Dennis Lyandres

If you want to hit $100M ARR (and position your company for true scale), you must master enterprise sales. Here are the 11 critical skills your team needs to consistently close 6, 7 and 8 figure deals: 1. Understanding fundamental differences between transactional selling and enterprise sales 2. Developing the right pricing strategies to align with your customer 3. True multi-stakeholder and multi-threaded sales processes 4. High impact account-based marketing strategies including dedicated virtual programming 5. Field sales support and in-person program development 6. Territory design and comp planning 7. Building the team including pre-sale architects, reps, and customer success 8. Aligning the organization and staffing new functions 9. Building out services to ensure your customers solve their problems 10. Mutual action planning built around client outcomes 11. Deal management at the Board level These are all fundamental skills Pavilion taught previously but the scope and intensity are different when it comes to true Enterprise sales. That’s why Enterprise GTM School is so important and it’s become a foundation of our educational curriculum. We’ll teach you the entire enterprise playbook, give you the workbooks, tools, and processes, and prepare you to hit true scale. The course is included FREE with Executive Membership. It's an absolute can’t miss! And it starts TOMORROW Apply here: https://lnkd.in/ezspvCZe P.S. Not a member yet? DM me to get 10% off Enterprise GTM School

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The two worst questions to ask during sales demos: 1) what questions do you have? 2) does that make sense? 10 questions to ask instead (that actually close deals): 1. How are you doing [x workflow] today? Ask this right before you demo a feature that helps with that workflow. It forces your buyer into a state of contrast: How they're doing it today vs. how they COULD do it with your product. 2. How does that compare to how you're doing it now? Same concept as the first question: Only this time, you ask AFTER you showcased the feature. Value comes from contrast. This works beautifully. 3. To what extent do you envision this being useful in your situation? This is a great, non-cheesy way to get them imagining using your product. 4. How do you see your team using that? Great question to ask decision makers who get VALUE from your product, but don't use it themselves. 5. To what degree is this resonating so far? Great 'mid point' demo question to ask. Far better than 'what questions do you have so far?' 6. To what extent do you see that solving [x problem they shared earlier]? This puts on a 'nail in the coffin' on a pain point they shared. Demo a piece of your product that solves it. Then ask that question. It creates mental 'closure' that what you do solves the problem they have. 7. What benefits do you see showing up in your world as a result of what I just showed you? Easy way to get them voicing the benefits without it sounding like you're trying to hard to make that happen. 8. Where do you want to double-click with a few questions? Notice this is the same as "What questions do you have?" Only, the difference in phrasing is a bit of a 'pattern interrupt.' It makes you seem different than other sellers. A good thing. 9. It seems like that resonated. What challenge is going on in your business that's making that resonate? When you sense you 'struck a chord' during your demo, stop and ask that question. You'll get a treasure-trove of pain and information. 10. It seems like what I just showed you doesn't resonate. Where am I missing the mark? Ask this when you feel you're OFF the mark. Get them talking when you sense you're off track. It's the only way to get BACK on track. - What questions would you add? P.S. If you're a SaaS seller and want to reach the next level of your financial success, give these 30 deal-closing scripts and strategies a try: https://lnkd.in/gZcrmSWE

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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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Here is the real impact that value selling is having for revenue teams: Tom Pisello David Yockelson 🔑48% improvement in winrate 🔑35% increase in deal size 🔑25% reduction in sales cycle time BUT...... ⛔️ only 19% of reps and 19% of pipeline is using value selling today. BIGGGG opportunity here...!

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70% GTM leaders said this is the number 1 reason why they miss business goals: internal go-to-market clarity and alignment. not competition - talking more about competitors than customer needs. not market conditions - may be too much feeling than doing. what each company we are GTM Partners share with us as part of our advisors, says something like this: we have a great team and if we can get aligned and focused on the goal together with clear ICP and GTM strategy, we can achieve anything... well it's time to burn the silos and start working together as a high-performing go-to-market team. love, Sangram #bettertogether

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These are 5 qualities every sales leader at a pre-IPO tech company should have 👏 Building sales teams at pre-IPO tech companies is hard. I know and after building sales teams at 8 startups, these are the 5 qualities I figured out that all high performing sales leaders should have. Hire for these. 1️⃣ NO FEAR OF FAILURE Sales leaders have to be willing to fail. We don't know what's around the next corner. We must take our best shot and learn from what doesn't work. Every leader at a startup is not only comfortable with that notion, but they embrace it. We never lose, we win or we learn. 2️⃣ DATA DRIVEN Obvious right? Yeah, but I know not all of your leaders are really data driven. Every leader at a startup is adept at assessing information and turning information into action. Many of them are spreadsheet jockeys. 3️⃣ MISSION ORIENTED Every leader at a startup has created a clear vision for what they want to achieve. Usually at startups, we're moving so fast that the CEO isn't going to do this. Sales Leaders must create it for your team. What is your team mission and does your team know it? 4️⃣ HIGH PERSEVERANCE The thought of not always progressing towards their goals is more painful than giving up. Armed with this desire, they are unstoppable. Every day is hard at a startup...Having perseverance keeps us moving forward daily. 5️⃣ STRONG COMMUNICATOR Again, obvious. Without good communication skills, it's impossible to paint the vision for others. Have you created really clear expectations for your team....in writing? Great leaders communicate their mission, vision and expectations in no uncertain terms. 💡Learning Lesson: If you focus on hiring sales leaders at your startup that have these 5 qualities, you'll be well on your way to building a high performing sales team. What do you think? What qualities are missing? If you found this post helpful - here's something else that can help you. Figure out if your new Head of Sales is going to work out or not with my free guide: https://lnkd.in/gtUG5-Qa

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Going live in one hour. https://lnkd.in/gnptPsMb

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The worst sales demos end with a whimper. The best sales demos end with a THUD. Here's 5 tips to end your demos with a bang and close more deals: 1. End on a high note (before it's comfortable). End earlier than you want to. When a demo is going well? You'll be inclined to keep going. Don't. Stop while you're on an upward swing. Pivot into a 'debrief' with your buyer. You'll use that momentum later. 2. Summarize what you've covered: Say this: "Let's recap what we've covered today." That phrase pulls your buyers attention. Their ears perk back up. Recap their problem. Recap your top few features. Recap their desired outcome. 3. Pivot to discussion. After the recap, ask this: "What excited you MOST today?" I've tested dozens of questions. This one works best for ending demos. Buyers talk about their hot buttons. Spend a minute unpacking those. 4. Dig in on the buying process. Don't end a demo without doing this. It's a wasted opportunity. "If I'm reading you right, it feels like this resonates. What steps do those involved need to take from here to make a confident yes or no decision on this?" Let them pour it all out. If you have time, follow up with: - Who would be involved in each of those steps? - What's driving the timeline to take those steps? - How do you think you'd fund a project like this? 5. Recommend firm (but flexible) next steps. Selling is an act of leadership. Weak salespeople look to the buyer. But you run this sales cycle all the time. And this is THEIR first time. YOU should lead THEM. Try this: "Based on what you've told me, I'd recommend we __________________." Now suggest: - WHAT the next steps should be - WHO should be involved - WHY that step. Ok. Do those five things at the end of each demo. Watch what happens. P.S. Here's 30 SaaS sales demo scripts you can swipe, steal, and copy to run demos that sell: https://lnkd.in/gZcrmSWE

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99% of SMB sellers think they need to get promoted to enterprise to make $300,000 a year. They're wrong. What they REALLY need is a hungry market and a decent comp plan. Here's 4 reasons why SMB reps can out-earn enterprise reps. 1. If your company isn't firmly "upmarket," enterprise reps struggle. In my heyday at Gong, the highest-earning salespeople were SMB reps. I knew several who cracked $300,000. We had not yet 'crossed the chasm' to selling to the enterprise. Yet startups and SMBs were RAVENOUSLY hungry for what Gong had to offer. Enterprise reps struggled. SMB AEs routinely hit 200% of their number. When you have commission accelerators in place, that's big money. 2. Enterprise customers are "laggards." Again, if your company hasn't "crossed the chasm," most enterprise buyers view new technology with skeptical eyes. They want to see other enterprises "go first." They aren't trying to get a fast-mover advantage. They're trying to not f*** up. It can take YEARS for your company to "crack" the enterprise. 3. Enterprise is feast or "famine." The people who make HUGE incomes in enterprise? They close 2-3 MEGA deals per year. They aren't hitting a bunch of singles, doubles, and triples. They choose to go "all in" on a few home runs. If it pans out, they make millions. If it doesn't, they make their base pay. 4. Your quota in enterprise is much higher. Here's a dirty secret for you, coming from a former sales leader who designed comp plans: If your OTE goes up, so does your quota. Senior business leaders know that quotas must be at least 3.5x to 5x the size of your OTE. It has to be that way. Otherwise the math of the business falls apart. 5. Product/market fit in enterprise and SMB are VERY different. Just because you have product/market fit in SMB doesn't mean that applies to the enterprise. Big enterprises have DIFFERENT demands on your product for it to be considered. SSO and advanced security capabilities to name a couple. Many companies are light on these features. So enterprise reps have to "sell around those gaps," which is REALLY hard. Ok. To the future guy in the comments: I agree with you: There are long-term career reasons to want to land an enterprise sales role, even if it means making less money short term. I support that. But don't tell me for a second that SMB reps are destined to make peanuts and enterprise reps are destined to make millions. Rarely happens that way. Especially in hot startups. You can make $300,000 in SMB if you find a hungry market. P.S. I had dinner recently with the COO of a $2B publicly held SaaS company. He formerly worked at Box in their heyday. Mentioned their highest-earning salespeople were SMBs reps, often topping out at $500k. Something to think about. P.P.S. I've watched over 3,000 discovery call recordings "by hand." Here's a list of the 39 best questions that sell: https://go.pclub.io/list

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A big part of being a successful CRO is thoughtfully pushing back… 1️⃣ on your sales team for over optimizing comp 2️⃣ on your CEO / board around unrealistic revenue expectations 3️⃣ on your finance team for aggressive operating plan assumptions 4️⃣ on your marketing team for not enough leads 5️⃣ on your product team for not shipping fast And the list goes on and on 💪 The 🔑 is to do this thoughtfully with the right intent and tone. It starts with building trust with people, closely aligning to what’s right for the business and staying open to multiple points of views. 🔥 If you don’t love conflict, revenue leadership may not be for you! 🙌 Pressure is a privilege my friend 💎 Happy scaling 🚀 #cro #revenueleadership #startups #sales

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One thing that stands out when studying high-performing RevOps teams: they do more than simply enable the different GTM functions. They also serve as a critical bridge between them and as a conductor of multiple go-to-market motions and activities. Consider Zapier, a profitable company generating over $250 million in revenue. They’ve built a massive self-service business and four years ago added a cross-functional sales-led motion supported by marketing. Combining product-led with sales-led growth is, in many ways, an ideal business model. The product flywheel builds a vast database, effectively forming a private ecosystem for sales prospecting, full of granular first-party data. No problems with lead flow here—their only challenge is how do they identify the most promising accounts. With the PLG motion handling top-of-funnel activities, sales-led team can focus on • Crafting micro-segments within their extensive user database • Identifying the most valuable first-party product signals for sales-led expansion efforts • Running experiments that blend automation with human input • Analyzing results and iterating based on findings   However, there’s also challenges when combining multiple motions this way. There is a high risk of channel conflict, mixed messaging, or teams stepping on each other’s toes. This model only works when you have tight collaboration among GTM functions and a unified RevOps team. RevOps plays a pivotal role here by: • Designing a CRM architecture that integrates product signals • Leading a cross-functional "tiger team" to driveGTM experiments • Crafting custom automations to scale these experiments, driving significant incremental revenue • Providing an impartial perspective to diagnose funnel issues without finger-pointing For a deeper dive into these strategies, check out my recent conversation with Lindsay Rothlisberger, Director of Revenue Operations at Zapier.

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The singer Jessie J may have said “It's not about the money, money, money,” but sometimes it is… I’d argue that one of the biggest factors that impacts #CustomerSuccess and retention in SaaS companies is the sales comp plan. And there is no easy answer. Every sales coverage model and comp plan has pros and cons, with respect to churn and growth: 💡 TCV Comp: The “old school” model from on-premise software and hardware is to compensate salespeople on “total contract value,” regardless as to whether the bookings was new or a renewal. The upside of this model is salespeople have a big incentive to make sure clients renew. The downside is reps can make their quota on existing customer retention and growth can suffer. 💡 No Renewal Comp: If Account Executives make money only on new bookings, they can focus on growth. However, if a CSM needs help from a rep for a “resale,” the salesperson has no incentive to help. 💡 Partial Renewal Comp: Some companies give AEs a small amount of comp for renewals (e.g., 20% of on-target earnings come from renewals). On one hand, this is good because it gives reps “skin in the game” on renewals. On the other hand, the 20% dilutes rep commission on new bookings. In addition, the 20% may not be enough to incentivize action. 💡 Net ARR Comp: I’ve met a few larger organizations that pay a rep on the “net growth” in their territory. This means they give a rep a starting Annual Recurring Revenue base for a territory and then pay them on net growth of the base. For example, if the rep has 10 accounts totaling $10M of ARR, then they get paid only on growth ABOVE $10M ARR. This ensures the rep stays close to customers. But it definitely penalizes a salesperson for a big churn that may have been out of their control. 💡 Activation-Based Comp: Some companies try to walk the line by paying reps once clients are activated / onboarded. This ensures salespeople don’t (unintentionally) sell “bad deals” and do use their relationships to assure deployment. On the flip side, this approach can create tension between Sales and CS. What sales comp models have you tried and how do they affect renewals? There is no perfect answer. Every approach comes with a “Price Tag.” See what I did there?

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A poorly executed #customersuccess strategy will kill your #NRR for years to come. I've seen it first-hand too many times over the years. Here is how you deliver a well-executed CS strategy to drive great NRR and ultimately, business growth: 🛣️ 𝐔𝐬𝐞 𝐭𝐡𝐞 𝗗𝘆𝗻𝗮𝗺𝗶𝗰 𝐑𝐞𝐯𝐞𝐧𝐮𝐞 & 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐉𝐨𝐮𝐫𝐧𝐞𝐲 The first step in any customer success strategy is understanding the full & dynamic revenue & customer journey. This means not just knowing what your customers do, but why they do it. How and why did they buy your services? How do they move through their journey with you (rarely ina straight line!)? By understanding their motivations, you can better anticipate their needs and deliver solutions that truly add value. And don't forget, the old-school customer journey is not the standard anymore, you need to use the full, dynamic revenue & customer journey to get the full picture. This stretches from pre-sale to post-sale and allows for the customer to move in and out of journey phases/stages dynamically. 📈 𝐏𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 Customer success is not a reactive function. It's about being proactive, anticipating customer needs, and addressing them before they become issues. You have to ensure that your strategy is aligned around, and fosters, a proactive CS culture and process that allows your team to execute effectively. This not only improves customer satisfaction, but also reduces churn, and creates more expansion opportunities. Both key factors in improving NRR. 📊 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧 𝐌𝐚𝐤𝐢𝐧𝐠 In the #SaaS & #CS world, we have access to a wealth of data. By leveraging this data, we can make informed decisions that drive customer success. This could be anything from identifying usage patterns to predict churn, to understanding which features drive the most value for customers and beyond. And it needs to go beyond telemetry, usage etc. Also capture, track and understand customer goals and other qualitative data points. One problem is that this data is often siloed or hard to access, so make sure you have systems (like RevSetter) that can bridge that gap and allows CSMs to effectively action the data & insights. 🤝 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐚 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫-𝐂𝐞𝐧𝐭𝐫𝐢𝐜 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 Customer success should not be the responsibility of a single department. It should be ingrained in the company culture. When everyone in the organization understands the value of customer success, it becomes a strategic priority that drives business growth. This is why the dynamic revenue & customer journey, the engagement focus, and the proactive mindset are so important. When those are present - and a strategic & customer-centric approach is adopted by the CEO & leadership - the sky is the limit. Leverage these four building blocks and your CS strategy and execution will thank you for it ✅ *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network

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The SaaS experts are coming! Sales comp design? The relationship between Sales and Finance? You asked, so I'm bringing in the experts for these exclusive events. June 25 – Building a Scalable Sales Comp Plan: Fundamentals & Best Practices This is a top question, so I brought in the experts from QuotaPath. You won't find this exclusive training elsewhere unless you hire a Sales coach. June 26 – The Relationship Between Sales and Finance – How Should This Really Work & Subskribe Overview I'm joined by Prakash Raina, Co-founder @ Subskribe and John Medeiros, Group Product Manager @ Subskribe. Save your seat here: https://lnkd.in/g-hGh3r5 #SaaS

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Want to drive more expansion? Here's the playbook I learned at Salesforce - Find gaps with customers - Create offers to address gaps - Market this to your expansion list - Introduce offer in sales and CS mtgs - Lay the groundwork and spark interest - Start sales conversations with stakeholders - Close Expansion Opportunities and grow Accts! Whitespace is a key way to find those gaps. 𝗣𝗥𝗢𝗗𝗨𝗖𝗧 𝗪𝗛𝗜𝗧𝗘𝗦𝗣𝗔𝗖𝗘 - What products does each customer have? - What products does each customer NOT have? - Which products have you yet to present to them? *This is pretty basic but so often not executed well! 𝗦𝗧𝗔𝗞𝗘𝗛𝗢𝗟𝗗𝗘𝗥 𝗪𝗛𝗜𝗧𝗘𝗦𝗣𝗔𝗖𝗘 - Which key stakeholders do you know? - Which key stakeholders do you NOT know? - Where can you open up new key relationships? 𝗢𝗩𝗘𝗥𝗟𝗔𝗣 - Where do these overlap? - You can sell a new product to an old contact - You can sell more current product to a new contact - But man is it easier to sell new products to new contacts Let me share some examples from my days at Salesforce: - VPs of Sales bought Salesforce (Sales Cloud) - VPs of Service/COOs bought Service Cloud - CMOs bought Pardot or Marketing Cloud - CFOs bought more licenses at discounts We had a different play for each product and each stakeholder. It wasn't this cut and dry though. Sometimes VPs of Sales bought Service Cloud or Marketing Cloud. CFOs often wanted the best contract terms and were my bread and butter for expansion, but it wasn't always them driving this. Most often, though, our relationship started with the VP of Sales who bought Sales Cloud and didn't really care about anything else we had to sell. This playbook is how Salesforce "landed and expanded" accounts and doubled spend for the average customer within 12 months of the initial purchase when I was there. More details in the 📰 𝗥𝗲𝘃𝗢𝗽𝘀 𝗪𝗲𝗲𝗸𝗹𝘆 📰 https://lnkd.in/ezX9iMjr ✌️

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Revenue Leak is a $2 Trillion silent killer. Every year, revenue teams lose hard-earned dollars to hidden leaks. The source? - Inefficient processes - Errant forecasts - Misaligned teams To equip revenue leaders to shut down leaks, Clari launched the 2024 Revenue Leak Report. This report features input from 420 revenue professionals across IT/Technology, retail, financial services, and more. Find out: - Why 61% of companies missed their 2023 revenue target - Where revenue teams are investing their tech dollars - How 26% annual Revenue Leak impacts your bottom line - And much more Grab your copy of the Revenue Leak Report and start shutting down leaks today: https://lnkd.in/g9gnGrdz

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I've run #CS teams with a $10m ARR base. With $50m. With $300m+. Here are 3 difference and 3 similarities to be prepared for as you scale throughout your career in post-sales: 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞𝐬 1️⃣ 𝐓𝐡𝐞 "𝐒𝐜𝐚𝐥𝐞 𝐨𝐟 𝐓𝐡𝐢𝐧𝐠𝐬" We often measure things in % or per unit numbers, i.e. "NRR target is 110 %", "5 logins/customer". But when the scale of the renewal base increases substantially, each %-point NRR is massive in real numbers. 1 %+ NRR on $20m is $0.2m, which is very different than +1 % NRR on $300m, which is $3m. Even if you have more people etc, planning for adding an extra +3m ARR is different than +0.2m ARR. 2️⃣ 𝐓𝐡𝐞 𝐰𝐚𝐲 𝐲𝐨𝐮 𝐢𝐦𝐩𝐚𝐜𝐭 𝐫𝐞𝐬𝐮𝐥𝐭𝐬. As things scale, your ability to impact results changes, and most importantly, the 𝐰𝐚𝐲 you impact results changes. You can no longer "control" things on the ground, or "jump in" on customer cases at a high rate. Instead you need to go from 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐭𝐨 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩, and you need to impact results through your managers and people. 3️⃣ 𝐒𝐜𝐚𝐥𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐨𝐟 𝐬𝐲𝐬𝐭𝐞𝐦𝐬. As you grow, you have to move from "figuring it out" to methodologies. From the "art of CS" to the "science of CS". Inevitably, as your CS org. and customer base grows, you will need to ensure that the systems put in place will ensure a baseline level of standards and results. 𝐒𝐢𝐦𝐢𝐥𝐚𝐫𝐢𝐭𝐢𝐞𝐬 1️⃣ 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐯𝐚𝐥𝐮𝐞 𝐢𝐬 𝐚𝐥𝐰𝐚𝐲𝐬 𝐤𝐢𝐧𝐠. The different parts that make up the whole - regardless if you have a $10m ARR or $100m ARR renewal base - is at the end of the day always customers. Customers that you need to create value for. Value that is proven out when they renew or grow with you. Don't forget that. 2️⃣ 𝐏𝐞𝐨𝐩𝐥𝐞 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐭𝐡𝐞 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞. Ok, if you are in a rare company where the product is truly self-serve/PLG, awesome and no CS is ever needed...then this doesn't apply to you. But for most CS orgs, the importance of people is always there. Don't forget to build your team around the right people and structure them to best serve your customers and goals. On all levels, that can make or break your success. 3️⃣ 𝐍𝐑𝐑 𝐢𝐬 𝐬𝐭𝐢𝐥𝐥 𝐓𝐇𝐄 𝐂𝐒 𝐦𝐞𝐭𝐫𝐢𝐜. Even though we like to overcomplicate things sometimes, or pretend that context doesn't matter, the truth is that Net Revenue Retention (NRR), is the best unifying metric in CS. And yes, of course, good NRR that is based on terrible GRR and massive expansion is not a good thing. But outside of these examples of "of course's", NRR is still king at all sizes. What are some other differences and similarities you have seen as part of different-sized CS orgs? Share! 𝘗.𝘚. 𝘪𝘧 𝘺𝘰𝘶 𝘸𝘢𝘯𝘵 𝘮𝘺 𝘴𝘭𝘪𝘥𝘦 𝘰𝘯 𝘩𝘰𝘸 𝘦𝘷𝘦𝘳𝘺𝘵𝘩𝘪𝘯𝘨 𝘪𝘯 𝘊𝘚 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘴 𝘵𝘰 𝘕𝘙𝘙, 𝘤𝘰𝘮𝘮𝘦𝘯𝘵 𝘰𝘳 𝘋𝘔 𝘮𝘦! *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network #customersuccess #saas #revsetter

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Demos can be a big pain in the a$$. You gotta book time with a rep and get through a discovery call before you can even "see" the product. And then there's all the follow up that happens after that initial demo. It shouldn't be this hard...and the good news is = it doesn't need to be. At RevOps Co-op we have a video series called 👇🏻 RevOps Demos That Don't Suck Which are, well, you guessed it...recorded demos (along with a full write-up for you readers) of RevOps products that do 👏🏻 not 👏🏻 suck 👏🏻 I've categorized the demos we have available below - so take a peek and head on over to the website if you want to check any of these out for yourself. Website Link → https://lnkd.in/gx7Zwpqx Forecasting 🔮 Weflow | getweflow.com BoostUp.ai Analytics 🧮 Sightfull. scaleMatters Buy Now Pay Later 👋 Capchase Account Planning 🏢 Prolifiq Workflow / CRM Automation 🤝 Rattle 🦖 Salesloft Sweep Deal Desk / CLM 📝 Revolear Ironclad CPQ / Quote-to-Cash 💰 Subskribe Nue.io Cacheflow MonetizeNow Conga Lead Routing 🛣️ RevenueHero Sales Capacity Planning 🎈 Lative Pigment Win-Loss Analysis 🧐 Clozd Territory Management / Design 📍 Gradient Works BoogieBoard RevOps Consulting 💼 Go Nimbly Data Automation 📊 Openprise Polytomic Subscription Management 🔃 Zaybra Customer Support ☎️ Help Scout Marketing Attribution 🎯 CaliberMind Compensation / Commissions Management 💸 QuotaPath #revops #revenueoperations #demos #salesops #salesoperations #marketingops #marketingoperations #mops #demosthatdontsuck

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The average tenure for a PE/VC-backed GTM executive is 17 months. At this pace, you'll work for 14 companies over a 20 year career. Here's the 7 things you need to achieve your professional goals in this environment: 1. Foundational training on modern Go-To-Market best practices.  You have to understand how the world is moving - doesn’t matter how big (or small) your company is.  You have to understand the new basics and what you learned at Salesforce in 2005 won’t cut it.  2. Functional training in your role from trusted outside resources (your company will NOT have the means to sufficiently train you on anything but their industry and their product). 3. A group of peers you can bounce ideas off of, stress test new approaches, and help you avoid common pitfalls.  You can’t afford to make big bets without asking a few people that don’t work at your company.  You are risking your job and in some cases your career. 4. Regular, centralized access to the newest sales and marketing technologies so you know how to use them and whether they’re a fit for your team.  AI is happening NOW.  You need demos, you need to be testing, and you need to know what's happening. The world is changing RAPIDLY. 5. Centralized access to top tier private equity and VC firms managed independently of your current employer’s financing strategy. You need to be in the room where it happens. 6. The ability to negotiate executive compensation with assistance from the world’s leading experts. The smallest tweak to your equity agreement could have a 5, 6, or 7 figure outcome on your net worth. 7. A permanent homebase filled with people that care about you and are looking out for your best interests without conflicts or obligations to anyone else. A place whose incentives are completely aligned to your professional success. That’s what we do at Pavilion. That’s what we’re building. It’s not about any one course. It’s not about a Slack community. It’s not about a big event in Boston.  Or London.  Or Austin.  It’s about helping you live a meaningful and fulfilling career. It’s about helping you sleep better at night, knowing that a community of 10,000 has your back at all times. It’s about landing in Sydney or Barcelona or Kansas City or Salt Lake or Seattle and knowing you can instantly plug into a group of operating executives that are there to help and support you. It’s about looking backwards in 5, 10, or 20 years and saying to yourself, “All things considered, that was a great ride and I accomplished what I set out to do.” If any of this sounds appealing. If you’re feeling lost or alone or adrift. If you want help with your career and resetting your destination to maximize wealth creation, impact, possibility, and fulfillment. Well then - join us! If you want to learn more, DM me.

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