Mindy Regnell

CS teams NEED to start "managing up" with execs and the board by talking about REVENUE. Yes, you can keep talking about sentiment and feelings, but start with the $. Don't lead with churn- Bottom-line-focused execs don't like that headline, so you need to tell the story better. An informal poll had CS teams owning over 50% of the revenue of many SaaS companies. Lead with this and have it be your first talking point. From there you will be able to get more things done with other departments, as your requests will be revenue-focused Need to get a Customer Success Platform as you scale? Point to revenue and the potential to lose revenue without efficiencies Need to hire more to prevent burnout? Point to Revenue potential with renewals and upsells Talk in the language your execs and board want to hear.

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hey RevOps - if you're a high-velocity SMB shop selling a large number of small deals, how should you grant quota credit to AEs? 🤔 Signature date? Payment date? Contract effective date? Like most things in RevOps, simple questions like this do not have simple answers. This question was posted in the RevOps Co-op Slack group recently and the community provided some 🔥 feedback like: 📍 Signature date seems to be the most popular choice, but always with a big caveat 📍 That caveat relates to the amount of churn or turnover when it comes to signed deals that don't pay - if the AEs are closing crumby customers that don't pay, then you want to use payment date instead 📍 If you have deals that get signed far in advance of the contract effective date / subscription start date, this adds additional risk to revenue - so may want to consider using the contract effective date instead 📍 Some folks do a mix; for example, 50% at signature, and 50% at payment (or some other metric, like 6 months after deal signature) 📍 In all cases, you want to make sure the structure is set up to drive the behavior you want to encourage without a huge delay between the work done and incentive provided Anything else you'd add to this list? #revops #revenueoperations #salesops #salesoperations #compensation #incentivemanagement

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Renewals are the lifeblood of every SaaS company. However, we don’t talk enough about what makes a great AM/CSM who handles renewals. Since there are so many lists on what makes a great AE, I thought I’d take a stab at what makes a great AM/CSM who handles renewals: 1/ They prioritize the renewals that move the needle Renewal rate comes down to simple math. What renewals are going to move the needle for them? Great AMs/CSMs spend their time where they’ll get the most bang for their buck. 2/ They prepare 6 months in advance Average AMs/CSMs prep 3 months in advance. Great ones plan 6 months in advance. This includes asking hard questions well ahead of time during a mid-year QBR, so they know where to spend their time. 3/ They can re-sell the product Stakeholders change. Priorities change. Competitors try to break in. Great AMs/CSMs can sell the product as well as their AEs and know how to position their value props and handle objections. 4/ They know how to negotiate I don’t know any procurement person in the post-ZIRP era who doesn’t try to negotiate their contracts. A great AM/CSM knows how to turn negotiations into win-wins. 5/ They know the difference between procurement and decision-makers Similar to point four, they know how to negotiate and with whom. Negotiating with procurement is much different than negotiating with a key stakeholder. Each party wants something different, and it’s important to recognize what that is. 6/ They know how to rope in their AEs or extended teams Just like the best AEs know how to “quarterback” deals, a great AM/CSM knows how to rally resources to help with renewals. AEs, Execs, SEs, and Professional Services can all be brought in to help show the customer extra love. 7/ They develop a renewal champion We always talk about champions in the presales process, but not enough about champions during renewals. A great AM/CSM knows how to develop champions to help push renewals through. An AM/CSM who knows how to do these things is worth their weight in gold. Keep them happy as long as you can!

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I agree with my Silicon Valley buddy, Nick Mehta, CEO of Gainsight on this. ⚙ Why? One of the things I always say is that, "It all starts with sales." 🤔 Without sales, there is no company. The better the sales org operates, the better the company will do. So why not optimize and unify the sales organization by having the CCO report to a CRO (rhetorically asked). 📈 It's a great way to ensure that customers are delighted post-sales and that they keep coming back. 🤝I've seen this configuration foster a cohesive strategy for maximizing customer satisfaction and revenue growth. This alignment ensures that customer-focused initiatives are deeply integrated into the organization's broader revenue strategy, enhancing the effectiveness of both functions. 🙌 It seems to promote a unified approach to identifying and capitalizing on customer insights, ensuring that customer needs are addressed proactively. This reporting structure also facilitates better communication and coordination, leading to more comprehensive customer engagement and streamlined decision-making processes. 💪 I believe this configuration strengthens the organization's ability to enhance customer experiences and drive sustainable revenue growth, contributing to long-term business success. #leadership #management #sales #innovation #venturecapital

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The way most SaaS companies structure sales leadership compensation creates inter-team competition in a *NEGATIVE WAY* that costs millions of $’s in revenue and 100’s of hours of headaches a year. Here’s why (and a simple change you can make to fix it): Typically sales managers are compensated on the performance of their direct reports. For example, if their 8 Account Executives crush their targets, the manager's compensation reflects this. This sounds reasonable, right? But what about the rest of the sellers? What about the other 25 Account Executives who need to succeed for your company to hit its growth goals? Sales Managers have different strengths and need to be incentivized to help the ENTIRE sales organization, not just THEIR team. That’s why every time I started a new sales leader role here’s what I did…. I switched the manager comp plan so 20% of their variable earnings were based on the total sales orgs performance, not just their direct reports. I often got pushback, but this simple change always led to stronger collaboration, teamwork, and unity. And helped us avoid account controversy, resentment and entitlement. Sales leaders aren't coin-operated, but they are human and humans respond to incentives. Make sure you're incentivizing the right behavior. And create one team.

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We’ve all heard it... "RevOps is just Sales Ops with a shiny new name," right? Well, this data clearly illustrates that statement! Take a look at the chart below. Only 9.44% of current RevOps pros came from Marketing Ops, while a whopping 30.68% transitioned from Sales Ops. Significantly lower, right? And that’s where I think the industry might be getting it wrong. 🚫 A little over a year ago, I shared my thoughts on this very topic (👀 here's that post for a quick refresher: https://lnkd.in/gzQssPYc Back then, I was shouting from the rooftops that RevOps is supposed to be about aligning Marketing Ops, Sales Ops, and CS Ops. It’s Rev for a reason—it’s not just about sales! 🙌 Sure, Sales Ops is crucial, and the complexity within the sales process is undeniable. But so are the handoffs—from Sales to CS, from Marketing to Sales, and the feedback loop that’s driven by Marketing Ops. Marketing Ops teams have a unique advantage—they understand the flow of data through the entire funnel and back again. If they aren’t actively involved in the RevOps conversation, you’re missing a huge opportunity. In my mind, RevOps should be the umbrella that sits over all these teams—Sales Ops, CS Ops, and yes, Marketing Ops too! ☂️ It’s about making sure your entire go-to-market strategy is aligned and functioning at its highest potential. So why aren’t more Marketing Ops pros being tapped for RevOps roles? 🤔 We need to fix that trend, and fast. What do you think? Is this just the start of a shift, or do we need to see more MO Pros stepping into the RevOps spotlight? And don't get me started on "GTM Ops" right now..

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How can you be more strategic in RevOps? - Move from report jockey to strategic advisor? Here’s a tangible example: - Suppose we’re running a Pipeline Council meeting... - We start showing CQ pipeline and forecast are on target Then, we show the pipe gen for the next quarter is not on track. Here’s how we could tackle the conversation: 𝗪𝗵𝗮𝘁 𝗮𝗿𝗲 𝘄𝗲 𝗮𝗻𝗮𝗹𝘆𝘇𝗶𝗻𝗴? - This slide shows our pipeline for next quarter. - Current progress is $1M against a target of $3M - We’re behind pace to hit that $3M target on time. 𝗪𝗵𝗶𝗰𝗵 𝗞𝗣𝗜 𝗶𝘀 𝘁𝗵𝗶𝘀 𝗿𝗲𝗹𝗮𝘁𝗲𝗱 𝘁𝗼? - This will impact one of our major KPIs… - New business bookings for next quarter.” 𝗔𝗿𝗲 𝘄𝗲 𝗮𝗵𝗲𝗮𝗱 𝗼𝗿 𝗯𝗲𝗵𝗶𝗻𝗱? - We have about 40 more days here - To increase our pipeline generation - In order to close the gap we have today 𝗪𝗵𝗮𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗶𝗺𝗽𝗮𝗰𝘁? - If we stay at the same pace - We’ll likely only reach $2.2M in pipeline. - We would likely miss next quarter’s revenue targets. 𝗖𝗮𝘂𝘀𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺: - We can see the issue is in the enterprise segment. - We’re creating about 1/3rd the opportunities we need 𝗦𝘂𝗴𝗴𝗲𝘀𝘁𝗶𝗼𝗻 𝗼𝗳 𝗮 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻: - We’d suggest having a 2nd meeting - Looping in marketing and field sales - To brainstorm a one-off campaign here - And how we can close this gap together 𝗢𝗽𝗲𝗻 𝗶𝘁 𝘂𝗽 𝘁𝗼 𝘁𝗵𝗲 𝗴𝗿𝗼𝘂𝗽: - Other ideas to beef up pipe gen in the next 40 days? This is the fundamental difference in being strategic - We’re identifying a root issue and a potential solution - We’re making it easy for leadership to respond to this data - Not asking them to analyze data and make conclusions alone But what do you think? What would you add here? 🤔 More on this in in yesterday’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 Get it here: https://bit.ly/4cDUcVO ✌️

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Good SDR leaders help their SDRs understand how many calls they need to hit quota. Great SDR leaders enable their SDRs to hit quota with the least amount of calls possible.

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Need to transform your SDR team’s performance? How to help your sales team achieve results that will earn you trust and budget. First, audit your content arsenal. Are your SDRs armed with the right tools? Invest time in creating or curating great collateral that addresses your Ideal Customer Profile’s (ICP) pain points and your solutions. Convert the best-performing material into templates. If budget allows, invest in intent tracking tools like ZoomInfo. Provide your SDRs with real-time intelligence on potential leads. This could involve identifying companies visiting key pages of your site or using tools that detect general intent based on topics. Now, launch micro-campaigns. Develop industry-specific value propositions and targeted landing pages. Your SDRs need ammunition that speaks directly to each vertical. Always measure & optimize. Track response rates, meeting conversions, and pipeline velocity. Use these insights to refine your approach. Don’t fear failure – it’s the only way to hit the target. Make small changes based on what works and what doesn’t. What’s working for your SDR enablement? While it can be an overwhelming project, it’s crucial for establishing the foundation for solid growth. #B2BMarketing #SalesEnablement #CMO #Leadership

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Scaling an outbound team from 14 reps to 150 reps. My 12 lessons from Checkr's journey. Carrie Bosworth, SVP of Sales at Checkr, shared how they did it on the Science of Scaling podcast. Here are my 12 key takeaways from the episode: 1) Scaling with Inbound Leads Only • Rarely do companies hit massive revenue through inbound alone. • When Carrie joined Checkr, they were scaling fast but knew inbound would dry up. • They diversified by adding outbound selling to maintain growth. 2) Transition Challenges • Moving from inbound to outbound is hard. • Different profiles and skill sets are needed. • How you hire, create books, and approach the market changes. 3) Preparation Time • It took Checkr 6-9 months to get ready for outbound. 4) Executive Involvement • Executives should also engage in outbound. • Reps write notes for execs, who adjust them to sound authentic. • Execs don't run long sequences but help break into top accounts. 5) Deep Research for Enterprise AEs • AEs with public company accounts spend 2 months on research. • They buy the prospect's product, use the app, and create detailed reports. • This deep dive helps them secure meetings and close deals faster. 6) Inbound to Outbound Transition • Initial reps were order takers with no BDR experience. • Given a chance to switch, many opted out or moved to other teams. 7) Hiring and Expectations • AEs with outbound experience only. • Enterprise AEs need more experience. • BDRs require 1 year of previous BDR experience from top companies. • SDRs are often college athletes for their motivation and work ethic. 8) Territory Management • Started with 14 reps using Round Robin. • Grew to 150 reps with balanced territories based on company size and location. 9) ICP Definition • Focus on LTV, retention, and CAC. • Targeting accounts with high LTV and reasonable CAC. 10) Territory Alignment Post-Covid • Shifted focus from geography to best ICP. • Created extra territories to accommodate growth. 11) Outbound Playbook • Inbound is reactionary; outbound requires operational rigor. • Dedicated time for outbound activities is crucial. 12) Accountability Measures • Monthly scorecards with more weight on outbound activities. • Comp plans, daily dashboards, and pipeline meetings ensure focus. Outbound sales require strategy, preparation, and the right team. --- P.S. What's the biggest challenge when transitioning from inbound to outbound?

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10 RevOps Plays you can run today. Increase revenue and reduce friction for demand gen, sales and CX. 🏃‍♂️ ICP Fast Lanes Setup an inbound tool like Chili Piper, enrich inbound leads and create a Fast Lane router that sends high ICP accounts straight to AEs. Skip the SDR/Qualification call. ✅ Quote PreApprovals Unblock your reps. Use DealHub.io to setup preapproved quotes. Getting deals out faster and easier increases your win rate. 🤝 CQL (Customer Qualified Lead) Get your CX team involved with deal flow. Add SPIFFs and incentives to identify cross sell and upsell opportunities. Create an easy handoff process to move expansion deals from CX to Sales. ✒ Renewal Playbook Who is doing what and when. Map it out, train to it. Create workflows to reduce friction for the team running renewals. Treat renewals with the same science as you do leads. 💚 💛 ❤️ Account health scores: Getting a No at month 11 of an annual contract is too late. Flagging an account as Yellow in month 3 gives you 9 months to win the customer renewal. Create health scores, give exec support to reps when accounts need them. Early and often. 👋 Onboarding and Activation Playbook Customers that don't properly onboard and activate, dont renew. Create playbooks for CX to onboard and activate every customer. Want to know who doesn't renew? Someone who didnt activate after onboarding. Create playbooks for CX so you can take action at the start of the customer journey. ⬆ Usage Driven Upsells Low hanging fruit. Bring in product data to the CRM. Create easy upsell opps based on usage. If a customer has used 90% of their seats, create an expansion opp, and notify the reps that a customer is nearing capacity. 🔻 CRM Field Reduction Moving faster = selling more. Review required fields and process steps quarterly. Create a spreadsheet that requires VP sign off on each field. Its that important. Is it still needed? Can you combine fields? 🔢 Create a pricing calculator in Google Sheets/Excel Drafting pricing live on a call helps reps understand pricing options faster than creating a full quote. ⚖ Scaled CS: Add a 1:Many CX strategy to support your entry level customers with scaled solutions. ie Group onboarding vs 1:1s, automated QBRs vs live 1:1 QBRs, etc. You’ll you spend more time on your key accounts with 1:1 coverage as result Follow if you want to see more tips for RevOps and founders. We offer RevOps services, send me a DM if you want help to implement any of the above!

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Churn rates in SaaS are often taken for granted. A 5% churn rate? Sounds manageable until you unpack the numbers. If you're losing customers at that rate every month, you're left with less than half of your original users by the end of the year. The average B2B churn rate might be lower due to the methodical decision-making process, but there's no getting around the fact that B2C companies are more susceptible to quicker exits. Voluntary churn is where the real battle lies, as buyers pull the trigger on cancellations for reasons ranging from budget cuts to outright dissatisfaction. So, what's the play? You need to visualize your churn as a strategic battleground. Whether it's by tightening your onboarding processes, identifying churn indicators early, or even tailoring your cancellation offers, the aim is simple: keep the customers you’ve worked hard to acquire. Churn isn’t just a metric—it's a mindset. Let's debate: Is it smarter to accept a higher churn as a given in a rapidly changing market, or is the focus on reducing churn at all costs a more sustainable strategy? Keep it civil, folks. https://lnkd.in/ehMpvWed

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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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I'm sorry prospecting isn't predictable anymore. I'm not sure outbound ever really was. After all, what GTM motion is predictable? Would it be any fun if it was? Yes, of course, you can still forecast and hit a number. That’s not what I’m saying. But how you get there is really just a bunch of non-scientific, gut-feel experiments—some win, most lose. The big shift in outbound is happening. It started way before AI came for our jobs, too. Legacy outbound meant pounding a mythical ICP into submission (I stopped in 2018) using a stagnant, linear (do this, then that) playbook. Lots of you are still doing this—some with AI or cheap, pay-for-poo high-volume email agencies using AI. You get less efficient over time until someone gets fired. Folks that win with outbound today see it more like Conversion Rate Optimization or Growth—experiments to find small puddles of your TAM that convert at the highest rates. They run a bunch at once at low volume, then add more volume and velocity after they’ve found efficiency. Then they go again and again and again. AI isn’t the enemy - in fact, AI finds the puddles. Trust me - your competitive advantage in outbound will be how fast you can run experiments, get data, and optimize. Plus, your ability to buy time and get your CEO to understand that "predictable repeatability" isn't really a thing.

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I've promoted 30+ SDRs to AEs 🥳 (how to do it and hit the ground running) 𝗚𝗲𝘁𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗿𝗼𝗹𝗲: 1. Learn how to do discovery calls and demos. Study calls. Make this the focus in your 1:1s with you AE buddy. Do mock calls with your peers. Prepare ahead of time so you're not scrambling. 2. Focus on performance. Do whatever it takes to get great results in your current role. Easiest way to stand out and get the opportunity to interview. 3. Know your numbers and strategy. Be able to speak in detail about your results to date, where you stack up, why that is and what you're working on to improve. 𝗢𝗻𝗰𝗲 𝘆𝗼𝘂 𝗴𝗲𝘁 𝘁𝗵𝗲 𝗿𝗼𝗹𝗲: 1. Commit to working as hard as possible. SDR to AE is the biggest jump in sales in my opinion. Especially if you're selling a complex product with 1, 2 and 3 year commitments. 2. Be super proactive. Ask your manager/team a ton of questions. Loop your manager into calls. Ask them to review calls and give you their harshest feedback. Use every single resource at your disposal. 3. Be ruthless with your calendar. Only go to meetings that are absolutely necessary. This means saying no to things that are great and really blocking time to study, drive revenue and outbound. What tips would you give SDRs looking ot make the jump to AE? - Mike G 👉 Join 5,000+ sellers getting my (free) sales newsletter here: https://lnkd.in/gwQVvVBK

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The path from $1m - $50m ARR is a graveyard for sales leaders. The average tenure for CRO / VP of Sales is under 18 months. You almost never hear of the same sales leader leading a company from $1m to $50m+. Why is it so rare for sales leaders to level up as the company scales? The "$0 - $1m" sales leader struggles to get to $10m. The "$1m - $10m" sales leader struggles to get to $50m. And so on. You see so many examples of this across the B2B SaaS industry. Working in an early stage company is kinda like playing jazz. Everyone member of a jazz band has their speciality, but the music comes from how they improvise and push each other to play. As you scale, the company looks more like an orchestra than a jazz band. Each section of an orchestra is highly specialized. The music is structured to blend each section together to make a sound - a symphony. Sure, a jazz player can learn to play in an orchestra. But it is rare. In the same way, the $0-1m sales leader can learn to be the $10m or $50m leader. But this kind of personal growth is uncommon. It requires a level of self-awareness and a commitment to learning that most people don't have. I've heard this trait called "dynamic range" - the ability for a leader to improve their skills to match the stage of the company. When you have a leader on your team who shows dynamic range, invest in them. Give them the opportunity to learn how to play in an orchestra.

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I did an informal poll on CSM vs Sales commission splits. I was pleasantly shocked to see over 95% of companies do not have Sales take a commission on renewals unless it’s a particularly challenging one, the AE is there to help with it as a “bounty renewal”. in this case, the AE gets a % but not taken from the CSM. Other interesting data points : "Commission on upsells and renewal made up 30% of the total compensation package. However, the exact commission % was determined by dividing the 30% by $$$ into the total ARR managed by the CSM." What metrics should this be based on? Most followed this model to Typically companies that are earlier in their CS maturity will base this off a few leading indicators(adoption milestones, EBRs, etc.), and then move to comping on lagging indicators(retention, expansion, NRR, etc.) once their leading indicator activities have been proven. The following are examples of metrics you can use, not an exhaustive list: Leading: QBRs and/or EBRs (attained vs scheduled) Product adoption milestones (product dependent) Lagging: Net Revenue Retention(NRR) - this is likely the most common Retention Expansion Advocacy (hard to make this scale across large teams and mixed portfolios - this is better as a SPIFF or annual metric to Bonus on) From there you can determine the weight of each metric on the bonus. I'll give an example using a bonus that is achieved by a renewal retention goal and an NRR goal. Criteria for 100% Bonus Attainment: 90% Renewal Retention (50% weight) 125% Net Revenue Retention (50% weight) "This keeps it pretty simple with two priorities. Retain and Expand Revenue. The Retention goal being assessed separately ensures CSMs don't have significant churn masked by massive upsells. In this example, if a CSM had 85% Retention and 115% NRR, they'd end up at 93.22% to goal for their overall commission/variable comp."

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There are two ways to solve gaps in signal-based selling. Only one is guaranteed to work at scale. 1) Revenue Enablement Provide continuous training for (a) every new hire who joins a team and (b) every 6 months to refresh reps on essential information, workflows, and processes. Many factors can impact the effectiveness of enablement activities (from the comprehensiveness of training materials to the trainer’s institutional knowledge, to how closely the individual reps were paying attention that day). Enablement only becomes harder as more people and processes are added to the mix because there are so many moving parts. 2) Revenue Operations Through automation, RevOps can reduce gaps — especially from human error — that cause friction or inaction among reps. Specifically, end-to-end automation. Most common “automations” in signal-based selling usually don’t go far enough. Therefore teams are overly reliant on enablement touchpoints to stay aligned. Ex: A champion moves to a new role and this is automatically updated in Salesforce This automation gets the process from point A to point B, but still relies on multiple human touches from B to Z. End-to-end automation ensures that essential tasks throughout an entire workflow are set up to keep the process moving toward an end goal. It anticipates gaps and opportunities for human error from point A to point Z (meeting booked). Ex: A champion moves to a new role, the CRM record is updated, a rep is notified, and a multi-step persona-specific email sequence is triggered. Would every rep follow this process if it was entirely manual (even with enablement training)? Probably not. That’s why every signal play should be accompanied by clear workflows enabled with end-to-end automation. The play can scale with your team. Signals without action are just noise for reps. Automation guarantees signals get actioned.

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Most of you won’t know till it’s too late H1 just wrapped up and companies are going to continue to do layoffs like it’s a trend on Tak Tak CEOs doing a stupid dance while they send out their press release stating the difficulty in the decision Every company I’ve worked for in the Saas space has now done a round or more of layoffs ultimately affecting people I’m close with Each person saying they’re going to take some time before looking again They got a decent severance and they’re going to use it to rest and recover My one piece of advice to anyone thinking the same thing DON’T WAIT Listen up… Applications and resumes don’t mean shit anymore There’s AI platforms people develop to apply at mass, clogging the application well Which results in screening apps making it nearly impossible to move from a blind application to the intro call Timeline…get ready for the long haul Average time it takes for people to land there next role, 4-5 months With a single process taking an average 2-3 months to go through every round And that’s if they don’t decide to push it Show up and show off Competition is crazier than ever and if you’re not willing to go the extra mile, but your ass someone else will If you aren’t networking like a sales person at a SaaS convention, here’s your sign 💢 80% of my interviews came from referrals or intros from connections I’ve made on here 💢 19% came from previous customers or prospects that I built rapport with 💢 1% came from applications I submitted directly…and I applied like it was going out of style No one has ever said “I wish I didn’t connect with so many people” Build now and thank yourself later #layoffs

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