen client engagement: Unique Strategies for Sales Engineers: 1. Leverage Storytelling with Data: Combine compelling narratives with data visualization to illustrate how your solutions can impact the client’s business. Stories help make technical data relatable and memorable. 2. Utilize Reverse Engineering: Start by understanding the end-goal of your client’s requirements and work backwards to show how your solution fits into their larger picture. This method highlights your deep integration capabilities and alignment with their objectives. 3. Implement Cross-Functional Training: Gain insights from other departments such as marketing, product development, and customer support. This broader knowledge base will allow you to offer more comprehensive solutions and demonstrate a deeper understanding of the entire product lifecycle. 4. Focus on Micro-Demos: Instead of lengthy, all-encompassing demos, focus on shorter, issue-specific demos that address particular problems or features. This targeted approach can be more effective in addressing specific client concerns and can lead to quicker decision-making. 5. Develop a Feedback Loop with Product Teams: Regularly provide feedback from the field to your product teams. This loop enhances product development with real user insights and demonstrates to clients that their feedback is valued and impactful. 6. Practice Empathetic Engineering: Cultivate the ability to not only understand but also anticipate the emotional and business needs of your clients. This emotional intelligence can help you forge stronger connections and tailor your approach more effectively. By incorporating these innovative strategies into your routine, you can enhance your value as a Sales Engineer and foster deeper, more productive client relationships. #SalesEngineering #Innovation #DataStorytelling #ReverseEngineering #CrossFunctionalTraining #MicroDemos #FeedbackLoop #EmpatheticEngineering #ClientEngagement #TechSales

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🙋🏻🙋🏽‍♀️ To anyone asking how to: - drive go-to-market (#GTM) - launching new #products zero to one and - trying to get to the promised land of #PMF: More broadly, if you're a leader: - validating/building new products and business lines inside of larger organizations - exploring #productizing expertise and/or services and exploring how to formalize, enter new or adjacent markets - building early-stage startups (as a venture studio or founder) who are building their next MVP/products and GTM motions I've been publishing on #Substack and sharing most of these on LinkedIn (just crossed Day 10 yesterday!), but wanted to share an overarching catalogue of the posts so far in case you missed them --> all of them connect with the themes above. 🏆 Most popular post thusfar: 1) HANDBOOK for Building Your Sales Stack https://lnkd.in/e7pj9Y_Y Related: 2) 🗓️ Meetings booked should be your northstar metric pre-PMF: https://lnkd.in/eyxguRVk 3) 📊 Benchmarks for meetings booked: https://lnkd.in/ejxjxf9u 4) 🥶 Art of the Cold Email: https://lnkd.in/etV9tyEF Bonus: 🤖 AI Tools for Prospecting/Sales/Revenue from a16z: https://lnkd.in/e5ReFgTs MORE: 5) 🤔 PROBLEM: Understanding user/customer problems is the most important thing that will drive sales and GTM/PMF: https://lnkd.in/eekDk4q2. 6) 💳 PRICING: How your pricing and average customer value impacts ability to scale sales: https://lnkd.in/ewi-GjGt 7) 🤩 VALUE PROP: value prop is the bridge btw the problems your users/customers face and your solution, so here's a process + template for auditing yours: https://lnkd.in/ecM-4hD2 8) 🔁 BUSINESS MODEL: Why you should default to #B2B, and not scaling marketing prematurely: https://lnkd.in/evH8APd5 9) 🔬 FOCUS: A powerful example of product market fit from an AI company, and insights for GTM on narrowing/niching down to refine the initial use cases your product solves: https://lnkd.in/eRdk7FC2 10) 🤺 COMPETITION: Understand your industry through the lens of value chains, not just competitors: https://lnkd.in/evc3vqBD

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Do you have enough sales capacity to hit your sales targets? Do you know how many deals in a pipeline one sales rep can manage simultaneously? Answers to these questions are essential for a good sales leader or RevOps team. 𝐖𝐡𝐚𝐭 𝐢𝐬 𝐬𝐚𝐥𝐞𝐬 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲? In simple terms, it’s the bandwidth of your sales department. It’s the sales volume your team can generate in a given period while serving all deals in the pipeline equally well. In other words, it means closing the required revenue while maintaining acceptable win rates. 𝐓𝐡𝐞 𝐧𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐝𝐞𝐚𝐥𝐬 𝐨𝐧𝐞 𝐬𝐚𝐥𝐞𝐬 𝐫𝐞𝐩 𝐜𝐚𝐧 𝐦𝐚𝐧𝐚𝐠𝐞 𝐬𝐢𝐦𝐮𝐥𝐭𝐚𝐧𝐞𝐨𝐮𝐬𝐥𝐲. It’s important to know this number, and here is why. If a sales rep has too many opportunities in their pipeline, they can’t serve all of them equally well. As a result, some potential deals are lost because they are underserved. Sales reps, being overloaded, physically can’t dedicate enough time to all deals. This is a typical revenue leak that leads to revenue inefficiency. First, you invest time and money in adding opportunities to your pipeline, and then you lose those opportunities because you can’t serve them properly. 𝐖𝐡𝐚𝐭 𝐢𝐬 𝐠𝐨𝐨𝐝 𝐬𝐚𝐥𝐞𝐬 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲? There is no benchmark for this metric. The number of deals one sales rep can effectively manage at once depends on several parameters: 🔸 Customer segment 🔸 Average deal size 🔸 Sales or product complexity 🔸 Industry/vertical Therefore, this number should be unique for every company. 𝐄𝐱𝐚𝐦𝐩𝐥𝐞  Let’s consider your company sells its products to SMB customers using an inside sales model. Your parameters are: ▪ Average and acceptable win rate: 0.3 ▪ Average sales cycle length: 2 months ▪ Average deal size: $5k ▪ 3 sales reps (AEs) on the team Now you want to set a monthly quota of $150k. That means: 1️⃣ You need to win 30 deals monthly ($150k / $5k). 2️⃣ You need to close 100 deals monthly (30 / 0.3). 3️⃣ Considering your average sales cycle length, you need to add 100 new opportunities to your pipeline monthly and manage 200 deals in the pipeline at once. 4️⃣ This means 67 deals in the pipeline per sales rep (200 / 3). 5️⃣ This means each sales rep will have to conduct 34 demos per month for new customers entering the pipeline. 𝐈𝐬 67 𝐝𝐞𝐚𝐥𝐬 𝐩𝐞𝐫 𝐬𝐚𝐥𝐞𝐬 𝐫𝐞𝐩 𝐦𝐚𝐧𝐚𝐠𝐞𝐚𝐛𝐥𝐞 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞 𝐫𝐞𝐪𝐮𝐢𝐫𝐞𝐝 𝐪𝐮𝐚𝐥𝐢𝐭𝐲? That’s the question you need to answer. If it’s too many, lower your sales quota or think about increasing capacity by adding new sales reps. But don’t forget that a new hire needs time to ramp up and hit quota. Given a sales cycle of 2 months, the ramp-up time will be at least 3 months. #b2bsales #salescapacity #salespipeline #salesleader #revenueoperations

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Learning a new presales methodology is exciting, but true mastery comes from implementation. Here's how to ensure your team goes beyond theory and crushes their sales goals: 🔑 Coaching is Key: Don't leave your team hanging! Schedule regular coaching sessions to review progress, provide feedback, and tackle challenges head-on. 🤝 Team Power: Include group coaching sessions where your team learns from each other's experiences. Collaboration is a powerful tool! 📈 Track & Analyze: Set clear milestones and KPIs to measure how well your team integrates the new methods. Track progress and identify areas for improvement to maximize ROI. Investing in post-workshop support empowers your team to adopt and master new skills, leading to increased sales success. Check out this article for more tips: https://lnkd.in/gWUdv6GB What are your tips for maximizing the impact of sales training? Share them in the comments! #salesenablement #coaching #greatdemo #growthmindset

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The latest State of PreSales report from Vivun is here! This edition is all about the impact of AI on Sales Engineering. Over 500 respondents break down a variety of topics… ✔️ Their current approaches and challenges ✔️ Where they see AI benefits and advantages ✔️ How they plan to rollout AI into the future A major takeaway for me is that SE teams are not asleep at the wheel when it comes to AI and trying to leverage it. But there is an appetite for much more SE specific use case support to truly reach its potential for this group. Get the full report here 👇 https://lnkd.in/gFbv4jhR #b2b #sales #presales

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