Amanda Summers

Amplitude Announces Third Quarter 2024 Financial Results: - Third quarter revenue was $75.2M, up 6% year-over-year - ARR was $298M, up $8M from the end of the second quarter - We now have almost 3,500 paying customers, with 567 of those representing more than $100k or more per year Q3 was all about winning the enterprise. We are starting customer conversations differently, reaching key decision-makers, and demonstrating fast value in ways we weren’t before. The result is a higher-quality book of business, with better attach rates, longer contracts, and bigger expansions (we had multiple expansions exceeding 7 figures in Q3). Consolidation is another big theme that's been playing out for several quarters. It’s clear that our customers are looking for an all-in-one platform, and they are finding that in Amplitude. And we've continued to make our platform better. In Q3, we launched Amplitude Made Easy, our completely redesigned platform experience that takes the difficulty out of analytics. We also deepened our partnership with our friends at HubSpot, launched Web Experimentation, and acquired Command AI (fka CommandBar). To our Ampliteers, partners, and customers—we couldn’t do it without you! Thank you. Thank you. Thank you.

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Amplitude Announces Second Quarter 2024 Financial Results: - Second quarter revenue of $73.3 million, up 8% year over year - Annual Recurring Revenue of $290 million, up 8% year over year - Number of customers representing $100,000 or more of ARR in Q2 grew to 547, an increase of 10% year over year This quarter was all about meeting our customers where they are. In Q2 we took our Snowflake Native offering GA, doubled down on our open ecosystem, and unveiled a self-serve portal that makes it easier than ever to integrate with Amplitude. To our customers, partners, and Ampliteers, thank you! Your trust, partnership, and hard work is invaluable! #PLG #ProductLedGrowth #DigitalAnalytics #ProductAnalytics #Retention #Acquisition #Monetization

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🎉 Exciting things are happening at Tilt! 🎉 If you're curious about how to collaborate with us, check out our new video series: Partnership Pulse 📽️ https://lnkd.in/gEb59R2B Designed for our brokerage partners, consultants, and HR advisors, these quick videos offer valuable insights on how to stay ahead in leave management discussions with your clients. 😄 Stay tuned for practical tips and engaging content from Bailey Harr and myself! #giveleavesomelove #partnershippulse

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New Podcast Episode 🎙️: Unlocking Predictable Impact from New Sales Hires In the latest episode of Building Elite Sales Teams, I sit down with Barrett King, Senior Director of Revenue at New Breed, for an insightful discussion on creating an onboarding experience that sets new sales hires up for success. Listen to the full episode to explore: ✔ Why investing in a great onboarding experience is critical ✔ Common onboarding mistakes to avoid ✔ How to balance standardized training with individualized enablement ✔ The importance of patience when ramping new hires #SalesOnboarding #SalesEnablement #SalesLeadership #SalesHiring

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Hello to my Texas network and SaaS GTM folks 👋 #jobalert If you're a builder type and a greenfield opportunity with a mission gets you stoked, check out this Enterprise Sales Director role with Gorilla - Energy data applications - leading the US market expansion, building the strategy, and breaking new ground as a player/coach leader, hiring the team as you go. Bonus: when you visit headquarters in Antwerp, I'll trade you luxe Belgian chocolates for fresh corn tortillas. Deal? We need someone with market launch experience (zero to $10M ARR) who gets long enterprise SaaS cycles (deals from $500K - $2M). This, indeed, is not your first rodeo (sorry, couldn't help it). I'm 3 weeks into my role working with VP Revenue Ryan Tutt and having a heck of a lot of fun. There's plenty to build with a collaborative and mission-driven team. That feeling when you wake up in the morning excited to get cracking just can't be beat. Happy to chat if you think your experience is a match. Job description in the comments. #sales #enterprisesales #saas #texas #gtm

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When it comes to hiring, we're all looking for 'drivers' v 'passengers' Those special folks who really did the things, not just observed them They figured out how to sell around the objection They came up with a differentiated approach to building pipeline They created and executed the strategy to stand out in a noisy market They implemented new processes to cut out inefficiencies They spotted the opportunity to increase conversions by x% But how do you find those folks? Everyone says they were the top performer Everyone lays claim to the successes Farnam Street has some great ideas, in their post on 'Experts v Imitators' These are all great ways to probe deeper during the interview process -> Imitators can’t answer questions at a deeper level A great interview technique when given an answer, is to ask them all the other options they considered, and why they discounted them. What was their process and rationale. This helps you to see if they really thought it through...or just saw the outcomes. -> Imitators can’t adapt their vocabulary Ask them to explain something again, but 'dumbed down' for you, like you're a primary school pupil. If they struggle, there's a chance they're repeating more technical terms they don't really understand. -> Imitators get frustrated when you say you don’t understand Ask them to explain again (and again)...do they see this an opportunity to educate you; or do they get defensive because they hit their level already. -> Experts can tell you all the ways they’ve failed Do they feed you a total BS answer where they didn't really fail? Or can they share a real tangible example of something that didn't work out (and what lessons they took from it). **** Check out the article in the comments below (its short and worth a read). #b2b #revenue #saas #sales #marketing

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I am going to take the other side. In my experience, metrics that people are judged by drive behavior. I understand why retention dollars is an important CCO metric, but any flavor of sales metrics into a CCO role impacts their behavior and that of their staff. I have always believed that the CCO and their organization is meant to be the advocate and the voice of the customer. The moment that the CCO and their organization's comp/performance is driven by selling to the customer, their intentions come into question. I still believe there is immeasurable value in being able to tell the customer, truthfully, that no one's compensation in the CCO's organization, including the CCO, is driven by selling them anything. The moment you put the CCO under a CRO, unless you structure their role, performance, and compensation under the CRO as net retention only, you lose legitimacy. I think that there is value in having positive friction between the customer and sales groups at any company. There needs to be an ongoing push/pull between them to ensure that the customer is getting the value that they deserve. Customer advocacy needs to continue. Retention should be the driver, not revenue expansion, for the CCO and their organization.

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One former company I worked with had a need to train 100’s of new reps quarterly on a systematic way to do outbound prospecting. This included: (a) top performing outbound prospecting mindsets and mannerisms (b) best practice strategies & tactics (that were ever-evolving) (c) operationally efficient ways for 1,000+ reps to move fast without accidentally engaging the same prospects and tarnishing the company's brand There was an existing workshop in place when I arrived, but after leading it a handful of times, I was asked to take full ownership of the project and, working with a small team, bring it up to date and improve the outcomes in short order. In the end, we refreshed the concepts and the format to make them more engaging and relevant - reps received training on outbound personal mindset, strategy vs tactics, prospect psychology, effective (vs busy) activity, and more. Hundreds of reps went through the workshop each year, and it was a massive contributor to the lasting outbound success for the organization, and a big reason that the org continued to show positive trends in self-driven ROI year over year. Looking back, my biggest personal takeaway from this project lies in the individual professionals that it helped- I am connected here on LinkedIn to dozens of top sales performers who went through the workshop years ago, when they were junior in their careers, that now have Director and VP titles and are either the top individual rain makers on their teams, or they're crushing leading sales teams of their own. That's amazing.

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PE investors / operators: have "hire additional sales capacity" on your VCP or annual plan? HIRING new reps is only half the battle. For the ROI math to math, gotta then make 'em productive. As quickly as possible. But when it comes to making reps productive quickly, B2B companies face two big challenges: →The average tenure of a B2B sales rep is less than two years, YET... → Reps hit their peak performance two to three years in. Translation: Most reps leave before they’ve reached max productivity. Eek. In many cases, weak sales onboarding is to blame. But taking a more intentional approach to sales onboarding has a bevy of obvious benefits: • Reducing sales turnover • Shortening time-to-revenue • Higher odds of achieving your rev targets Hit on this in the book in Winning Move #32, but check out the vid below for a deeper dive on the P's and Q's of sales onboarding ▶️ * * * * * Found this helpful? Plenty more where that came from. Check out the Winning Moves Platform: the ambitious PE leader's toolkit for accelerating value creation. ↳ A digital arsenal of resources, how-to's, and tools to help private equity leaders make value-generating Winning Moves with confidence. Link in the comments below. ⤵️

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The fate of SDR teams is in jeopardy according to many of the posts I'm seeing on LinkedIn these days. ⏳ The reason this topic has been getting so much attention the past couple of months/year is because orgs are not seeing the same success they once did a few years ago. Why aren't they seeing the same success? Because the market has changed. Buyers have changed. Technology has changed. Restrictions changed. A lot of teams are still using the same tactics they did a few years ago expecting to see the same output. And when they don't they get fed up and claim "outbound is dead" and cut their SDR function out. It should not shock anyone that if you are not staying on top of new ways to reach your prospects (whether it's a strategy or technology) you're not going to adapt to the market and you're going to be left in the dust because of it. If you're thinking that an SDR team is going to be your "silver bullet" to more pipeline generation and then you have them use the same messaging, strategy, and tech from 5 years ago - you're just going to be disappointed. 👉 Here is the truth: In 2024 the outbound channel is saturated with generic messaging, poor targeting, and old strategies. So if you’re using the same approach that 90% of the market is using you’re setting your team up for failure. If you really want to see success in outbound you need to take the extra steps to ensure you're team is creating meaningful outreach, using innovative tactics/strategies, leveraging new powerful tech, and more than anything - having a different mindset. And when it comes to cold calling specifically, you need to take the same approach. Cold calling still works, but only works for those that stand out and use new strategies. So if your team is dialing for dollars and you don’t see it working like it used to, it probably means you're part of that 90% of saturated bullsh*t. It's no longer a game of calling up random prospects, pitching your stuff, and expecting to create demand off your first interaction. You need to be more strategic and intentful when it comes to cold calling. What do I mean by "strategic' and "intentful" I’ll dive deeper in another post…. ✨ Moral of the story: Outbound is not dead, but it is changing Your choice is to change with it or die with it Happy Dialing ☎ #salesdevelopment

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In the latest episode of #TheEnablementEdge, hosts Steve Watt and Amber Mellano are joined by Ashton Williams, Director of Slack Enablement at Salesforce. 🎙️ In this episode, you'll learn: 🔐 How to align leadership with consistent buy-in 🚀 How Ashton's team achieved lasting sales success for a product that has continued to grow 📝 About the importance of alignment and data-driven decisions in enablement functions Listen to the full episode ➡️ https://lnkd.in/gJux6Ut6 ​

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The #Salesblazer community is launching NEW biweekly coffee chats and would love for you to join! 🎉 💙 Up first on June 18: How to make outbound sales work for you in 2024. Jason Bay, CEO of Outbound Squad with 15+ years of sales experience, will be taking the mic, so make sure you attend! 🙌 Here’s how to participate: 1. Join the #june-18-coffee-chat channel in the Salesblazer Community on Slack. Not a member of the Community yet? Fix that here: https://sforce.co/June18CC 2. Ask your outbound prospecting questions in the channel above before the coffee chat starts. 3. You’ll be notified to join the huddle when it kicks off June 18 @ 1pm ET. 4. Grab your coffee and join as soon as you’re notified — capacity is limited to 200, and it’s first come, first served.

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Here are a few awesome YTD Accelerator ideas to build into your 2025 comp plan that some Sales Assembly companies are using: - Pacing Accelerator: One company implemented a YTD accelerator where reps earn extra commission if they're pacing towards their annual target at the end of each quarter. For instance, if a rep is at 50% of their annual target by the end of Q2, they receive an additional accelerator. - Double-Tap Approach: Another organization uses a "double tap" strategy. They offer a specific spiff for January pipe building, then a separate one for Q1 overall performance. - Cumulative Accelerator: One tech company adds a YTD accelerator on top of quarterly accelerators. If a rep misses in Q2 but overachieves in Q3, they can still earn the YTD accelerator, motivating consistent effort. - President's Club Multiplier: Another company uses YTD performance as a multiplier for their President's Club qualification, incentivizing year-round high performance. If we want to incentivize the right behaviors while building a positive (and high-performing culture), the cool thing about these is that they not only can help reduce sandbagging...which I've never, ever done before 🫣... But even more importantly, something like the Cumulative Accelerator can also give reps the opportunity to bounce back after a slow quarter. Which is something that, unlike sandbagging, I have extensive experience with. 😬

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Do not let your champion's 1st software purchase be from you. Less than 5% of AEs will ever ask this in deal cycles. It'll ensure your commit deals close. And on time. Question: ↳ "Have you purchased technology at this company before?" If yes: ↳ “Great. Can you walk me through that process in as much detail start to finish?" If no: ↳ "Oh, got it. Has your leader, Karen, purchased before? ↳ "Great. Are you open to a recommendation?" ↳ "Given she has, let's find time between the three of us to understand that process and align on how we partner through it. Agreed?" Getting a yes: Provides more confidence in your champion. Getting a no: Opens up the door to getting even wider. Win, win 💸 P.S. Launching a NEW discovery product on 8/20. 50 pages. Video mocks. Be the first to hear about it here: https://closedwon.xyz/

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Thank you so much for this great writeup of the PMM role in SMB/MM and Enterprise! Out of curiosity, how do you know if you've accomplished the metrics for success in Enterprise you set out in (3)? Do PMMs in developer/infra focused companies need to be technical to get beyond 'the core?' I'll use an example relative to me. I've used CloudFormation and have some very specific opinions on that product. As such I can semi-credibly outline a customer value prop and highlight use cases for an IaaC solution from Pulumi or HashiCorp. But that clearly can't be what proficiency means to you because then I (or anyone else) would need how to deploy and manage containers to work at Docker, Inc or any company using Kubernetes. So how do you think of what it means to be proficient and how have you gone about getting there throughout your career? Thanks again for the post and for any thoughts you can offer.

Most sales leaders don't understand that sales ramp time is crucial for accurate forecasting. It measures how long new sales reps take to reach full productivity. Accurate data helps align hiring with revenue goals. Integrating CRM and HR data provides better insights. Avoid using only quota attainment to gauge ramp rate. Tailor ramp assumptions to your business for precision. Automating these calculations can save time and improve accuracy. Optimized sales ramp tracking can significantly impact planning.

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Our Risk Mitigation Certification has been one of the most popular curriculums we've run here at Sales Assembly. We've gone ahead and compiled clips & frameworks from these programs that y'all can access: Taking a step back - we've had hundreds upon hundreds of CSMs and Account Managers go through this program over the past quarter. And for good reason. Post-sales teams are saddled with the responsibilities of retaining logos in a market where no budget line item is safe, while also finding and capitalizing on upsell / cross-sell opportunities. Sure, some orgs have these responsibilities segmented into teams. But a whole ton don't. Anyway, managing risk is - in large part - about being prepared and avoiding hiccups before they happen. To that end, we've gathered 5 clips and takeaways from recent courses of ours on: 1. Strategies for Time Management and Scheduling 2. Navigating the Most Common Customer Stumbling Blocks 3. Segmentation and Engagement Models 4. Creating and Utilizing Account Plans 5. Multi-Threading: Aligning Execs, Champions, and Owners Hopefully you find this stuff valuable: https://lnkd.in/gZystDZf If you're a CS/AM leader and would like to send an IC or two from your team to upcoming courses like these as our guests, just holla at me.

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Is anyone considering a mid-year comp plan change? Here are some points to consider: ✅ Buyers don’t want to be forced into a meeting straight away Don’t assume buyers' best first step is to commit to a meeting with you - you’ll put them off. Are they being solely measured on meetings booked? If the answer is yes, it may be time to go back to the drawing board. ✅ The modern-day buyer’s journey isn’t linear: Not everyone is going to be ready and in-market. Otherwise, your SDRs would be booking meetings with everyone. My team is comped if the deal closes - promoting waiting for the right time to push if that is not immediate ✅ Decisions don’t come down to just one or two buyers anymore. We know buying committees are getting larger, and multi-threading is becoming more important. We get our reps to multi-thread the account. They are compensated based on how many meetings they book with additional stakeholders. A strong comp plan will mean you’re filling the funnel with high-quality opportunities. Tomorrow, I’ll be joined by Antoine Fort (CEO of Qobra) and Coralie de Robert (Sales Director at Salesloft) to talk all things comp plan optimisation. Sign up in the comments 👇

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