Brandon Redlinger 💎

Some years ago I was in charge of setting up HubSpot sales analytics and analyzing data for actionable insights. HubSpot is a fantastic CRM with dashboard customization, but creating the reports I needed was often a struggle. I relied on spreadsheets to calculate certain data points, which was time-consuming and difficult to maintain. That's why we created Forecastio - to simplify sales data analysis and provide AI-driven insights from your HubSpot data. If you want to learn how to supercharge your Hubspot sales analytics and easily make data-driven decisions, click the link to read more! #SalesAnalytics #HubSpot #Forecastio #RevenueLeadership #DataDrivenInsights

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🚀 CEOs, here's a crucial reminder: your CMO holds untapped power to drive growth and alignment across your GTM team. CMOs don’t just market—they understand the market. From buyer behavior insights to deep market analytics, CMOs have a pulse on what your customers truly need, how competitors position themselves, and where untapped opportunities lie. Too often, CEOs defer to leaders in product, sales, or finance, but your CMO's view is pivotal. They’re not just driving brand awareness; they’re driving alignment across functions, enabling your team to hit growth goals and navigate market challenges with precision. Leverage your CMO's insights as a strategic asset. Invite them into key discussions, especially when evaluating market trends and crafting customer-centric strategies. It’s time to ensure marketing isn't an afterthought—it’s a growth catalyst. Tune into the full conversation with Corey Livingston on Growth Driver on your go-to podcast platform to dive deeper into how your CMO is a go-to resource in your growth journey. #EfficientGrowth #CMOinsights #GrowthMindset #B2Bmarketing #GTM #GrowthDriver John Common Intelligent Demand

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The path to $10MM ARR is about finding your repeatable, scalable sales motion. The formula is simple, but not easy. It looks like this: Effort + Enthusiasm + Messaging + Lead Quality = Results When you are scaling a sales team, your job is to manage the inputs. Those are the things on the left side of this equation. If you can reduce the variability of the inputs, you will have more consistent results. Put another way. Consistent inputs leads to consistent outputs. Let's break it down... 1. Effort is the driver for your sales performance. You cannot scale without consistent effort. Effort includes the velocity of sales activity (phone calls, emails, meetings, etc.). Effort also includes the way that you execute your sales activity. This is your sales process and sales playbook. You can improve the quality of your effort with learning and development. 2. Enthusiasm is an amplifier for your effort. You have to act like you want to earn the business. A little enthusiasm goes a long way in closing more business. I've found that you can't teach enthusiasm. You must hire for it. 3. Messaging is how you get prospects to believe what you believe. Your messaging is your value prop. It's how you approach your ICP. It's the way that you convince customers that their current version of the world is no longer acceptable and they must make a chance. The best messaging illustrates the consequences of inaction. 4. Lead quality drives your conversion rate You have to stay focused on your ICP. The more variable your lead quality, the more inconsistent your sales results. The best effort, enthusiasm, and messaging are helpless if you are focused on the wrong accounts. This is the formula for predictable, repeatable, scalable sales. Manage the consistency of your inputs and you will have consistent outputs. What about you? What's your formula for repeatable results?

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Want to know the most critical meeting in your customer journey? It's the kickoff call. So many SaaS founders underestimate the power of a strong kickoff call. It's not just another meeting - it's the foundation of your entire customer relationship. Get it wrong, and you're setting yourself up for churn before you even start. Nail it, and you'll unlock a flywheel of retention and referrals that can supercharge your growth. I've developed a 3-phase strategy that transforms kickoff calls from a potential liability into a powerful asset. Want the full playbook? I've broken it down step-by-step in my latest video, including the exact SOP we use at SaaS Academy. Check it out now ↓

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You're thinking about renewals wrong. 66% of your renewals will be decided when you’re not in the room. Want higher NRR? Here’s the non-obvious CS strategy that's key to SaaS renewal: Hold customers accountable! In our current economy, customer acquisition is harder than ever. Every board of directors is obsessed with net recurring revenue (NRR). And they should be. After all, close rates are down (18%) and so are deal values (21%). There is no easier source of revenue than an existing customer. And nothing more painful than losing a customer, when all of the time, effort, and expense of building the relationship goes to waste. So of course we invest in the process. We hold our weekly meetings. We educate our champions. We have quarterly QBRs. We find success stories. But too often, we’re talking to one part of the organization. And we lose visibility to what happens when we aren’t in the room, when our champion needs to roll out or deliver using our stuff. It’s hard to see around corners in companies. A simple question suddenly gets hard to answer: Did they train the users they said they would? Did they share out the data or results? Did they get the feedback needed to tune the offering? When I worked at Ariba, which went from $0 to a $4B IPO in 4 years, we had a saying: Success has 3 ingredients: your people, your process, and our software. In other words, 66% of success depends on the customer. If they don’t do their part, they won’t get the value they bought from you. That’s a problem for them. But also a problem for you, because that’s a customer who won’t renew. Why should they, when the value didn’t happen, whoever’s “fault” it was? You need to flip the script. Accountability means asking the hard questions. Was the data delivered? Was it understood? When is the feedback coming? If the answers weren’t there, escalate to the economic buyer. They are at risk of not getting the value they bought. That should be a red flag for them and us. Are they still committed to the project? How do we get back on track? With all of our weekly tactics, we often lose sight of the most important question of all. Why did the customer buy in the first place? If the customer didn’t do what they said they would, that's bad news. And it’s 100% our fault. Want the renewal? Hold customers accountable.

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Thrilled to be live in the HubSpot App Marketplace. And just in time for #inbound2024. HubSpot CRM users can now • Create custom scorecards to automatically provide reps feedback • Catch gaps in deals early with immediate call score reporting • Collect key deal insights with custom field properties • Pass key data from calls directly into HubSpot CRM • Track call scores over time by key process steps. • Match training courses to call performance. https://lnkd.in/eAeJcE79 #salesenablement #salescoaching #salestraining #triplesession     

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One reason RevOps isn’t strategic 𝗟𝗮𝗰𝗸 𝗼𝗳 𝗮 𝗥𝗲𝘃𝗢𝗽𝘀 𝗥𝗼𝗮𝗱𝗺𝗮𝗽 Let me break this down. 𝟭. 𝗔𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁 𝘄𝗶𝘁𝗵 𝗧𝗼𝗽 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀 RevOps defaults to a reactive whack-a-mole, fielding a flood of inbound requests. This leaves no time to work on strategic priorities. A RevOps Roadmap starts with top priorities or OKRs (Objectives and Key Results). - What does the Revenue Team want to accomplish this year? - This quarter? - What’s our sales target? - What do we need to do to get there? - Improve Close Rates? - Sell larger deals? - Generate more pipeline from outbound? - From inbound? - From renewals and expansion? What are our priorities as a team? 𝟮. 𝗢𝘂𝘁𝗹𝗶𝗻𝗲𝗱 𝗜𝗻𝗶𝘁𝗶𝗮𝘁𝗶𝘃𝗲𝘀 The next step is to align priorities with specific initiatives in RevOps. Say we want to improve our close rates. - What will we do? - Define our sales cycle? - Set clearer qualification and stage entry criteria? - Build reports and dashboards to track this? - Improve our pipeline review and/or forecasting process? - Provide more enablement? What are the most important initiatives to help achieve our objectives? 𝟯. 𝗚𝗲𝘁𝘁𝗶𝗻𝗴 𝗦𝗽𝗼𝗻𝘀𝗼𝗿𝘀𝗵𝗶𝗽 Now we get feedback, revisions and sponsorship from leadership. At the end of the day, are they in full support of RevOps prioritizing these initiatives and trying to help the Revenue Team achieve these Objectives and Key Results? If not, what are we doing here? If everything is a priority, nothing is. 𝟰. 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 We have specific Key Results for the revenue team to achieve. - Are we tracking metrics related to this? - Are we reporting this to leadership on a regular basis? - Are we updating leadership as to whether or not we’re on track? - And if we need to make adjustments to get there? To me, RevOps isn't RevOps without Insights. It's just systems admin. 𝟱. 𝗦𝗽𝗿𝗶𝗻𝘁 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 The Roadmap comes to life in sprint planning. Over the next two weeks... - Which items on the Roadmap will we tackle? - Which fire-drills and inbound requests do we have? - Does leadership want to delay items on the roadmap? Things change in growth-stage companies quickly. It’s okay to pivot and tackle emergencies if they are truly more urgent than what’s on the roadmap, so long as everyone is aligned. 𝟲. 𝗤𝘂𝗮𝗿𝘁𝗲𝗿𝗹𝘆 𝗥𝗲𝘃𝗶𝗲𝘄 The Roadmap needs reviewed and updated quarterly. We show what was done and not done, what OKRs the revenue team achieved and didn’t achieve. We then leverage this to set OKRs and Initiatives for the next quarter. We want to maintain alignment here. What would you add? What’s working with your Roadmap? 🤔 More on this here: https://bit.ly/3W8fhCq ✌️

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Before diagnosing missed revenue targets Many B2B SaaS companies only look at: - Overall CAC - General LTV - Surface-level metrics To dig deeper, here's what you should track: • Time to impact • Pipeline velocity • LTV by segment • Sales cycle length • Lead quality score • Expansion revenue • Net revenue retention • Feature adoption rates • CAC by customer segment • Customer acquisition cost payback period These metrics reveal hidden insights. Combining these metrics give you the deeper meaning.

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Adam Robinson, CEO Retention.com, on how they bootstrapped to $22M, including the lessons learned from moving too fast: 👉 They thought they solved churn: honing in on their ICP didn’t solve their churn problem 👉 They hired too quickly: adding expensive senior (and junior) people with no processes 👉 They lost discipline: got FOMO, started behaving like a VC-backed company and lost their bootstrapping roots #SaaStockUSA #SaaS #bootstrapped

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Large enterprises are now finally realizing they may be paying more for what they really need on their large-scale SaaS platforms.

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Interesting insights on the GTM side. Some of the key insights what i see for Saesforce is untapped market is like APAC, the pentration is low due to higher price of subscription premium. This is where they need to think different for these markets. tailered business centric experience from the salesforce offerings. Going beyond tools and methods, salesforce has to demostrate how its purely increasing revenue for every business partner they dealt with. Helping business models like b2c, b2c enaling the transparaency in revenue growth and market share. Salesforce was built by following he concept of Blue Ocean Strategy, they continued to look forward a way to sailing fast by outsmarting their competition with new simplified offerings. With a click of button Salesforce should able to build & deploy a omni channel experiene (like an app) from the lead generation to customer support. The configuration can decide what should add and drop. I think salesforce is more innovative company, Hope they have a product map for next 5 to 10 years already and working on the details of whats coming and how its growing their business. :)

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At Vena our CORE and that's the C in our core values starts with Customer Trust. What does this mean? It means you deliver on your promise, every promise. You operate from a customer-first point of view. Every action is taken with an empathetic lens through your customers eyes. You prioritize your customer and future customers first. It doesn't always mean they are right but it does mean their needs are the right priority, and the first priority. So many companies say they are customer-centric, but when brands and companies are called to task, they often start with what's easiest, best, most convenient for them or of concern for them. It starts with their goals, their teams and their challenges. Things go wrong, s*it happens but how you show up when it does go astray is what matters. And as a consumer, buyer and leader, I experience the failures of customer-centricity everyday. As a professional, I aim to start and finish with empathy in service of those we set out to help; our customer. It's that simple. Where do you start from? Make sure it's not yourself. 🌱 #customerfirst #values #leadership

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The transition from founder led sales -> a repeatable GTM motion is hard... Extremely hard. There are so many things to consider to mitigate risk and get as many repetitions on closed loop feedback as quickly as possible. -> what profile of a rep should I hire -> how to assess the right talent -> SDR or AE or growth hacker type or both -> what channels should we be testing -> what does good look like? What does great look like? -> how do I know if we’re making progress? And so much more… We’re discussing all this live next Tuesday at Kiln. If you’re in Utah, come check it out: https://lnkd.in/eQ9dyJK4

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🤝 Alignment between GTM functions is a key value driver for SureRev customers. 🤝 Let's focus on Product Management and Marketing for a moment. 🚨Product Management and Product Marketing are 2 critical roles in GTM teams that must stay on the same page. But, ever feel like your product management and marketing are pulling in different directions?🚨 Many companies face the classic conundrum where the two departments operate on parallel tracks that never seem to meet. 🛤️ ⚠ Product management’s focus on the product’s functionality and features often clashes with product marketing’s push towards understanding and reaching the customer effectively. Products are often developed outside of the context of the target customers or customer pain points are discussed with product and engineering teams not being aware of this context. 🤝 With its AI-assisted Product Value Proposition SureRev closes this gap, ensuring that both functions are not just aligned but synchronized in their efforts to deliver value to the customer. 🤝 SureRev also recognizes the pain points of misalignment and inefficiency in messaging, offering a solution that yields higher sales win rate. Imagine having your GTM teams always on the same page, with the product messaging and positioning crystal clear across the board. 💡💼 🤝 With SureRev’s unique tool for ICP (Ideal Customer Profile) development, marketers and product managers can now define their target audience with unmatched granularity, leading to enhanced lead qualification and ultimately, better sales outcomes. 🎯 Don't let your company fall into the pitfalls of misalignment. Let SureRev help you develop a path to a unified product strategy and marketing message. 🌈✨ #ProductManagement #ProductMarketing #Alignment #SureRev

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Launching a new product? Here’s the truth: It’s not the launch that makes or breaks you—it’s what happens next. Great go-to-market plans don’t stop at Day 1. To measure your real success, focus on these three must-dos: ➡️ Define Success Metrics Early – No, not just sales. Think retention, engagement, and brand awareness. ➡️ Keep Testing – Market conditions change fast. Stay agile and tweak as you go. ➡️ Use Real-Time Feedback – The best plans are living, breathing, and adapting. A strong GTM strategy is never "set it and forget it." It’s a constant refinement to hit and exceed your goals. Want to see how leading brands crush their launches? Dive deeper here: https://bit.ly/45EGjnt

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✨ Think RevOps just has a magical fix for all your problems? Think again! ✨ What most people don’t realize is how even the simplest questions or requests to a RevOps team can spiral into a tangled mess of complexity.  Here’s why this can happen if RevOps teams dont have a proactive/agile approach to data governance, process documentation, & modular architecture: 💥 The Domino Effect Ever had someone ask, “Can we just get a report on X?” Sounds easy, right? That seemingly simple request can set off a chain reaction: you need to pull data from multiple sources, ensure it's clean and consistent, validate it against existing Reports/KPIs, and then format it in a way that makes sense to everyone. Before you know it, that “simple” report has consumed days of work, uncovered tech debt to fix,  and required the coordination of multiple teams. 🚧 Unintended Consequences One small change in your process or tech stack can ripple through the entire system. Let’s say someone wants to tweak the lead scoring model. Seems straightforward until you realize that change will affect every downstream process—automated workflows, sales handoffs, reporting metrics, and even how markrting nurtures prioritize accounts. What started as a quick adjustment turns into a major overhaul, with plenty of opportunities for things to break along the way. 🔄 Constant Recalibration A simple request like “Can we segment our contacts by XYZ?” sounds innocent enough. But in reality, it can lead to an endless loop of recalibration. You’ll need to validate the values of the field in question, update outliers, redefine the segments, update workflows, adjust reporting, and retrain the team on what was done. And let’s not forget the constant back-and-forth to ensure everyone’s on the same page about what those segments actually mean. 🐇Data Rabbit Holes You might think pulling a quick data point is no big deal, but data is rarely straightforward. A request for “last quarter’s sales by region” might lead you down a rabbit hole of data inconsistencies, missing fields, and conflicting sources. You’ll need to dig deep, reconcile differences, and verify accuracy—all while balancing the original timeline for the ask. By the time you have the answer, what seemed like a five-minute task has turned into a full-blown data archaeology project. In RevOps, sometimes even the simplest asks have a way of snowballing into massive undertakings.  It’s not just about doing the work—it’s about anticipating the ripple effects, managing expectations, and keeping everything running smoothly while you’re at #RevOps #RevenueOperations #ExpectationsVsReality #DataComplexity #ScopeCreep #TechChallenges #RevOpsLife

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SDRs = Calling 📞 Marketing & Rev Ops = Cadence Tools & Automations Save your org $$$s by getting your SDRs out of cadence tools and back into the #CRM focussed on dialing Leave automated outreach and multi-touch sequences to marketing, and guess what? Then you only need one cadence tool licence! I chatted to Mark Bedard who clearly lays out the path to streamlining your outbound motion #sales #salestips #bdr #sdr #outbound #calling #coldcalling

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This GTM practitioner has cracked the code on PLG and signals. Meet Saad Khan, Director of Sales @ Aligned producing growth results and massive TANGIBLE value for clients and our community. Results like: 180% increase in outbound ARR 250% increase in pipeline 454% increase in qualified pipe YoY and 60% ARR CONTRIBUTION. To name only a few of many accolades. From playbooks to tactical execution, Saad helps revenue team make more money. (Including in how they use Aligned!) Saad has built a name for himself not on any hype or trends, but outcomes. You should follow and talk to Saad to accelerate your sales and of course see how Aligned could help your business. Do it right and convert your pipe. ~~~ Meet someone with a fiery passion and they can help light the way for you. It fades unless they are right there beside you, gaining your trust every step of the way. I'm on a mission to understand trust, networks, and how they produce long term business outcomes. Saad embodies the success of this. He comes as another highly recommended person in my network. He should be a part of yours too. ---------- This is part of a small project for the month of November to highlight men in my life that have impacted me in more ways than they know. Saad is somehow both serious and silly. He can yap for days and he can actually make a lot of sense. We take hours to get through a conversation but I love it - we have realizations and help eachother have new perspectives. You honor your friends, family, and partners by challenging them. I don't let Saad tell me any BS and I'm always watching out for him. That's because I believe in him and I know that what he has to offer needs to be nurtured. He does the same for me, so I must honor him by doing the same. Saad puts in the work. Sometimes too much, but what I love most about him is he is constantly pushing his own boundaries. He constantly redefines 100%. He challenges himself. In work. In the gym. With his friendships. With his family. It's the mark of a man to take the first step and push others to be better. Saad embodies this in himself first. He isn't one to tell others to do something, without being able to do it himself. And damn... if you knew what this guy goes through... you'd know just how much wisdom he has because of coming out the other side with his level of energy. Saad Khan thank you for being you. I love you man. P.S. We don't have a better picture together, but this one is pretty great.

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The key to winning deals and nailing GTM? Aligning buyer and seller priorities. For the buyer, purchasing might be priority #20. Sellers who win are the ones who elevate it to a top 3 priority by understanding and solving what truly matters

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