Why the AI Agent Era Will Change Everything with Bonfire Ventures’ Brett Queener (2014-09-04)

• The new paradigm for software is that it should be as helpful to an individual trying to do a job as you hiring somebody super smart who knows everything going on inside your company. That is the user interface.
• Users will gravitate to a single ‘boss’ agentic interface. We don’t want to replace 17 pieces of software with 17 bots. The product should be able to do what a user wants to do and it should prompt users about what they should pay attention to.
• Using ChatBase to build custom GPTs: https://www.chatbase.co/
• Brett’s substack

The Challenge of Operations in a Usage-Based Business with Checkr’s Lauren Davis (2024-08-16)

• Sources of upsell/down-sell: volume; price; # of products
• More than seat-based SaaS businesses, usage-based pricing businesses need to understand share of wallet [JD thought]
• Historical data is less predictive of usage in large ENT compared with SMB
• Compensation metrics in UBP:
  • Revenue recognized (often limited to revenue in first x mos)
  • # New logos signed (often a function of firmographics)
  • Minimum commitments
• Book: Daisy Jones and the Six

How This Operator Found, Bought, and Become CEO of Their Own Business with Revenue Accelerator’s Christi Loucks – (2024-01-05)

• Book: Killers of the Flower Moon

A New Approach to Operations in New Market Conditions with Logixboard’s Hannah Duncan (2023-11-25)

• We used to just pull a weekly win-loss analysis report and now we have a weekly win-loss meeting where we go through deals line by line. Product is there with sales. [7:53]
• We shifted to a customer-led growth strategy by bringing down our ASP and pursuing land-and-expand. [13:36]
• If you are making a risky bet, explain how long it can take to pan out. [16:35]
• Book: Never Lose a Customer Again

Prior Episodes in Chronological Order

Episode 1: Anatomy of a Scale-Up with Jason Holmes (COO of Showpad)

• “If brand isn’t where you want it to be, it does not make sense to go out and hire a bunch of salespeople.”
• “Introduce CSMs during the (late-stage of) the sales process.”
• “I believe that 60% to 75% of churn results from what happens in the first 90 days.”
• Someone needs to take an authoritative position on the metrics that matter for a business. Keep it simple.
• Professional Services is all about getting new customers through a repeatable implementation that sets the customer up for success.
• Charge for implementation since people don’t care about what they don’t pay for.
• Enterprise implementation is a very different animal requiring classic project management as compared to the more agile-approach in SMB.
• Best book: Subtle Art of Not Giving a F*ck
• Best advice: Understand the human condition so that you can lead and inspire people; pay attention to the details, the metrics, and the processes
• Mentor: Godfrey Sullivan

Episode 2: Apple Product Launches and 10,000 Handwritten Notes with Michelle Palleschi (COO of Sendoso)

• The best time to engage a prospect is two hours after a gift is delivered.
• Best book: The Big Short
• Mentor: Kris Rudeegraap

Episode 3: The Biggest Mistake That Ops Teams Make

• To improve the relationship between sales & sales ops
  • Set proper expectations
  • Treat sales as a customer
  • Trust first
  • Do what they do so you can understand what you are asking of them (aka – walk a mile in their shoes)

Episode 4: Creating Operational Scale to Drive Revenue with FunnelCake’s Marko Savic

• There is a huge gap in using dashboards to identify problems in a business and taking actions to solve those problems
• Ensure revenue impact by tieing marketing & sales development incentives not only to activity (touches; MQLs & SALs) but also to closed won deals.
• Best book: A Garlic Testament
• Mentor: Jacqui Murphy

Episode 5: Don’t Optimize Short-Term with Gusto’s Cole Schofield

• One of the hardest things for companies to do is to decide for whom they will be uniquely great and for whom they will be a poor fit. This decision is critical for prioritization.
• Segment your voice of customer (VoC) program by feedback from ICP vs. non-ICP customers
• Best book: Just Put Me Back on My Bike
• Mentor: Sherri Kroonenberg

Episode 6: How to Build a RevOps Team from Scratch (with Eventbrite’s Sylvia Kainz)

• RevOps bears heavy responsibility for driving sales and marketing alignment
• Everyone has data; the ability to leverage data to improve decision making that improves top-line growth is what creates competitive advantage
• What to look for in RevOps people
  • Technical skills
  • Customer-focus skills
  • Analytical skills
  • Intellectual curiosity
• RevOps should think in terms of how your prospects & customers interact with your company
• Don’t separate RevOps into sales, customer, and marketing ops. Rather, align functionally as follows:
  • Systems/Tools Team
  • Business Ops Team (program & project managers)
  • Analytics Team (with focus on a high degree of automation)
• Standardize KPIs across the full funnel
• It is notoriously difficult to quantify the incremental impact of RevOps
• Best book: Upheaval by Jared Diamond
• Mentors: Brian Rothenberg, Meredith Schmidt

Episode 7: How to Go from MBA to VP of Operations with Drift’s Will Collins

• Best books: The Everything Store; A Short Life Well Lived

Episode 8: Inside Salesforce’s Annual Planning Process with Bala Balabaskaran (aka The Guy Who Built It)

• While it might seem to be better to use a single source of truth for data, practically one must (hierarchically) combine data from multiple sources
• The return on new investments in sales are typically realized over multiple years.
• When shifting territories, beware of disrupting relationships between AEs and customers.
• Give front-line managers a degree of flexibility in territory assignment.
• Condition reps to expect that territories will shrink as the company grows.
• For 4,500 reps, Salesforce’s RevOps team processed 22,000 tickets. For efficiency and fairness, codify policies for common issues.
• Best book: Lessons from a Sheepdog
• Mentor: Dharmesh Singh

Episode 9: Life of a COO in Hypergrowth (with Lattice COO J Zac Stein)

• The function of a COO is to work themself out of a job.
• To prioritize, ask yourself (a) What will break in the next 90 days? (b) What will happen when that breaks?
• To keep up with the growth path of your company, (a) hire people who are better than you and (b) loosen your grip
• Best book: Trillion Dollar Coach; Black Swan; Isaacson’s Steve Job; Return to the City of White Donkeys; Arbitrary Stupid Goal (fiction)
• Mentor: Jack Altman; Eric Koslow; David O. Sacks; Parker Conrad

Episode 10: The Math Gives you The Data, But the Magic Comes from the People (with Auvik Network’s Jacqui Murphy)

• No vanity metrics; only focus on KPIs known to help you business grow
• Plan ahead of seasonal lowpoints (ex: Thanksgiving)
• Review your key metrics relative to targets every week
• Mentor: Mark Morin

Episode 11: Metrics are Meaningless Without Segments with Brett Queener, VC and Former Salesforce EVP [*]

• Bring the appropriate level of complexity that the buyer is willing to have.
• Tools for SMB need to be fueled by an inbound go-to-market motion and should not need a sales engineer. Apps need to be sold a bit. Platforms involve a complex sale.
• Metrics are meaningless unless you know what market you are serving.
• The Salesforce Mantra was ‘specialize & focus, specialize & focus, specialize and focus.’
• On quota attainment: Do you have enough quality at bats? Do you have an inability to close them?
• If your win rate is under 33%, then there is a problem somewhere in your value prop, your market opportunity, or your differentiation.
• Best Book: The Buried Giant

Episode 12: What Ops Pros Can Learn from this $9 Billion Company (with Okta’s Jake Randall)

• To be successful, ops people need to get out from behind spreadsheets and show their empathy
• Best Book: Arsenal of Democracy

Episode 13: Why Ops Pros Should Learn to Code with SifData’s Kyle Morris

• Learning the foundations of coding will help you communicate more effectively with developers.
• The #1 thing companies struggle with is data hygiene. At the very least, dedup on email address and/or LinkedIn profile URL.
• To keep your data up to date, outsource (ex: to Upwork contractors) the process of continual cleaning.
• When things are going badly: stop -> breathe -> think-> act
• Best Book: Three Body Problem
• Mentor: Patrick Salyer

Episode 14: How Drift’s Marketing Ops Team Got 18% Of Its Time Back (With Drift’s Adam Schoenfeld and Lynn Tan)

• Leverage email-bots to keep communication in a single channel (ex: register for a webinar by replying to an email rather than having to click a link and fill out a form)
• Best Book: Principles by Ray Dalio
• Mentor: Katie Ferris

Episode 15: How to Think Deeply About Problems with Bloomreach’s Ian Mesey

• Dedicate time blocks on your calendar to think deeply
• Losses in complex enterprise sales are hard to boil down to a single loss reason
• The intent of governance is to ensure you are not breaking things in the process of making progress
• Take the time to carefully document what you build
• Best Book: October: The Story of the Russian Revolution

Episode 16: LIVE from HYPERGROWTH: Lessons from a Serial Operator (with RapidMiner’s Heidi Rawding)

• If you are going to roll something out, go to your top rep and to your biggest ‘hater’ to seek their input and ultimately their advocacy
• Best Book: Taking on Water (by Heidi’s brother David Rawding)
• Mentor: Tom Wentworth

Episode 17: What’s the Dollar Impact of Ops? (with GoNimbly CEO Jason Reichl)

• Four components of RevOps: strategy; tools; enablement; insights
• Tradeoff areas in operations:
  • Time
  • Internal alignment
  • Innovation
  • Customer experience
• 3VC = volume, value, velocity, conversion rate (of each stage in the pipeline)
• Roadmaps should include estimated impact for each initiative
• Best Book: Brave New Work

Episode 18: Why Behavioral Science Is the Key To Building Your Operations Team (with Predictive Index’s Maribel Olvera)

• Align your talent strategy with your financial strategy
• Four behavioral dimensions:
  • Dominance
  • Extraversion
  • Patience
  • Formality
• Team styles
  • Innovation & agility
  • Teamwork
  • Process & precision
  • Results & Discipline
• Best Book: Range
• Mentor: Daniel Muzquiz

Episode 19: Imperfection is Commitment’s Secret Weapon with Flywheel COO Karen Borchert

• (Good discussion on OKRs & goal setting)
• Best Book: Talking to Strangers

Episode 20: Emotional Management Vs. Tech Stack Management With Cloudera’s Sara McNamera

• After building a ‘bandaid process’ make a plan to go back and make it more robust assuming there is a decent chance it will recur
• The success of a platform is 99% dependent on the person operating it.
• Documentation prevents disaster when people inevitably leave.
• Best Books: Never Split the Difference; Indistractable
• Mentor: Jill Rowley

Episode 21: Why Your Operations Team Is More Like Your Product Team Than You Think (with Drift’s Tim O’Brien)

• Maintain a set of Guiding Principles for your ops organization (strong options, lightly held)
• As requests come in, take the time to ask WHY. Understanding the real pain point may allow you to suggest a solution that is better.
• When evangelizing your ops team’s work, strip away the technical lingo and frame the impact in terms of what matters to your audience
• Best Book: Difficult Conversations

Episode 22: The Difference Between Operating and Operations (with Banza’s Mike Tarullo)

• Operations de-bottlenecks the business
• Recommended book: Sapiens

Episode 23: The 3-Step Process to Cleaning Out Your Operations Closet

• Follow your customer journey paying special attention to transition points (handoffs) in your processes; create SFDC reports to monitor each of these points
• Assign ownership for taking action on each of the SFDC reports
• Ensure each dashboard component is actionable; make it clear where action is needed

Episode 26: When to Invest In Sales Operations (Plus the Right Way to Measure Performance) with Atrium Founder Pete Kazanjy

• Hire a full-time sales operations person once you have around 10 sellers
• RevOps should focus first on enabling managers to maximize leverage
• More organizations suffer from tracking too few metrics rather than too many
• Best Book: Leading Sales Development

Episode 30 : The Go-To-Market Maturity Model Part 1 with HighSpot’s Stephen Hallowell

• 4 Pillars of the GTM Maturity Model:
  • Targeting
  • Messaging
  • Sales Process
  • Accountability
• Don’t confuse activity and value
• Ops should provide the best data available and then reps should provide the final scrub/polish
• Early adopters know they have a problem and tend to want to understand features; mass market potential buyers need to be educated on more on value to be motivated to move off the status quo

Episode 31: The Go-To-Market Maturity Model Part 2 with HighSpot’s Stephen Hallowell

• Reps who are not hitting quota need specific feedback on what they need to do at each stage of the sales process to get better. To do this, you need to know what best practice actually looks like.
• The sales process that works for lower level people is different than the process that works for more senior people.
• Best Book: Peak Performance

Episode 37: How Clari Runs Effective QBRs with Rosalyn Santa Elena [*]

• Revenue is a process, not an outcome.
• When looking back at the prior quarter, analyze what worked & what did not work and then apply those lessons to what you will do differently next quarter
• Focus more of your time on where you need help to close open deals
• At larger companies, you tend to have one rep presenting to several leaders. At smaller companies, you’ll often have each first line manager’s entire team in the room.
• Listen closely for key asks from multiple reps, especially those are not necessarily deal specific (ex: product enhancements, pricing or packaging changes, process changes, etc.)
• Important categories of this/next quarter opps to look at:
  • Large deals (new & renewal)
  • At risk deals (perhaps due to industry impact)
  • Slipped deals
  • Out-quarter deals that can be pulled in
• Each rep usually has 30 to 45 mins during a QBR
• It is critical to have simple, clear, and consistent/aligned criteria that defines opp stages & forecast category
• Reps should be able to answer:
  • Why buy anything?
  • Why buy from us?
  • Why buy now?
• Weekly forecast/pipeline operating cadence for pre-sale & post-sale:
  • Rep/manager 1:1s
  • Managers/VP meetings
  • VPs/CRO meeting
• Accurate forecasts start with disciplined process and good data
• Best Book: Radical Candor

Episode 39: The Art & Science of Snowflake’s Sales Capacity Planning with Rachel Haley [*]

• The ratio of core AEs to RevOps people ranges from 10:1 to 20:1. At scale, Snowflake was operating at a 12:1 ratio of revenue professionals to RevOps people. The smaller your company and/or the more transactional your deals, the lower the AE:Ops ratio.
• Sales capacity plans should be built on actual attainment history over time (in a given segment) rather than on financial quota attainment ramp rates. The former is typically lower than the latter.
• Always be recruiting so you don’t find yourself with a limited talent pipeline, an urgent need to hire, and lacking an assessment template.
• “I’d rather have a suboptimal strategy with flawless execution as opposed to a flawless strategy with suboptimal (constantly shifting) execution.”
• Stick with a strategy for a minimum of a quarter.
• Best Book: Never Split the Difference
• Mentor: Marc Wendling

Episode 49: The 8 Pillars of Being A Second in Command (aka the COO) With Cameron Herold

• “The COO is usually in charge of all the things the CEO sucks at.”
• “If you don’t have an executive assistant, then you are one.”
• “Delegate everything except genius”
• Pillars
  • Vision being aligned with CEO
  • Strategic plan in plan to realize that vision that has been signed off on by they CEO
  • People systems in place for recruiting, hiring, onboarding, training, motivating people, and removing the wrong people
  • System in place for meetings across the organization
  • Financial systems in place to scale the company in the most efficient way
  • The basic skills to do the job of the COO
  • Tribe of mentors
  • Systems in place for culture to turn their company into a magnet for great people
• Have a 3 year vision but a 1 year plan
• Obsess over employee NPS and customer NPS; then your profit and revenue will follow.
• When in hyper growth, hold a 3hr meeting every month to think blue-sky about 6-12 months out. ‘What if’ the good stuff and bad stuff that could be happening.
• Book recommendation: The Hard Thing about Hard Things

Episode 50: Top 5 Lessons From 50 Episodes of Operations

• Brett Queener: The Benioff Number (expected productivity per rep)
• Sylvia Kainz: The best revops people are super technical/analytical but also very curious/customer focused.
• Melanie Fellay: Change enablement esp. via peer influence
• Rachel Haley: Be mindful of how long it takes to recruit, hire, and ramp new reps. Always be planning.
• Karen Borchert: Motivated by the creativity of Lin Manuel Miranda

Episode 55: Designing the Post-Sale Customer Journey with Gainsight’s Caitlin Quinlan [*]

• Functions: Analytics, Strategy, Enablement, Process, and Systems
• Customer segmentation 2×2
  • x-axis: account potential (low, high)
  • y-axis: health score (low, high)
• A “verified outcomes” are objectively measurable goals your customers have achieved (ex: for Peloton it might be miles completed; for Gainsight, change in their customers’ net retention)
• Compensation for CSMs
  • Base > 50% of OTE (typically 70% to 75%)
  • Metrics: net dollar retention (most common), gross dollar retention, in-period expansion, verified outcomes
• Best Book: A Promised Land
• Mentors: Adrienne Germain & Sue Barsamian

Episode 61: The Truth about CPQ Tools with DealHub CRO Eyal Orgil

• Not unsurprisingly, CPQ implementations are more likely to fail when your existing pricing & packaging strategy is complex or irrational
• The (people) change management for CPQ implementation is often more important than the technical implementation.
• Best Book: Elon Musk

Episode 62: 3 Consistent Truths for Operations Teams and Your Reporting Structure

• Two models:
  • Centralized “hub & spoke”
    • Pros: Limits silos
    • Cons: Can become bottleneck; Can be a mile wide and an inch deep
  • Decentralized “function” model
    • Pros: Dedicated resources for each GTM function
    • Cons: At risk of creating silos
• 3 Truths
  • Put internal & external customers at the center of what you do
  • Divide work into named categories (ex: planning, execution, & reporting)
  • Change is constant

Episode 63: Why Drift’s Dave Gerhardt Changed His Mind about Marketing Operations

• Data and analytics is the foundation of effective modern marketing
• The super secret ROI of being a podcast host is learning from very smart people.
• When measuring ROI, include both direct expenditure as well as the cost of your team’s time.
• Best Book: One Summer
• Mentors: David Cancel, Mike Volpe, Ben Jabbawy

Episode 64: (replay of Episode 8 with Bala Balabaskaran)

Episode 65: Under the Hood of Product-Led-Growth with OpenView’s Kyle Poyar

• Build ‘talk to a sales rep’ into your free product experience
• There is a huge benefit to having a person focused full-time on pricing (though most companies wait until $50M in ARR to do this)
• Changing prices with existing customers is extremely difficult; in the early days, it is often better to simply ‘grandfather’ existing customers into their existing pricing

Episode 66: Building MongoDB’s Complex Go-to-Market Motion with Meghan Gill [*]

• MongoDB has 4 GTM motions: self-serve; high velocity inside sales; enterprise sales; channel
• Cloud providers have conditioned customers to want to pay-as-you-go
• For pay-as-you-go customers, MongoDB creates run-rate opportunities that update everyday with consumption and then close at the end of the quarter for quota-credit purposes.
• Designing territories is a big part of what sales ops does and should be based on: first-party engagement; hiring for specific skills; people with specific skills on their LI profiles; free-tier product usage; etc.
• For Enterprise, territory design is more art than science so sales managers should have a high degree of control over account assignment
• Best Book: Crucial Conversations

Episode 67: The Top Books Recommended By Operations Pros

Full list here

• Brave New Work
• Leading Sales Development
• Radical Candor
• Never Split the Difference
• Indistractable
• Factfullness
• The Big Short
• A Garlic Testament
• Range
• Project Hail Mary

Episode 68: How Solutions Consultants Build Trust Both In and Outside of Their Companies with Drift’s Joshua Park

• Reasons why you need sales engineers:
  • To fill the ‘trust-role’ during the sale
  • To add value via technical & business acumen
• Each sales engineer has a major and a minor (ex: major in selling acumen & minor in technical acumen)
• Track the correlation between SE involvement and:
  • win rate
  • sales cycle
  • deal size
• Typical ratios:
  • Enterprise SE:AE = 1:1 for 1:3
  • SMB SE:AE = 1:5 to 1:10
• It is often more helpful to send docs or videos than to hop on a live call
• Best Book: The Making of a Manager

Episode 69: Inside a Consultant’s Operations Framework with CS2’s Crissy Vetere-Saunders

• Running ops like a PRODUCT organization
  • (P)rioritization = align to top business objectives; this especially helps with executive buy-in
  • (R)oadmap = figure out what you are going to do in what order
  • (O)utcome = figure out how you will measure success
  • (D)ocumentation = draft operational & user-facing documentation – easy to follow & inside of people’s natural workflow
  • (U)ser Experience
  • (C)ontinuous Improvement — call initiatives features instead of projects or tasks
  • (T)eam Coalitions
• Best Book: How I Built This (podcast)

Episode 70: LIVE from Modern Sales Pros: Why Operations is the Key to Sales & Marketing Alignment

• Whatever assumptions you make, anticipate that half of them will be wrong.
• Strictly define your cadence for checking in on you leading & lagging KPIs
• Numbers tell you where the problem is but they don’t tell you what the problem is.
• Create a ‘danger-dash’ = a dashboard that only shows what is broken
• Best Book: Making of a Manager; The Comfort Crisis

Episode 71: (replay of Episode 19 with Karen Borchert)

Episode 73: How to Increase Bookings Through Strategic Account Management with Bain’s Greg Callahan

• TAO = Territory planning + expand value of Accounts + increase win rate of Opportunities
• “If you are doing more than 4 strategic account plans per rep, then it is no longer strategic.”
• “Strategic account plans should be no more than one page.”
• Four components of strategic account management
  • Accounts: Clear articulation of which accounts will drive the most incremental dollar change
  • Cadence: Document customer needs/ambitions, hierarchy, competition, plays we will run. Then come back to this every 30 days and drive accountability around action plan. This is talking about opps that are not yet in the pipeline.
  • Plays: Simple, easy to run plays they can run consistently.
  • Tooling: Simple (fit on one page) and digital. Find a way to put into CRM and ensure you have accountability.
• Expect to run 3-4 plays per account every 30 days.
• “If your relationship with a customer is truly strategic, you should be comfortable sharing your account plan with them.”
• Being industry-focused is really powerful in Enterprise

Episode 75: The Three Common Traits of the Most Successful Operators

• Pick a North Star
  • At Drift, “To build a high achieving, understood, and predictable revenue engine”
• Be Adaptively Excellent
  • Draw on your prior experience to excel in unfamiliar situations
• Solve Problems
  • Practice extreme ownership – when you see a problem, go solve it

Episode 76: Replay of Episode #39 with Rachel Haley

Episode 77: Shifting the Finish Line of Sales Enablement with Stripe’s Marcela Pineros

• Enablement materials must be available in the places reps work so they can access at the moment they need it
• Instead of traditional instructor-led onboarding, Stripe does experiential onboarding. Specifically, new hires must do 20 customer ride-alongs in their first 30 days. The new hire is responsible for selecting the meetings to join. At the end, they have to fill out a form and answer:
  • What was the most surprising thing I saw?
  • What was the most confusing thing I saw?
  • Where will I go to get more information? (helps us find where knowledge is being shared)
• We have milestones in the new hire path. These milestones require manager involvement to sign off on the items.
• Enablement should not be expected to be an expert on all things. There are people who are much more knowledgeable. Enablement’s job is to collect that knowledge and make it accessible.
• Set an expiration date on all content (and notify the author to keep, revise, or remove).
• Book recommendation: The Culture Code

Episode 78: Make Operations Your Startup’s Incubator with LeagueSide’s Zubin Teherani

• Learn software engineering principles since they are highly applicable to operations

Episode 79: Designing the Modern SDR Organization with Workiva’s Melissa Raber

• Workiva operates with a 3:1 to 4:1 AE:SDR ratio
• 3 Cs of hiring: curious, competent, consistent – assessed via panel presentation/role-play
• If you are making 60 calls per day and not getting anywhere, the wrong answer is to do 120.
• Sellers need to be ‘audible ready’ when a prospect answers. This means offering relevant value right away. (guest did not provide example)
• Recommended book: Conversational Marketing

Episode 80: The Lifecycle of an Operations Hire with SmartBear’s Anu Krishnakumar

• With early sales ops hires, leaders need to be clear on whether they are looking for a strategic problem solver or a systems admin/analyst.
• It takes up to a year to be fully ramped in most every revenue role.
• Keep your strategic team local (30%) and tactical execution/analysis offshore (70%), esp. in India or Eastern Europe (esp. Poland).
• Recommended book: 5 Dysfunctions of a Team

Episode 81: Replay of Episode 49 with Cameron Herold

Episode 82: How CEOs are Reacting to the New Market Environment with BoostUp CEO Sharad Verma

• Focus on
  • S&M as a % of revenue (keep < 100%)
  • LTV:CAC
  • CAC Payback (< 12 mos)
  • Burn multiple = net cash burn / Net new ARR (<1x is good)
    Notes:
    (1) net new ARR = new + expansion – churn – downgrade
    (2) gross cash burn = operating expenses; net cash burn = gross cash burn – revenue; some authors define net cash burn = gross cash burn – (revenue – COGS) since COGS depletes cash
• For reps,
  • Phase 1 (ramping): Work ethic, adapting to your process, coachability, conscientousness
  • Consistency
  • Collaborator, coach, and engaged with company
• Sales Metrics
  • Pipe coverage by rep
  • Participation: Are 70% of reps hitting 70% of quota? (<- for example)
  • Are the following improving over time: win rate, sales cycle, avg. contract value

• Recommended book: Amp it Up by Frank Slootman

Episode 83: How to Design and Build a Community with The Lola’s Eileen Lee

(excellent topic exploring building community to support black female entrepreneurs but not RevOps focused)

• Recommended book: The Vanishing Half