Beth Yehaskel’s Post

Being flexible is vital for anyone in GTM operations. The old 'grow at any cost' mindset has shifted to 'grow cheaply'. Teams are smaller, focus and priorities are more important, and CFOs want the most from their investments. Success now means adjusting to how customers buy. We have to use the right data, methods, and technology to stay ahead. Flexibility and adaptability are crucial to testing the right fit and implementing. As operators, we need to be quick, always learning and adjusting to keep adding value to our stakeholders (internal teams + customers, partners). Adaptability isn't just about survival, it's about moving forward. It's about staying relevant in an ever-changing market and meeting our customers where they are. Especially as buyer behavior is rapidly changing and tech is just blowing up old playbooks. This means understanding the changing habits and preferences of all stakeholders and adjusting our strategies accordingly. It means being willing to let go of old methods that no longer work and embrace new approaches that can lead us to success. Take that moonshot you've been thinking about... It also means fostering a culture of learning within our teams. Encouraging continuous learning and innovation ensures we're always equipped with the skills and knowledge necessary to adapt and thrive. Empower your teams with the right information to help quick adoption. Oh and take that course you've been stalking. Reach out to people you want to learn from. Let's not be afraid of change or be slow to implement it. Instead, look at it as an opportunity to learn, grow, and create better value for our customers and your businesses. Picture context - on my way back from an awesome GTM team offsite with Karthiga Ratnam Anne Palomo Suchitra Vijay and Cielita-Lyn Siladan. Big months ahead for this team and I'm thrilled to be here learning and growing with them :). GTM Partners #GTM #Growth

I experience this every day When it comes to GTM, quite a few scale-ups are obviously stuck in old structures and assumptions. Why keeping marketing, sales and customer service in silos will lead you to a dead end. And how you can prevent this. "Revenue is generating in sales! Marketing is a service provision and existing customer revenue is not sales performance" 🫣 This mindset and GTM Model is old school, leads to numerous problems and prevents the company from growing in the long term. The reality - the old silo model is dead 💀 🥊 Conflicts, misalignment and non-interoperable: In the silo world, marketing, sales and customer service leaders often pursue contradictory goals. 💸 Loss of efficiency and productivity: Without harmonised goals and processes, valuable time is lost. Duplication of work and a lack of synergies increase go-to-market costs. 💥 Revenue performance: Orders that cannot be lost are not won. That's why ... 1️⃣ Pandemic and market crash: The COVID-19 pandemic and the market crash of 2021/2022 have shown that the old model is not sustainable. Companies need to become more efficient and customer-centric. 2️⃣ Higher demands on solutions and providers: Customers today expect more personalisation and seamless experiences across all touchpoints. No matter how many sales leaders you will hire. Old day will not come back. Your future is the "revenue factory" model. ✅ Integrated GTM strategy: marketing, sales and customer care work closely together to generate recurring revenue. A seamless customer experience is crucial. ✅ Efficiency, sustainability and quality: implementing proven processes and commercial principles to achieve consistent quality and maximise growth. The paradigm shift: 🔄 Processes: Standardised, repeatable processes for consistent quality and efficiency. 🤖 Technology: Use of AI and automation to scale and improve efficiency. 📈 Skills: Developing and training talent to promote sustainable growth and ensure high quality standards. How can scale-ups modernise their structures and break down silos? Share your thoughts below! 👇 #Revenue #GTM #Leadership #Change #CROMastersAi Graphic: Winning by Design, from the Revenue Architecture handbook 

Zuck's 'Year of Efficiency' update in 2023 is a sneak peak into the direction GTM is going. 𝟑 𝐭𝐡𝐞𝐦𝐞𝐬 𝐟𝐫𝐨𝐦 𝐭𝐡𝐞 𝐧𝐨𝐭𝐞: 🔎 Flattening the org ⛓ Lean is better 🔧 Invest in tooling for more efficient growth 𝐇𝐨𝐰 𝐢𝐭 𝐚𝐩𝐩𝐥𝐢𝐞𝐬 𝐭𝐨 𝐆𝐓𝐌 𝐭𝐞𝐚𝐦𝐬: 'Flattening the org' and 'lean is better' could be viewed under the same lens. It shows up across GTM by addressing bloat and operational inefficiencies: - Manager to rep ratios - more IC's, less bureaucracy/politicking as a skill, less glorifying management. - Reimagining 'status quo' measurements (Revenue per rep, quota attainment, win-rate, sales velocity) and benchmarks (#MQL hamster wheel, pipeline cvg etc.) 𝑖.𝑒 4 𝑟𝑒𝑝𝑠 ℎ𝑖𝑡𝑡𝑖𝑛𝑔 100% 𝑜𝑓 $̶𝟏̶𝐦̶ $𝟐𝐦 𝐪𝐮𝐨𝐭𝐚, 𝑤𝑖𝑛-𝑟𝑎𝑡𝑒𝑠 = 50%, 𝑟𝑒𝑝 𝑎𝑡𝑡𝑟𝑖𝑡𝑖𝑜𝑛 0%, 𝑉𝑠. 10 𝑟𝑒𝑝𝑠, 60% 𝑞𝑢𝑜𝑡𝑎 𝑎𝑡𝑡𝑎𝑖𝑛𝑚𝑒𝑛𝑡 @ $1𝑚, 𝑤𝑖𝑛-𝑟𝑎𝑡𝑒𝑠 20%, 𝑟𝑒𝑝 𝑎𝑡𝑡𝑟𝑖𝑡𝑖𝑜𝑛 20% - Preventing/squashing siloes - Indexing towards increasing talent density vs diluting i.e scaling people instead of process - Improving focus and execution by limiting optionality - Rearchitecting to do less, BETTER - Driving faster, actionable feedback loops - Easier transition to changing metrics across growth phases i.e shift from Logos, to LTV - Differentiated talent strategy i.e CAC/Unit economics enable above market rates - More $$$ into R&D, Product & Marketing (Brand, Category etc.) Investing in tooling is really about a shifting CAC from people into processes and system infrastructure that drive EFFECTIVENESS. RevOps is the hero here... less time, less manual stuff, more automation, more revenue generating activities, less bloat. IMO a modern GTM leader (post ZIRP) is a Venn diagram between Product Marketing, RevOps, and Sales.

Enablement practitioners of yesteryear were order-takers. 🤝 Enablement practitioners of today are change agents. Practitioners ten years ago served a singular audience. 💰Practitioners today serve multiple revenue functions. Enablement leaders operated in a "put the fire out" mode in the past. ❌ Today's enablement leaders actively prevent the fire from happening in the first place. Yesterday's enablement teams made decisions after their campaign ended....and they had to work with their IT teams to get data out of their enablement tech stack (if they had one!) 💻 Today's enablement teams make decisions in real time with data and analytics....right at their fingertips. This isn't to say that what we did ten years ago was wrong (I will wholeheartedly admit that I did those things in my past too!!); rather, this demonstrates the incredible innovation in our space in that time. The result of this evolution is a more frictionless buying experience. Elevated learning environments for sellers. More bridges built among cross-functional teams. More predictability in business outcomes. I can't wait to see what we will accomplish next. #generationenablement

It’s remarkable to see how much has changed in the Enablement space over the years, but what Meganne Brezina, CCMP™ highlights so well here is the criticality of Enablement in today’s revenue landscape.

Unlock growth with an ops-based measurable strategy. Discover how data-driven execution drives results. Thanks to Joseph Zito for his invaluable insights! #StrategicExecution #BusinessGrowth #RevOps #getAGS #reimaginegrowth https://lnkd.in/ej2yDi49

The most expensive words in GTM Teams - “Let’s change our tech stack”… We’ve all seen this story play out… 🤦♂️ New CRO joins. Changes CRM. New CMO arrives. Switches marketing automation. Another leadership change. Different sales engagement platform. Each transition costs hundreds of thousands in: → Implementation fees → Lost productivity → Team retraining → Data migration → Process rebuilding But here's the reality: While C-suite executives may rotate every 18-24 months, your revenue infrastructure needs to remain rock solid. This is why RevOps isn't just another department – it's the backbone of modern GTM operations. Think of RevOps as the architect of your revenue engine. They: → Design scalable processes → Maintain system continuity → Protect institutional knowledge → Drive cross-functional efficiency For new GTM leaders, partner with your RevOps team first instead of immediately replacing tools. They have the historical context, usage data, and technical insight to guide smart evolution – not disruptive revolution. Bottom line: RevOps deserves more than just a seat at the table. They need to be co-architects of your GTM strategy from day one. The strongest GTM leaders I know don't ask "Which tools should we replace?" They ask: "How can we optimize what's working and carefully evolve what isn't?" What's your take on RevOps' role in GTM leadership? Have you experienced the high cost of constant tech stack changes? #RevOps #GTM #Leadership #SaaS

Unlocking substantial growth isn’t just about planning; it’s about measurable, ops-based execution. A big thanks to Joseph Zito for sharing his invaluable insights on how data-driven strategies can drive remarkable results. If you’re looking to transform your business and achieve significant growth, this is a must-read. Dive into the blog to explore the top benefits of an ops-based measurable strategy and see how it can revolutionize your approach. #ReimagineGrowth #GetAGS

C-Suite Evolution: RevOps – CXO  Operations will require a new generation of leaders with technical acumen and mandate to harmonize sales, marketing and service. They are called ‘CXOs” for simplicity, because the range of the titles (denoted by ‘X”) can be confusing, but their mandate to systematize growth is clear. The continued need for growth – exacerbated by business model changes, changing customer behavior, and investor expectations for data-driven growth – is forcing companies to create CXO roles to lead the deeper structural and organizational changes required to move a Revenue Operations (RevOps) model that aligns customer-centric functions like marketing, customer success and support services.

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