Meredith Campbell

💡 Want more revenue? Focus on product, product marketing, and sales enablement. In today's cautious market, simply adding or swapping out sellers won’t guarantee more revenue. However, when your product is a “Must Have,” your value proposition is crystal clear, and your sales team is armed with the right tools and support, you can thrive—even in tough times. This is where you truly stand out. I see too many companies fixated on their sales teams alone. But more sellers, regardless of their hustle and training, won’t make a material difference if your product, materials, and tools aren’t rock solid. Investing in product, product marketing and sales enablement not only improves your near-term odds but also ensures long-term success. Agree? #RevenueGrowth #ProductMarketing #SalesEnablement #MarketStrategy

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Frontline sales management is the toughest job in the company. The most successful frontline leaders have a disciplined approach and consistent operating cadence. In the latest Building Elite Sales Teams episode, Dana Smith,Sr. shares why consistency is critical as a sales leader: Dana also discusses the importance of hiring well, being a genuine leader who can admit when you're wrong, and not 'watering the weeds' by moving on quickly from reps who aren't working out. Check out the full episode for more of Dana's advice on developing as a leader and building high-performing sales teams.

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Flexible hiring criteria leads to a successful sales team Hiring salespeople can be a challenge, but flexibility and being open to different backgrounds can lead to success. Live Tomorrow at 12pm EST - EP#43, RLU Podcast with Jason Bonds, CRO @ Verosint Jason has had a super impressive career, and during this episode he really does speak openly and honestly about what it takes to grow and succeed when building an organisation. #podcast #linkedin #sales #leadership #revenue #recruitment

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How did ZoomInfo Copilot help Account Manager Dave Howell close a $195,000 deal? 🤔 From surfacing insights about customer sentiment and product interest to identifying a C-level decision-maker who helped seal the deal, Copilot empowered Dave with everything he needed to win his client's business. Watch the full story below. ⬇️ #ZoomInfoCopilot

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RTO mandates continue to be one of the more consistent events that HRB users track turnover against. Companies should also consider seeing if there is any correlation between these mandates and your #ats metrics like time to hire, time to fill, or application count.

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Top 5 key metrics I recommend CROs use for inside sales professionals: 1. Speed of response 2. Efficiency of progression through the process 3. Number of calls per day 4. Number of positive outcomes 5. Demo sets As a CRO leader, these are five metrics that I live by. 

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Team-building activities play a crucial role in enhancing remote team dynamics. Here’s why I agree: Remote work can feel isolating. Team-building activities create opportunities for team members to interact beyond work tasks. Trust grows when colleagues share personal stories, collaborate on fun challenges, or celebrate achievements together. In virtual settings, communication can be transactional and lack spontaneity. Team-building activities encourage open dialogue. Whether it’s a virtual coffee break, icebreaker games, or team trivia, these activities foster better communication. Engaged teams are more productive and innovative. Remote work can lead to disengagement due to physical distance. Fun activities inject energy, combat monotony, and remind everyone of their shared purpose. Remote teams miss out on water cooler chats and impromptu interactions. Team-building bridges this gap. When team members feel connected, they collaborate better and support each other. In summary, team-building isn’t just about games; it’s about creating a cohesive, motivated team that thrives even from a distance. What’s your take on this?

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

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Looking to bring on a Sales Rep?! Take a look at the below reps FlanStaff is representing! SaaS Sales Leader - Virginia/Remote ICP: Mid Market looking to grow into Enterprise - “SMB is a walk in the park” Industry: SaaS President’s Club: 7x - Always ranked #2 or #1 on team each quarter OTE: 200K+ Selling Style: Challenger Average Deal Size: $50-$150K Sales Lifecycle: Normal 2-6 months - comfortable with up to 12 months Director, Business Development - Austin, TX/Remote ICP: Enterprise Industry: SaaS - eCommerce - Digital Experience  President’s Club: 5x President's Club Winner OTE: 170+ Team Builder: Grew BDR teams from 3 to 30. Managed 10 direct reports  Leadership Style: Servant Leadership Sales Account Executive - Remote Only ICP: Selling into large companies and residential currently.  Industry: Looking to break into SaaS President’s Club: 2x - Always top ranked company wide each quarter OTE: $150K Average Deal Size: $1K with a $2m goal!  New Logo or Upsells: Both; booked own meetings and hunted new logos while nurturing existing customers Sales GTM Strategy - Remote ICP: SMB/Mid-Market Industry: EdTech - Cyber  OTE: $120K+ Product Background: Familiar with Cyber and Product Management  Partnership Champion: Spearheaded strategic grant proposals valued at $1-5 million each AE Director - Connecticut/Remote ICP: Done everything from Enterprise to SMB  Industry: SaaS - Goodness Solutions OTE: 200K+ Average Deal Size: $50-60K+ Team Builder: Familiar with recruiting, training and coaching high performance teams  New Logo or Upsells: Main focus Net New Logos Account Executive - DFW, TX/Remote ICP: Mid Market to Enterprise Industry: SaaS - API OTE: $200-$250K+ Selling Style: Challenger and MEDDIC Team Leader: Managed teams as large as 30 in the past  New Logo or Upsells: Loves to Upsell, has hunted new logos for years AVP Enterprise Sales - KS/Remote  ICP: Mid Market to Enterprise Industry: SaaS - InfoSec Base: $300K+ President’s Club: Makes it every year!  Team Builder: Recruited and Managed 25 BDRs. Was a producer while leading  New Logo or Upsells: New Logo Hunter Regional Sales Director - Raleigh/Remote - Staffing Professional ICP: Both Enterprise and SMB - ran himself mid market   Industry: SaaS (Comes from a Staffing Background) President’s Club: top 15% producers 8 straight years  OTE: +$250-300K Selling Style: MEDDIC Managed Team: 25 sales team - roughly 35 recruiters under him - $75m 300+ active clients Vice President of Enterprise Sales - Bay Area/Remote ICP: Enterprise Accounts - 90% - - 10% SMB healthcare and insurance  Industry: SaaS President’s Club: 10+ Years OTE: $400-450K open flexible  Selling Style: MEDDIC last 7 years - trained in Force Management Command of the Message  Leadership style: Transformational Coach  Highest Total Direct Reports: 50 under his umbrella #SalesRecruitment #SaaSCareers #TopSalesTalent #SalesLeadership #TechSales #SalesJobs #CareerOpportunities #HiringSalesReps #B2BSales #SalesExcellence

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Are you reactively managing labor costs after the money is spent? It’s not your fault! Most payroll systems fail when it comes to real-time data integrity. Paycom clients leverage our single database to reduce unwarranted OT, rightsize FTE count, and even forecast labor expense into the future. Request a meeting to see how Paycom gets you ahead 📈 📊 https://lnkd.in/gXFJgAh

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How to attract software sales staff back to the office? Recent articles highlighted the drive to bring staff back to the office 5 days a week, with Law firms and Financial Services paying a premium to attract talent back to the office 5 Days a week At Santa Monica Talent we are noticing that the trend of “5 Days a week in the office” is most pronounced in sales teams within the technology marketplace. But why specifically sales teams? 🧑‍ In March ‘24, the number of jobs in the UK listed as fully remote fell compared to March ‘23. Also, flexible jobs only made up 16.5% of total vacancies on the job boards in Feb 2024. 5 Days a week in the office Within the tech sector it's mostly the sales team asked to come into to create a high energy culture. Which makes sense - sales managers still put emphasis on this type of working environment to get the most from their team. Plus, if your sales function has a lot of junior employees, there is a need to nurture and train them which is more difficult remotely. There is also a perception that being in the office gives sales teams quicker access to necessary information from marketing and product, peer-to-peer learning is improved, and meetings and stand-ups run more smoothly. However, remote teams do save on operational costs and it improves their own work satisfaction. Performance is also largely based on managerial and company culture rather than working location. But how does Sales talent feel about this?  From our conversations, around 75% of candidates will not even apply for jobs that do not offer some hybrid working. ➡️ 25% - Want fully remote work ➡️ 50% - Want flexibility, 3 days in the office with 2 days remote work ➡️ 25% - Happy to be in the office 5 days week For employers, this means potentially missing out on the lion’s share of the available talent pool. Is there a solution?  Isn’t it fair to say that most sales roles have an element of research, admin and email marketing that could be suited to a home environment?  Therefore, is there room to find a balance between office and remote, home-based work? Or would employers be prepared to pay a higher salary to get the top 10% of talent back in the office 5 Days a week, like how the Law firms are paying a premium to attract staff back to the office. 3 different options are being offered, not just software sales. 1, Increased base salary for "5 days a week" in the office - Like Law firms 2, Day rate, 2 or 3 days only - Mostly Marketing and HR.  3, 10%+ less on the base for Hybrid, allowing staff to move further out of the main cities. (More common in the US) Working location can be a factor in attracting talent, but they also need to fit your company ethos and culture. Finding that balance is key for setting the foundations for a high-performing sales function. Get in touch to discuss your sales talent plans. ➢ You can DM me on LinkedIn or feel free to email [email protected] for a confidential discussion.

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In-Office Vs. Remote Debate - Part 2 With companies rehiring and the employment market picking up, there are some new trends emerging, with one of the main topics “returning to the office full time”! We recently put out an article discussing companies (mostly Finance & Law Firms) and some software sales teams in particular that are returning to a full-time office policy. And it stoked some lively conversation! https://lnkd.in/efaAYZqD It’s interesting that the almost unanimous response from “Sales Directors and CROs” was that it’s a bad idea and unproductive and really not very popular at all,   Although it is noticeable the early career sales and account executives we speak to are somewhat ok with going back 5 days, if it's a nice and sociable office environment. What’s really interesting is that, with less jobs offered as remote this could lead to friction as the market picks up. Now we at Santa Monica Talent aren’t choosing a side, as always we sit in the middle and can see the benefits for the team being back in the office and learning from each other,  and the counter argument that it does not increase productivity from experienced executives. Hopefully this gives companies food for thought and help with resource planning for a potential back to the office 5 day a week drive, or remain hybrid! Raffaella Stevens Helena Kleist Carrie Edwards Jones Andrew Lowe Alan Walsh Tony Margiotta Richard de Mel Archie Gardner MBA Matthew Parsloe Vishal Joneja Lisa Mandell Matthew Parsloe Charlie Gordon Alex King Mary McGonnell Sir Eric Peacock Darren Mitchell Asier Pereda Jayo

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GTM is changing and everyone is talking about "𝐇𝐨𝐥𝐢𝐬𝐭𝐢𝐜 𝐆𝐓𝐌" Sometimes it’s a product or market-fit issue, or perhaps an unforeseen circumstance. Still, according to Mandy Cole 3 of the top 5 reasons that start ups fail involve go-to-market execution. You can’t execute on anything without a plan, which is where the disconnect begins for a lot of companies. Instead of looking at sales, marketing, or CS as individual commercial units 𝐋𝐨𝐨𝐤 𝐚𝐭 𝐭𝐡𝐞𝐦 𝐚𝐬 𝐚𝐥𝐥 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐲𝐨𝐮𝐫 𝐫𝐞𝐯𝐞𝐧𝐮𝐞 𝐦𝐚𝐜𝐡𝐢𝐧𝐞 If I was a founder in 2024, I'd start digging with those key customers I already have and results from the last 6 months (depending on your cycle ofc). Dig deep into: ↳ 𝐇𝐨𝐰 𝐝𝐢𝐝 𝐲𝐨𝐮 𝐟𝐢𝐧𝐝 𝐭𝐡𝐞𝐦? What channels were effective? ↳ 𝐖𝐡𝐲 𝐝𝐨 𝐭𝐡𝐞𝐲 𝐬𝐭𝐚𝐲? Talk to champions to understand core use-case(s) ↳ 𝐖𝐡𝐚𝐭 𝐮𝐫𝐠𝐞𝐧𝐜𝐲 𝐰𝐚𝐬 𝐜𝐫𝐞𝐚𝐭𝐞𝐝 𝐢𝐧 𝐭𝐡𝐞 𝐛𝐮𝐲𝐞𝐫 𝐣𝐨𝐮𝐫𝐧𝐞𝐲 𝐚𝐧𝐝 𝐡𝐨𝐰? From where? ↳ 𝐖𝐡𝐞𝐫𝐞'𝐬 𝐭𝐡𝐞 𝐥𝐨𝐰 𝐡𝐚𝐧𝐠𝐢𝐧𝐠-𝐟𝐫𝐮𝐢𝐭? What kind of partners can multiply? ↳ 𝐇𝐨𝐰 𝐝𝐨𝐞𝐬 𝐦𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝐭𝐮𝐫𝐧 𝐭𝐡𝐞𝐬𝐞 𝐩𝐫𝐨𝐬𝐩𝐞𝐜𝐭𝐬 𝐢𝐧𝐭𝐨 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫𝐬? As Vivek Saraswat puts it: GTM drives Product, not Vice-Versa. The 𝐜𝐨𝐦𝐦𝐨𝐧 approach to company building is: ↳ Build a product ↳ Figure out how to sell the product ↳ Iterate/pivot/start over until product-market-fit is achieved, or startup dies 𝐁𝐔𝐓, veteran founders have a different method: ↳ Deeply understand target market, and choose a best fit GTM ↳ Build a product that matches the chosen GTM ↳ Market and sell the product using the chosen GTM At GTM Talent, we want to help our clients win by hiring the people to nail down on this - from all sides. We deeply consider go-to-market as a part of the product building process. 🔔 Follow me for raw, unfiltered content about recruitment and "AI"

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I'm Hiring a Director of Client Success. Do you know marketing and are you hands-on helping clients? $120K-150K Base ($180K-$220K OTE) | Fully Remote 🌍 Our client is an industry leader in business coaching for health professionals and is looking for a Director of Client Success to help drive transformational growth for their clients. This is a fully remote role with a strong emphasis on hyper-growth and client retention. You must have a knack for client relationship management, digital marketing, and coaching services. 🔑 About the Company: Our client's founder is a New York Times bestselling author who's built health businesses in the 7-figure league. They're on a mission to help health & fitness professionals build smarter online businesses that are more profitable at the same time. 📊 What You'll Do: As the Director of Client Success, your primary mission will be to ensure that clients experience significant, fast-track success and that they’re positioned to renew or upgrade their coaching programs. Your role will involve leading and mentoring a team of Client Success Managers, overseeing client engagement, and improving the customer journey. You’ll be responsible for: Ensuring that 80%+ of clients are consistently progressing through the program. Leading the Client Success team, including hiring, training, and mentoring new Success Coaches and other coaching staff. Maintaining client satisfaction and profitability by keeping churn under 5% and increasing customer lifetime value. Engaging with the client community, responding to their questions, and encouraging engagement in the group calls and online platforms. 🚀 Key Goals & Metrics: Churn rate: Keep client churn under 5%. Engagement: Ensure 80%+ of clients are engaged and progressing. Renewal/Ascension: Ensure 70% of clients renew or ascend to the next-level mastermind. 🌟 What We’re Looking For: 4-7+ years of experience in client success, account management, or a similar role within the coaching services industry. Strong leadership skills with a background in team management, ideally in a fast-paced, high-growth environment. Experience in digital marketing, including managing or coaching on funnels, webinars, and lead generation strategies. Deep knowledge of behavioral psychology and NLP to help clients achieve their highest potential. Familiarity with coaching methodologies from thought leaders like Tony Robbins or Brendon Burchard. A “people person” who knows how to inspire, coach, and get the best out of both team members and clients. 💥 Ready to Make an Impact? Send your resume to [email protected] to apply. Be part of a mission-driven company making waves in the health & fitness industry. #ClientSuccess #DirectorOfClientSuccess #Coach #Coaching #RemoteJobs #Leadership #DigitalMarketing

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When internal GTM recruiting isn't producing the talent you need: 1. Have them shadow top reps and sales leadership as if they are part of the sales org. If you have generalist recruiters or a tech recruiter covering GTM, understanding the culture and lingo of saas folks will help them not only build credibility with candidates in the market, they'll be able to determine how they might fit in the culture. 2. Read sales books like Challenger, Meddic etc. Depending on the philosophy of the org, you'll be able to go deeper and truly understand if candidates are a good fit. Screening candidates at top of the funnel is much more than going down a kpi and quota sheet that Jake in Rev ops gives you. The more you actually learn about sales, the better candidates you produce. 3. Battle cards. Find Lindsay in sales enablement in ask her for a battle card so you can learn the competitive landscape of your industry and players. Candidates will actually be impressed if you can answer questions like: "so what's the difference between you guys and ACME.ai" 4. Have SDRs and AEs look at your messaging. They're the audience you targeting when reaching out prospects use that to your advantage.

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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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Recruiting sales talent isn't going down a check list that Dave in rev ops gave you to screen candidates. If you're an internal recruiter and you want to become better and more credible with your sales leaders try these things: 1.) Read up on sales methodology (Challenger, Meddic, Spin)- You'll be able to go much deeper with candidates. How do they prepare? How do they find mobilizers and engage them in a process? The deeper down the rabbit hole you go, the better and more credible you'll be. 2.) Listen to sales podcasts- No, not the jagaloon from the Wolf Of Wall Street or the Crant Gardones of the world, there are tons of really good podcasts that are hosted by sellers in the market that you are likely recruiting from! You'll understand how top sellers think. What motivates them? How to get their attention? You'll have all the ammo you need to apply to your recruiting efforts. 3.) Sit with the current sales team- How are you going to be able to sell the company you represent if you are absolutely lost in the sauce and can't speak to the successes and big things that the current sales team is doing? Sit in on QBRS. Go to lunch with them when they're in town. You'll figure out so many things about the dynamics of the team that you'll be able to figure out right away if a candidate would fit in.

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𝐓𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧𝐢𝐧𝐠 𝐭𝐨 𝐚 𝐂𝐨𝐦𝐦𝐢𝐬𝐬𝐢𝐨𝐧-𝐁𝐚𝐬𝐞𝐝 𝐒𝐚𝐥𝐞𝐬 𝐂𝐚𝐫𝐞𝐞𝐫 𝐒𝐮𝐜𝐜𝐞𝐬𝐬𝐟𝐮𝐥𝐥𝐲 🚀 Thinking about making the leap into a commission-based sales career? It’s a move that can be incredibly rewarding, offering flexibility and the potential for high earnings. Here's how to ensure a smooth and successful transition: 1. Understand Your Compensation: Transitioning to commission-based work means your earnings are directly tied to your performance. Top performers in commission sales often out-earn their salaried counterparts by 30% or more. 2. Develop a Strong Sales Mindset: Success in commission sales is largely about mindset. Embrace resilience, persistence, and a positive outlook—traits that are common among the most successful sales professionals. 3. Build Your Product Knowledge: In-depth knowledge of the products or services you're selling boosts confidence and credibility. Sales reps with strong product knowledge can increase their sales by up to 20%. 4. Master the Art of Prospecting: Learn to identify and target potential clients effectively. Prospecting skills are essential, as they can increase your conversion rates significantly. 5. Leverage Training and Tools: Utilize available training resources and tools. Companies with robust training programs see 15% greater productivity in their sales teams. 6. Cultivate a Robust Network: Building a network can provide a steady flow of referrals and insider knowledge, crucial for sustained success in commission-based roles. Are you considering a transition to commission-based sales, or have you recently made the switch? Share your experiences, challenges, or questions in the comments below. ------------------------------------ I offer expert consulting and recruitment services designed to place you in your ideal sales position. Contact me directly. #SalesCareer #CommissionSales #CareerTransition #SalesTips #ProfessionalGrowth

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