Cassie Young

Who's your favorite CMO / VP Marketing in Austin? We (the Exit Five team) are traveling to Austin in November for a team offsite, and we're going to host a meetup (happy hour, networking, etc.) I'd love to do a fireside chat with a B2B CMO for this event, but I'm not plugged in down in Texas. So: who's your favorite CMO in Austin? Who should be on my list to reach out to interview for a live podcast / Q&A with 100 B2B marketers in November?

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Our revops “team” at Chili Piper does A LOT OF automations. If you’d see our list, you’d think we have a full train of rev ops folks working here at Chili Piper (spoiler alert, we have 1 and a half). Here’s an example of an “unconventional” automation We assign churned accounts to SDRs. Yep, we automate outreach to churned accounts Here’s why and how First, let me tell you, it breaks my heart to see any customer churn. I feel like my heart is asking but always aim to learn from it and make everything better for them if they were to come back. Hence, we want to learn what made them leave, fix the problem, and win them back And the good news is that we win many of them back . Here are the nitty gritty on how we do this : We setup these rules for assigning churned accounts to our SDRs: – Account Status = updated to Churned – Transaction End Date = 91 days – Round Robin across SDRs and update SDR Owner – SLA: after 12 working hours, check if there was activity yesterday AND ROE phase ≠ unfit to work, send Slack notification – SLA: after 12 working hours, check if there was activity yesterday AND ROE phase ≠ unfit to work, reassign – Provide a Slack notification to the AM (80 days post-contract end date) – Provide a Slack notification to the SDR once the Account has been assigned (91 days post-contract end date) – Provide SDRs with information on why the account is churning in SFDC to give them the context to sell into the account effectively. If you are curious about more details on this, let me know!  

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I’m curious - for revenue leaders out there: how are you thinking about outbound pipe gen roles? What title(s) and mix of skillsets have you found to be the most effective? I’m working with Nick Casale to build out our revenue org at AirOps, and we’re looking to hire a rockstar to own outbound pipe gen. Our ideal candidates: --> High IQ + EQ --> Scrappy and competitive --> Analytical + reasonably data savvy --> Can figure out new tools and automations (the emerging AI GTM stack) + excited to learn/master prompting --> Exceptional writer --> Not afraid to make a cold call (but won’t just be dialing for $'s) --> Motivated to own and crush a pipeline generation quota --> Wants to pursue a career in Sales or Growth If you or anyone you know fits the bill, DM me. The JD to apply is in the comments 👇

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Really interesting perspective on how a GTM systems team can drive business success.

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Sharing with my network/community. The ICP analysis referred to and finding best performance is a must as we continue to focus on efficient growth whether working in Paid channels, ABM, or Retention programs. Say “Yes” to Dan Sperring below to receive the whitepaper when released.

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🏄‍♂️ Scott Leese has a great take on this. Too often I’m seeing RevOps people tout proudly complex comp plans and thinking that it’s ok. Where are we on this? Are there truly products that are too complicated or sales cycles that are so complex that having a quant wizard workbook is warranted to pay your salespeople? When I was interviewing, many members even in Pavilion within the RevOps community, had an air of accomplishment in their structure being so complex that it would take a full onboarding to even understand why the structure was the way it was. I’m open to being called wrong, but I’m 100% in agreement that if the comp plan is too complicated, it sucks, and it’s broken. Having been under many comp plans myself, you easily build distrust if transparency isn’t available and plans designed by people who have never been on a variable comp structure often reflect this. It’s not chutes and ladders, or cones of dunshire, or “who was the best mathlete”, it’s how people pay their mortgage, feed their kids, and live their lives. #revenue #operations #sales #revops #enablement #compensation

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** Harnessing Executive Sponsors: The Underutilized Force Multiplier in GTM** An often overlooked resource in GTM is the power of executive sponsors. Many GTM leaders hesitate to leverage this, but when done right, it can be a game-changer. Imagine the impact when top leadership advocates for your initiatives—it's a true force multiplier. Take Check Point Software, for example. They don’t just stop at executive support—they even involve their CPO, CTO and even CEO to advance the pipeline. Yes, a $21B company tapping into the power of their top exec to move deals forward. That’s the level of commitment and influence we should be aiming for. But let’s go beyond individual account sponsorship - leverage your technical and product leadership for broad GTM initiatives, content creation, thought leadership and turn this from a 1:1 to a 1:many play. They have tons of valuable knowledge and insights they can share. In our Value-based GTM world, these assets are foundational, not optional. Here’s what Hillel Zvi SEO & ABM Lead at Checkpoint had to share about it at our last event. If you’re not already harnessing this resource, now’s the time. The right executive sponsor can open doors, build trust, and accelerate your GTM efforts in ways that are hard to match. How are you leveraging your executive team to support GTM?

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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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If you're hiring for revops, here are top traits to look for. It's not pure analytics or tool knowledge. 😀 IC Focused/Exec Aligned RevOps is about helping the front line. The reps. Its not about decks, execs or the CRM. I was at my best when I had this. And my worst when I didn't. The company hits their number when the reps do. Look for servant leaders. They become reps best friends and execs right hand. 🤝 They can rally the wagons RevOps must drive impact through multiple stages of the customer journey. The RevOps pro has to work WITH those teams and not around. 👍 Good Communicator Being able to communicate key findings and implement changes is critical. The right answer stuck on tab 9 doesnt do anyone any good if revops can action it. 📗 High FIFO Factor Figure it the f*ck out. People go to revops to solve problems. New tool? Learn it. Don't know the answer? Find it. Leads broken? Fix it. ⬆ Student of the Game: This person is always learning. Podcasts, books, new tools they learned, etc. RevOps isn't for the static. The game changes too fast. Combine those with a good grasp of data analytics, tools, systems, and process. And you're likely to make a good revops hire.

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If you are responsible for enablement at your company, your #1 job beyond all others is to get a strong executive sponsor. It might be the CRO, it might be the COO, it might be the CEO, maybe by some miracle it is the CFO. Maybe it's a strong SVP. Title doesn't matter - organizational respect and resource gathering does. Trying to do ANYTHING in enablement without a strong exec sponsor to: 1. Get resources (people, money, attention) 2. Align teams (sales, success, marketing, product....not necessarily in that order) 3. Create priority (over the zillion other things that a company could do) Is a huge waste of time and energy. If you don't have it, create it. If you can't create it, find somewhere you can or accept that your results will be greatly diminished and your work will be generally uninteresting/frustrating.

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RevOps can be stressful but managing RevOps across 20+ companies at once, Ive found a few things that help me manage those stress levels. Here’s how I stay grounded and productive: 🛑 Boundaries: It’s the fence that keeps the work-life balance in check. Without it, everything merges into chaos. 🚀 Ruthless Prioritization:My project board isn’t just a list; it’s the roadmap to what really matters. Staying laser-focused is key. 💪 Exercise: My non-negotiable. It’s the release valve for stress and the booster for energy and clarity. 🧘‍♂️Meditation: Those moments of stillness are golden. They recharge my mind and foster calm in the storm. 🌳 Taking Breaks: Step away to come back stronger. These pauses are the secret sauce for creativity and endurance. 🤔 Think Before Reacting: In a world where panic can spread, being the calm in the storm isn’t just nice, it’s necessary. Thriving in RevOps is about more than just managing tasks; it’s about managing me. Through discipline, self-care, and a clear focus, I navigate the complexities and keep pushing forward. #RevOpsLife #RevOps

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Top H1 takeaway from QBR's about our Rev Org: "We're an ecosystem, not a hierarchy." (h/t Alexandra B.) We collaborate, everyone's voice matters, and we strive to put people in roles they love so they can be madly successful. Hearing this statement was validation that what we are building in the Revenue Org at LibraryPass is unique, and scalable, and contagious. And we have roles coming soon! So if you're interested in being part of an ecosystem, let's chat. Here's to an even better H2!

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How aligned are your rewards and talent acquisition teams? 🤔 I sat down with Joe Bast, VP of People at Crisp, to discuss his approach to enabling great collaboration between rewards and TA teams. It was a fun conversation, and we touched on some really important points: ▶️ Building alignment with a clear comp philosophy that includes which roles the business needs to invest in ▶️ Creating a blameless feedback loop between hiring teams and compensation to ensure continuous learning ▶️ Establishing trust as a total rewards leader with each of your key stakeholders in recruiting and around the company Check out the link to the full conversation in the comments below!

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If your SDR/BDR team is performing so well, why not A/B test to prove it? 💡 Benchmarking isn’t about doubting your team—it’s about validation and optimization. It separates assuming you’re doing well from knowing you’re operating at peak efficiency. Here’s the truth: those who insist on doing everything internally often miss a critical step—validating their approach. Without an external benchmark, how can you confidently say you’re at your best? At The Pipeline Group, we’ve seen how testing internal teams against external solutions can uncover hidden potential. Sometimes, it confirms you’re on the right path. Other times, it highlights opportunities for growth and improvement. Bottom line: If you’re not testing and comparing, you’re settling for “good enough.” And in today’s competitive market, “good enough” isn’t enough. Benchmark. Validate. Optimize. That’s how the TOP leaders stay ahead. Remember: Friends Don't Let Friends Build SDR Teams Alone. #Leadership #SalesExcellence #ABTesting #SDR #BDR #Optimization

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Why Fractional Work is a Perfect Fit for Many B2B SaaS Sales Executives 🚀 Ever wondered what it feels like to have total control over your career? After years in B2B SaaS sales, I’ve found that fractional work is one of the best ways to transition into working for yourself—or even starting your own business. Here’s why: I get to choose WHAT I work on: No more projects that don’t align with my strengths or interests. I focus only on what I do best. I get to choose WHEN I work: Whether it's busy or slow, I have the flexibility to align work with my life and homeschool. I make my own schedule. I get to choose WHO I work with: I collaborate with clients and teams that align with my values and goals—no more mismatches. I get to choose WHY I work: I know I'm blessed to have a spouse providing benefits and I also know I'm working to make something for my family. I get to choose HOW I work: Every process is designed around my style, allowing me to deliver the best results efficiently. I get to choose WHERE I work: Who cares my location so long as I crush it. I have a car and a zoom too lol I get to say NO: Turning down work that doesn’t fit my goals or priorities has been empowering. No pressure to compromise ethics to keep a job. I get to say YES: The freedom to take on opportunities that excite me means I’m always engaged in work that I’m passionate about. It's truly fun! It all comes down to QUALITY and FREEDOM. If you’re in B2B SaaS and thinking about transitioning, fractional work lets you design a career on your own terms. 💡 Who’s ready to make the shift? 🏃‍♂️ DM me and let's talk. #FractionalWork #B2BSaaS #CareerFreedom #PreCallAI #EngineerMasterSolutions

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Matthew Volm is a repeat startup founder—his latest being RevOps Co-op, a community for RevOps pros with over 13,000 members. (They also have a ton of great educational resources, well worth checking out.) RevOps Co-op actually started as a community in support of Matt’s software company, but when he saw the need for more education and resources for the RevOps field, he pivoted and hasn't looked back. During our chat we discuss: 🤓 the crucial interplay between finance and RevOps 📈  how RevOps pros can build their finance acumen 💥 living through the tech bubble 🥊 the hot debate on unified vs. split RevOps functions 🤗 the community-led business model 🔮 what the future holds for RevOps Some key takeaways: 1. Successful RevOps has to be more than sales operations. It needs to encompass the entire revenue engine, including marketing and post-sales. This shift is driven by the increasing complexity of go-to-market strategies and the need for seamless handoffs between teams. Great RevOps teams should drive efficiency across the end-to-end customer journey, with particular emphasis on post-sale activities like customer success, renewals, and expansion revenue. 2. Financial literacy—e.g., understanding financial outcomes, metrics, and how RevOps activities translate to business results—is crucial. This knowledge allows RevOps professionals to make data-driven decisions, build stronger business cases, and communicate more effectively with leadership. If you don’t have an FP&A background (perhaps you’re an English major like me), you may want to improve your financial acumen through on-the-job learning, collaboration with finance teams, and supplementary courses or training. 3. Failure is part of the founder’s journey. 90% of what you’ll do when creating a startup is not going to work. You need to have the stubbornness and tenacity to face this failure, get whacked in the face, and keep pushing forward. Failure is OK. 4.  RevOps is increasingly involved in high-level business strategy, particularly in go-to-market planning. This trend reflects RevOps' unique position in overseeing the entire revenue process and its ability to identify inefficiencies and opportunities for improvement. By focusing on critical handoff points and conversion rates throughout the customer journey, RevOps can drive significant business impact.

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Performance review cycles are * fundamentally * flawed. Over 10+ years operating startups, I’ve seen so many teams suffer from review system inefficiencies – often stemming from a simple lack of transparency. We’re building Seam to tackle this head-on. Here’s how: 1. We streamline complexities Seam optimizes employee review cycles with proactive insights at the right moments – in turn, encouraging high-performing employees while reducing burnout risk across your team. 2. We eliminate guesswork Seam equips people leaders + executives with real-time productivity insights that help teams understand when actual work is happening across every single department. 3. We promote transparency We don’t believe in gatekeeping metrics. Every team member gets access to performance data, which empowers people to take ownership over their growth opportunities. Want to learn more? Shoot me a note or check us out at www.seam.io ⚡

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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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Here’s what to focus on when building global SDR teams ⬇️ With teams operating in different regions, there’s always a balancing act. You want your messaging and approaches to be aligned. But you need to lean into what works in different cultures. Here’s three key areas to consider. 🌍 Cultural nuances Your teams will want to work in different ways. Invest time to understand local etiquette, working styles etc. Understanding these and not going against them unnecessarily will immediately help things run a bit smoother. 🧪Global vs local playbook How fluid are the processes and playbooks you run. From a standard global model, are you allowing teams to adapt these, or are they rigid? A balance I like is roughly 70% global GTM function standardized with 30% leeway for regions. 🧠 Training and development Ensure that everyone across your global team has access to the same opportunities and a consistent skill level across your team. Layer this in with localized training to make it more relevant. If you want more advice on building successful global SDR teams. I spoke with Sean Hayes recently on how he’s done just that at Aircall Episode in comments.

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