Crystal Grainger

The PT industry needs more transparency so we're sharing our data. Here's operational benchmark data for PT practices in California - Let's dive in 👇 Average days until documentation completion - 5.16 days Average units per visit - 3.021 First pass clean claim rate - 97.01% (average) Denial Rate - 4.3% (average) Average Reimbursement Per Visit - $86.58 Top Payers in CA: CA Medicare South - $107.45 MedRisk - $106.04 Align Networks - $89.06 American Speciality Health - $87.78 Curious to see more benchmark data like this for other states? Comment "StrataPT" below and I'll DM you a link to them! #physicaltherapy

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we're making progress with a Slack app that automates driving more & better practice / outputs / behaviors with your AEs & other sellers… goal: make role-playing practice more manageable, realistic, & consistent while applying it to actual deals during prep ofc we're plugging into AI for some fun feedback loops too 😊 our next phase is seeing how more teams react to decide what to build for early customers. we can focus on anything you're looking to improve right now: outbounding, cold calling, disco, negotiation, storytelling, improv, forecasting, testing champs, etc... let me know if you want to test it out with your team, or it's easy to get started with the link below. thx!

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Simple analogy: fly fishing is like #customersuccess and sales. Fly fishing requires patience, strategy, and preparation. So does driving meaningful customer outcomes. Patience: fishing and customer outcomes both take time. Rushing rarely delivers desired results. It’s about understanding the waters you’re in and finding the right moment to engage. Targeting: casting aimlessly doesn’t work. In fly fishing, you study the water, shadows, and movement of fish. In Customer Success, it’s about identifying the right opportunities to add value, focusing efforts where they will make the biggest impact. Fly selection: fish are picky, and their preferences change multiple times each day, let alone each season. You’ll have little success if you cast a bunch of random flies. Customers don’t want every fly in your box. They want what they need. Plan your approach through insights, engagement strategies, or customized solutions to find exactly what that is. Having the right tools: from the appropriate rod and reel to well-tied flies, the right tools make all the difference. In Customer Success, the tools might be CRM platforms, data analytics, or streamlined processes, but their role is the same: enabling you to execute effectively and deliver results. Managing Competition: A crowded river can mean fewer bites. Fish become wary when there’s too much traffic. Similarly, when customers are overwhelmed by competing voices or being over-contacted, they can disengage. It’s critical to find the balance: respecting their space, offering value when it’s needed and ensuring your approach stands out for its thoughtfulness and relevance. Fly fishing teaches us that success isn’t random, it’s the outcome of thoughtful preparation, targeted action, and consistent execution. Whether on the river or in the professional landscape, the principles are the same: patience, precision, and the right tools lead to meaningful outcomes.

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I am very excited to host a speaking panel at RevOpsAF in San Diego on May 30th. If you're a RevOps leader charged with moving your GTM execution faster -- this thought-leadership session is for you. In "Blood, Sweat & Sales People: Confessions from the Rev Ops Frontline", we dive deep into the trenches with RevOps experts Ayelet Germanski (PlexTrac) and Amie Weizer (Zensai), revealing their battle-tested strategies for success. Gain 3 crucial insights: 1. Scale with Speed: Master the art of GTM scaling – launching AND maintaining growth momentum. Discover how to thrive in a resource-constrained market through smart process streamlining and efficient workflows. 2. Adapt to Conquer: Learn how to react quickly to market shifts and build resilience for the unexpected. Uncover expert tactics for achieving growth even with limited resources. 3. RevOps Revolution: Optimize your RevOps journey. Identify the signs that you need a reboot, foster seamless collaboration across departments, and ensure your entire RevOps process aligns perfectly with your organization's goals. Big thanks to Matthew Volm, Camela Thompson and the RevOps Co-op team for organizing this wonderful event and inviting me to speak. Let's meet in person if you are attending - secure a time to chat here >>> https://lnkd.in/dmU7JY6K Use the discount code 'RAFDealHub10' to get 10% off your event ticket!

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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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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 get asked about HubSpot a lot. Many businesses installing low carbon technologies know they need a CRM system. And in all honesty HubSpot is a great product. But it’s not built for installing heat pumps, solar and EV chargers. So you’ll have your work cut out trying to make it work and need to integrate with lots of other systems. Payaca is built for these industries. It just works. Here are more thoughts in more detail: https://lnkd.in/eiJ99FrZ

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Pierson Krass and I hosted a subscription workshop yesterday with some strong and growing brands in Utah. A few takeaways: 1. This format was more intimate, allowed for more questions, and a deeper understanding of how to better acquire and retain subscribers. 2. No matter the subscription platform you're using, brands are trying to figure out how to get more of them and enable the right sales funnels and retention motions. 3. In awe of Pierson talking to brands under $1m and over $10m in the exact same way. Whenever he recommended a tool it was completely sincere. Disclosed if he's invested in the app (or not). Recommended an app that wasn't his because it would work better for the brand that needed it. I love that. We will definitely be doing more of these! Thanks to those who came out and to our wonderful Utah ecommerce ecosystem. (Yes that's my food on the seat I was taking the pic!)

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Struggling to measure ongoing knowledge in sales enablement? AI is the game-changer we need. How do you measure your AEs knowledge and readiness over time? Take a monthly quiz? I am pretty sure they’ll leave as fast as they can. Most CROs I know use the proxy of ARR closed as a measure of AE proficiency in product knowledge. But what about when the market goes down? The best of AEs don’t bring in money. That doesn't mean that their enablement is bad. Also, your AEs know details of some topics and for some others, they need help. Today, companies don't really have a way to measure and do focused enablement for such cases. (some exemplary enablement folks find ways) I believe AI will be a game changer here. It can analyze the QnA every AE faces on calls and emails, and create knowledge trend lines by ranking those answers. Resulting in an continually updated stack rank of AEs. Imagine a leaderboard for AEs by knowledge trends: identify the bottom 20%, provide targeted training, and track their progress. Real, measurable improvements for Sales.

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I still can’t believe how many companies are making their sales team jump through hoops to get contracts out. This week at INBOUND, I talked with a ton of AEs on the booth floor and asked them about their sales processes, yeah I geek out on that. Several folks from big-name tech companies told me that they are held back from getting contracts out at end-of-quarter by their deal desk, since proposals that have custom pricing have to be double checked. Sales teams should be selling, closing, and prospecting, not managing internal approval processes. Other AEs shared that they have to deal with navigating a horrible CPQ system, and having to manage proposals separately from quotes. RevOps and Sales leaders, why are you not removing these roadblocks for your AEs? Your sellers are way too valuable to be burdened by bad processes and tools. If you are interested in how PandaDoc can help, or just want to chat through different solutions to your problem, please DM me, check out our new CPQ page, or schedule a demo. https://lnkd.in/gVifRUJM #cpq #proposals #sales #revops

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Everyone in your revenue org has a different view of what's going on. Learn how to leverage it: VPs: “We’re tracking behind on our Q3 revenue target. We need to increase our ACV by doubling down on Enterprise opportunities.” Sales Managers: “We’re tracking behind our Q3 revenue target. We don’t have enough opportunities to double down on. We need to increase our outbound activity to drive pipeline.” Account Executives: “I’m behind on my Q3 target. Building more pipeline isn’t going to help me this quarter. I need to close at least 50% of my open opportunities to get back on track (even though my average is 25%).” Same Problem. 3 Completely Different Approaches. If you work in revenue enablement, you have the unique opportunity to be a bridge between team members at every level. Here’s what that sounds like… To VP’s: “If we want to increase our team’s ACV by moving up market, we’ll need to audit how we qualify opportunities and make sure we’re getting the right stakeholders involved in discovery. Do you have time to collaborate on a new rubric for our SDR’s and AE’s to qualify champions? I’d expect this to take about 3 months before we start seeing consistent results. Is there any opportunity to focus on mid-market win rate in the meantime?” [Once approved, go to your sales managers] To Sales Managers: “I understand we need more activity, but until our reps are identifying the right people to get on a call, it’s going to be wasted effort. Leadership is working on a new qualification framework for next quarter, but in the meantime, you can still hit your target by focusing on moving more of your existing pipeline in S2 & S3 into later stages in the sales cycle. What are some high-value deals that you feel are stuck right now?” [Then, go to your reps] To Sellers: “Your managers have identified some deals that are stuck in the early stages of the sales cycle. In the past, I’ve noticed you tend to use discounts as a lever to push deals through faster. How would you go about advancing these deals if you weren’t able to discount them at all?” By taking the time to listen to different perspectives from across the org, Enablement becomes a force multiplier that get’s everyone moving towards the same goal.

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I don’t think I’ve experienced more challenges in my RevOps career than trying to build GTM for 𝐜𝐨𝐧𝐬𝐮𝐦𝐩𝐭𝐢𝐨𝐧 𝐛𝐚𝐬𝐞𝐝 𝐩𝐫𝐢𝐜𝐢𝐧𝐠 companies. Myself, Bernardo Alves (our head of RevOps strategy), and Kyle Himmelwright sat down to discuss all of the challenges we have faced and some tactical solutions that we've seen work. Bernardo and I started working together at Emailage, a company fully built on a consumption based pricing model where we faced our first challenges building GTM around this model. With LeanScale, we’ve also worked with multiple AI-as-a-Service companies that are typically built on consumption based pricing, and we know this is where most companies are going in the future. Kyle has had an impressive operations career and has also been an operator in multiple companies with consumption based pricing models, bringing a unique and practical perspective to the conversation. 𝐃𝐮𝐫𝐢𝐧𝐠 𝐭𝐡𝐞 𝐩𝐨𝐝𝐜𝐚𝐬𝐭 𝐲𝐨𝐮'𝐥𝐥 𝐥𝐞𝐚𝐫𝐧 🎯 How to 𝐟𝐨𝐫𝐞𝐜𝐚𝐬𝐭 in a consumption based model 💰 How to set up 𝐜𝐨𝐦𝐩 𝐩𝐥𝐚𝐧𝐬 and quotas 👷‍♂️ How to 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞 your sales and CS teams 📊 How to articulate your “𝐀𝐑𝐑” - the metric most companies consider their north star ⚙️ 𝐓𝐨𝐨𝐥𝐬 you can use to help make the process easier

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Bret Taylor is flat out wrong about the differences in customer experience: "There's not a huge difference between a B2B company and a B2C company except for the volume of customers you have." I see so many misconceptions about how AI will impact customer operations after spending over a decade working in cloud andschine learning here. Fundamentally, a B2B account often represents many more customers than its decision maker, for instance group insurance. What's even more important to predicting AI's impact is understanding root causes for complexity in the servicing you are attempting to automate. For instance: 📦 End customer product knowledge - B2C customers go through the product research and selection process themselves while B2B often inherit what is chosen for them. As a result, they might be less knowledgeable. 📃 Sales-driven product & service customization - in B2B, the form factor of every contract may look very similar but the details are often quite different because the salesperson customizes it to "make the sale." Within B2C, products and services are generally WYSIWYG "what you see is what you get." 🤝 Human relationships - in order to acquire and retain accounts, there is a greater emphasis on individual relationships to the buyer across the B2B operating footprint making customers more likely to reject or go around automated interactions to work directly with the people they know. In B2C, there is a stronger relationship with the overall brand than any individual employee. 📐 Lack of standard business rules - because of the more personalized environment of B2B, the exact same servicing process and rules can be extremely different for different accounts. This difference creates a much thicker "long tail" of processes and rules to automate compared to B2C where customers segments can vary but are generally defined by the company, not the account. 💻 Systems & information complexity - companies have incredibly complex technology stacks and data and, in a B2B context, it needs to integrate with other companies' also complex stacks and data. A lot of people seem to believe AI-driven customer experience is a low hanging fruit. To be successful, it will take more than technology starting with deep understanding of customers in different markets segments. #ai #customer #generativeai #agents #customerexperience #cx (quote around the 7:45 mark)

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We're thrilled to introduce Real-Time Integrations with top CRMs like Affinity.co, Attio, Salesforce, HubSpot, Airtable, and many more! 🎉 These integrations will transform your workflow by: 🔄 Syncing Companies and Contacts in Real-Time 🎛️ Offering Fully Customizable Settings 🧠 Automating Data Updates And, with our Push and Pull features, you can enrich your CRM data with Specter's unique growth signals and insights, making your decision-making process faster and more efficient ⚡ Read more in the first comment below 👇

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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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The future of sales isn't just about automating as much as we can—it's about augmentation and balance between tech and human capabilities. 🤖🤝 In the latest post on the Clarify‎ blog, my co-founder Austin Hay‎ dives into the why and how behind this need for balance. ⚖️  As our tools have become more advanced, they've also become less effective. Why? Because everyone's using the same AI-powered playbook.  Our customers are more aware of–and more burnt out by–over-used AI strategies than ever. This means more outreach ends up in spam every day. 😬 So, what's the solution? It's not about abandoning technology, but about using it more intelligently.  Here are some of the key insights Austin shares: 🧠 Context is king: We need AI that understands deep patterns in customer behavior, not just surface-level personalization. 🔄 Rethink CRMs: Imagine systems that actively provide insights without manual input, freeing us to focus on relationship-building. 💡 Quality over quantity: Use AI to identify the most promising leads and craft genuinely valuable interactions. 🤝 Enhance, don't replace: The goal is to use tech to amplify our human skills, not substitute them. 📊 Redefine success metrics: It's not just about volume anymore—focus on engagement quality and long-term relationship building. This shift presents both challenges and opportunities for founders and product builders. How do we create solutions that leverage AI while preserving that crucial human element? How do we build tools that enhance, rather than replace, genuine human connection? 🤔 The answer: Use AI not as a replacement for human interaction, but as a powerful tool to augment our capabilities. It should handle routine tasks and provide deeper insights, freeing up our teams to do what humans do best: Understand nuanced needs, provide strategic value, and build lasting relationships. ❤️ I’ll link Austin’s blog in the comments for folks who want to learn more. 🔗 I’d also love to hear your thoughts: How are you navigating the balance between automation and human touch in your business?

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BtoB AI updates for the last 2 weeks... - Enterprise automation with AI Agent: Insight Partners released the article that examines how AI Agents disrupt automation. While AI agents provide substantial advancements in automation, fully automating all enterprise workflows with AI agents is still beyond reach. Challenges include complexity of workflows, human-in-the-loop systems, integration and interoperability issues and more. Further insights are in the article below. https://lnkd.in/dHegrs59 - Some thoughts on content business and AI: companies like Disney and Universal Studios / Universal Music (part of the Comcast Group) that hold intellectual property are actively forming ecosystems through the following three initiatives. 1. Expansion of IP touchpoints 2. Creation of original IP content 3. IP protection Especially in the field of generative AI, there's ongoing progress in creating new startups under 2 and 3. Disney's accelerator program has adopted startups like AudioShake, ElevenLabs, and Promethean AI to streamline and speed up the creation of unique content. Recently, a brand protection company named Certas raised seed funding, positioning itself as a new contender against established enterprise players like Red Point and Vobile, aiming to make an impact in the market. More from my latest post >>> https://lnkd.in/dH6guuBN #generativeai #startup #news #ai

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Awesome SaaStock workshops yesterday led by Kevin "KD" Dorsey on how he operationalizes his sales teams and keep them up to date, Rita Jhaveri on the importance of customer onboarding with a fun workshop (Team Monkey FTW!), and Jake Dunlap for new insights on creating a effective buying experience. My biggest take aways from the sessions were: Our buyers' environment is changing and how they buy is changing. Are your internal processes staying up to date to meet your buyers where they're at? At startups I think of my sales org processes within a constant loop -> What's our.... TAM -> SAM -> SOM -> ICP -> Buyer Persona -> Pain Points for said personas within the ICP -> Does our product solve those pains points -> relevant messaging for marketing + disco + demo -> win customer -> case studies -> renew -> apply case studies and stories to new business sales cycle -> repeat The challenge I hear often is that people don't know what their ICP should be and so everything after that falls flat. But why is this so hard to figure this out? It's going to sound ridiculously simple..but it's your industry tags. Read more on why and how to fix it in the comments below and if you’re attending SaaStock today let’s meet up! #saastockusa2024

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RevOps under the CFO? PROBLEM: RevOps should be solving for seamless alignment across Sales, Marketing, and Customer Success to optimize rev generation, drive efficiency, and deliver predictable, scalable growth. BACKGROUND: I've seen RevOps under both Sales and Marketing. Neither seemed optimal (as both have a functional bias), so at Base64 we placed RevOps under the CFO / Head of Finance. WHY THE CFO: 1) COMPANY HEALTH & ALIGNMENT: Modern AI / SaaS CFO’s have evolved from accounting leaders to strategic architects of company health. I work very closely with my CFO to optimize the entire revenue lifecycle...balancing growth with efficiency...unlike Sales, where I primarily focus on quarterly new license bookings and renewal targets, or Marketing where I primarily focus on top-of-funnel demand gen, positioning and brand equity. 2) DATA-DRIVEN OPTIMIZATION: RevOps thrives on cross-departmental data, and I work with my CFO to integrate insights to minimize inefficiencies and maximize ROI for the company and within each function. 3) LONG-TERM VALUE CREATION FOCUS: While Sales and Marketing prioritize short-term wins (absolutely critical), the CFO aligns RevOps with the company’s broader financial strategy for scalable, sustainable growth (i.e. preparing the business for funding rounds, identifying levers to hit annual growth targets). By placing RevOps under the CFO, I believe companies unlock a metrics-driven approach where every dollar fuels Profitable Efficient Growth (PEG). In AI-SaaS where commercial models are being disrupted (i.e. usage vs. consumption)...having a modern CFO that owns RevOps is proving to be a game-changer at Base64. The primary risk leaders need to look out for is 1) if you have a risk-averse or fixed mindset CFO that prioritizes expense mgmt over PEG 2) they do not value CX (1st class product experience is table-stakes, but the overall experience with your company needs to be 1st class...from buying to servicing to renewing). Thoughts? #CFO #RevOps #StrategicLeadership #RevenueOptimization #SaaSLeadership

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