Frank Dale

The initial pain point Jaldi was built to solve was optimizing cold calling for inside sales teams. You may be asking yourself, "Usman, isn't cold calling dead?" The short answer is no. Cold calling is not only growing in popularity, but is the channel many decision makers PREFER to be contacted through, 57% to be exact. With a flood of message based automation tools many channels have lost their effectiveness. (Think of your escalating unread email inbox). If you're wondering, "How can I increase my qualified lead volume?", it may be time to invest in a strong cold calling team. It works for us at Jaldi too. #sales #jaldi #startup #marketing #coldcalling #salesmanagement #leads #leadmanagement #deals #dealflow https://lnkd.in/dtZZQfTj

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Plenty of GTM math is getting more and more complicated, but one metric has always served me well by keeping it dead simple. Shoot for 3X pipeline coverage, 4X if you want to err on the conservative side. That's it. Anything under that means you're likely leaving too much good pipeline on the shelf. Anything over that implies either a qualification problem or a conversion problem. And that is NOT a sales problem, because you all own that together as part of a unified go-to-market team. The problem(s) could be any of a number of things - lead quality, imprecise buying journey mapping, sales process management, buying committee multi-threading, etc. I imagine even this simple math will stir up some debate for you internally. Better to have that conversation now in pre-fiscal year planning than mid-year when it's harder to course-correct.

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Tired of losing hard-earned deals? Solve for Revenue Leak. In Clari’s 2024 Revenue Leak Report, RevOps leaders said leak happens at every stage of the funnel. - Creating: Poor and slow upsell pipeline tracking - Converting: Unsure where pipeline is dropping off - Closing: Slipped deals Don’t let Revenue Leak drag down another quarter – or another year. Download the Revenue Leak Report for more: https://lnkd.in/g9gnGrdz  

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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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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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Get out of the call room 📲 In-person sales is the ultimate growth hack on your journey to product-market fit. Outbound calls and emails have their place, but you’ll never truly know your customer until you meet them face-to-face. A 30-minute research call can’t capture the nuance of their daily challenges. If you're a founder or part of an early team, carve out a week to hit the road and visit your customers—existing or potential. The insights, learnings, and relationships you’ll gain in just a few days are equivalent to weeks of Zoom calls. Depending on your customer base, you could visit 5-8 offices a day. If you’re in a hub like NYC, SF, Boston, or Austin, it’s even easier. Call the front desk, ask for the person you need, and offer to drop off donuts or coffee for a quick 15-minute chat. Ditch the Zoom. Go meet your customers where they are—you’ll walk away smarter and more connected than ever.

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In enterprise SaaS, marketing owns revenue. So does sales. And so does CS. Product does, too. How can multiple teams own one thing? That means no one really owns anything, right? Nope. The paths to revenue are a continuum. Money shows up from paying customers because of processes and programs, some of which marketing runs, some by sales, some by CS -- all underpinned by product. The unifying and organizing principle is profitable top line. If teams need to define sub-principles like MQLs, SQLs, share of wallet, etc., that's fine. Don't lose sight of the real job: revenue.

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🌟 Curious about what Revenue Operations (RevOps) really is? 🌟 One of the most common questions I get is, "What the heck do you even do?" RevOps is still a relatively new field, much like product management was 5-10 years ago. Having worked in RevOps across multiple organizations, I've seen firsthand how diverse and dynamic this role can be. To clear up the confusion, I've created a video that answers the question: "What is RevOps?" While every company is unique, this video captures the core essence of the role based on my experiences and conversations with many in the field. Check it out the video below and let me know what you think! 🚀 Video: https://lnkd.in/gVVabPux #RevOps #RevenueOperations #BusinessGrowth #CareerInsights #LinkedInVideo #BusinessStrategy #Sales #Marketing #CustomerSuccess #DataDriven #BusinessGrowth

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Pipeline Heroes use scripts in cold calls. Scripts that induce: Curiosity Dont target the meeting as the only purpose of the call Scale follow-ups and next actions for those in ICP, but not in market Treat conversations as reconnaissance and a cornerstone of a relationship with a stranger PipelineHeroes use scripts because they are professionals and want to be Accountable Measurable Scientific

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Ashi from Gong is fast (😮‍💨10k) But not as fast as Gong Engage users when they use Lavender. Access to your Gong calls in our personalization assistant ✅ Access to our coach & "Ashi fast" personalization in Gong ✅ Better 🤝 Faster 3.0 (and so much more) coming soon

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Great framework here for sales people. Seven simple steps to follow in a structured manner. Start with listen and understand!

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Great post (...and I need that knife) on the topic of quota attainment and the impact it has on sales. While in this post it's about sales interviewees asking about it, it is important to realize that this is #SalesOps / #Revops as well as sales leaders' role to make them fair and achievable. But why do you rarely hear about any companies that really do this right? More often than not, the miss is that the incentive compensation plan is great, an awesome plan, opportunity to make great money, but....the quota makes hitting it unachievable. #SalesPlanning is the connective tissue between your #ICM solution and finance, and too often it is still managed in EXCEL! Quick Fact: If sales turnover averages 35%, many orgs have reps leaving and joining every day so when doing the annual sales planning, it can't even be completed before it needs to change and this process goes on daily throughout the year, a big reason why it is so often a miss. Oh and did I mention no data to inform the decisions the front line sales managers have to make? #TakeFinanceFurther #CFO #CRO

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A common mistake I don't hear talked about enough in GTM ops is not aligning and timing your sales and marketing strategy to how your customers buy. Based on my experience, buyers typically fall into one of 4 buckets: 1.) Need - Priorities, strategy, external factors, etc. change and therefore a need arises for a solution. 2.) Project - Company has a budgeted project with a defined timeline, staffing, etc. 3.) Opportunistic - Company is educated on a problem and solution they didn't know they have or weren't planning on solving. 4.) Replacement - Company already has a solution, typically under contract, and would consider switching solutions if they are not happy with their current vendor and/or are looking for a more economical option. So, where do GTM teams go wrong? Here's what I've seen... - Company sells into buyers that are Need-based. There are internal and external triggers that can be automatically identified to pre-qualify Accounts. GTM teams fail to operationalize these go-to-market motions. Instead, they rely on engagement based lead scoring models to MQL prospects, which only capture a small percentage of Accounts potentially in-market with a solution. - Company sells into buyers that are Project-based and use a traditional lead scoring methodology. The scoring model doesn't score up prospects quick enough and they miss the planning window for the project. Instead of lead scoring, the GTM team should be 100% focused on finding projects and understanding timelines and influencers. - Company sells into buyers that are Opportunistic-based. Outbound prospecting can work extremely well for this type of sale, but messaging isn't personalized and fails to educate and inspire prospects to take action. - Company sells into buyers that are Replacement-based and fail to understand the incumbent they need to displace, their contract terms, and contract expiration dates. Sales and marketing cycles are wasted on ABM plays into a company that is in a 3-year contract with an existing vendor. Most GTM motions will have a combination of these types of sales, but it is important for sales and marketing teams to understand how their customers buy and start to segment their accounts so they can run the right plays into these Accounts or groupings of Accounts.

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🌟 Key Lessons from Our Sales Compensation Webinar! 🌟 Thank you to Ryan and Graham at QuotaPath for an amazing, educational webinar on designing effective sales compensation plans. Here are the top five lessons we learned: ✅ Align Compensation with Corporate Goals: Ensure sales compensation plans are in line with overall corporate objectives to drive the right behaviors and outcomes. ✅ Keep Plans Simple and Motivating: Avoid overly complex plans. Use the “pizza topping rule” – too many components make it confusing and less effective. ✅ Incorporate Accelerators and Decelerators: Use these to reward overperformance and manage underperformance, maintaining motivation and fairness. ✅ Regularly Review and Adjust Plans: Sales environments change. Regularly assess the effectiveness of your sales compensation plans and adjust as necessary. ✅ Focus on Customer Profitability: Design plans that incentivize reps to close deals that lead to high customer lifetime value (LTV) and profitability. Takeaways 🚀 Implementing these strategies can significantly enhance the effectiveness of your sales compensation plans. A well-designed comp plan is not just about paying your sales team but about driving the right behaviors that align with your business goals. If you'd like to catch the replay and the amazing slides (great reference), you can find it in the Sales module of my No Fluff series. Grab it here: https://lnkd.in/gqtTrTDJ

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I was asked what is the fasted way to win new business for sales - get warm introductions in your target accounts. Here are 7 steps that I think will help you get radically more pipeline fast:🔥📈 Inboxes are overflowing, cold outreach is losing its punch. Warm introductions are the key to breaking through the noise and accelerating your sales pipeline. 1. Define Target Accounts 🎯 Zero in on accounts that align with your ideal customer profile. Know their challenges, and understand how your solution uniquely solves them. Focus on a subset you’re confident about – don’t let analysis paralysis slow you down. Key: Don’t get stuck on the first step; just go for it! 2. Identify Connectors in Your Network 🕸️ Expand your network (or automate this with platforms like https://lnkd.in/e-XsFVmR) to match up with contacts who have trusted relationships with key players in your target accounts. Look for people with deep industry and solution experience- they’ll help boost your credibility.  3. Engage with Value First 💬 When requesting an intro, lead with value. Show why the intro matters to their connection and how it benefits them. Remember, your Trusted Advisor isn’t your sales rep – they’re a facilitator of value for their network. Offer insights, unique perspectives, and collaborate in a knowledge exchange. This will set you apart as more than “just another sales rep.” 4. Personalize Your Outreach to the New Contact 🧑‍💼 After a warm into, skip the canned pitch. Reference your mutual connection, then tailor your message to your target accounts needs. Tap into your advisor’s inside knowledge on what truly matters, from active projects to key priorities. This approach makes you relevant, aware, and genuinely interesting. 5. Nurture the Relationship, Not Just the Opportunity 🤝 Warm intros open doors, but it’s the relationships that close deals. Focus on building trust, actively listening, and providing value. Even if there’s no immediate sale. 6. Don’t Forget Your Sales Process 🚀 Whether it’s Solution Selling, MEDDICC, or MEDDPICC, stick to your process to stay on track. Use your advisor’s insights to set you apart, but also to qualify out quickly – if it’s not a fit, pivot to protect your credibility and the trust of your connection. 7. Reward Your Trusted Advisor 🏆 Recognize your advisor’s role in your success! A thoughtful gesture, creative reward, or a few percentage points on the deal can make a significant impact. It shows appreciation, strengthens the partnership, and sets the stage for future collaboration. Warm introductions are your ticket to stronger connections, faster cycles, and higher close rates. Are you tapping into them? 🔑 And if you want to make this easy, check out https://lnkd.in/e-XsFVmR – the first platform designed to automate and scale your ability to find and leverage warm introductions into all of your target accounts. 🔗 #SalesTips #Sales #SDR #SalesPipeline #WarmIntroductions #ForceEquals

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I am not trying to create "balanced" sellers Im trying to help create unfair advantages in the marketplace for the sellers I lead Finding different ways to say and teach the same two things is ultimately my enablement plan. Yes I said "my enablement plan" because enablement shouldn't be outsourced or delegated. Frontline leaders should own this but... Its not about a peanut butter spread of enablement topics to check a box that "we are enabled" across everything you could possibly be enabled on It has to start with identifying the 2 or 3 most impactful areas to focus that will drive the majority of forward progress If we break it down to its simplest form, sellers do this: Generate Pipeline --> Progress Pipeline --> Close Pipeline This year (and for the past 5 years) I have planted my enablement flag squarely in the first 2 buckets. I have found that if you can get really good at - Generating Pipeline - Progressing Pipeline Then the 3rd bucket takes care of itself 21 trainings delivered this year around those 2 topics As a result... We are damn good at pipeline generation We are damn good at creative contracting (pipe progression) Being damn good at those two things means that we always have deals to run at because our pipeline is full... And we have have the skills and tools necessary to create a win/win for any customer no matter the customer situation because we understand finance, cashflow, and how to structure deals to get the customer what they want, when they want it Let me keep it all the way real for a second though. There is a downside to this approach We are NOT very good at a lot of things Some would say that my team is a little out of balance with lots of improvement areas Public Service Announcement: Its intentional that we are good at the things we are good at which means that Its also intentional that we are NOT good at the things we are NOT good at because we dont focus on being good at those things. Not telling you what to do, just showing you that the 80/20 rule applies in frontline sales leadership too!

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SDR Dashboards - what do you want to see? Gimme your top 3 stats/charts/reports you like to see on YOUR dashboard for pipeline gen. There's the obvious activity levels and SQL/SAL volumes but what else do you like to see.....

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