Tag: Marketing

Building A Solid Go-To-Market Engine With David Dulany

Posted on by stratyve_ant2yf
B2B 51 | Go-To-Market Engine

B2B 51 | Go-To-Market Engine

 

“Sales development becomes the connective tissue between the marketing team and the sales team and even beyond.” This is what the Founder and CEO of Tenbound, David Dulany, highlights in today’s episode. Joining Vijay Damojipurapu, he takes us deep into the world of sales development at Tenbound and how it weaves into their solid go-to-market engine. Tapping into the three-pronged content, community, and events, David shares how he sets these pillars into motion along with the challenges and constraints of doing them. Tune in to learn more about how David started his journey in the industry, equipping you with great lessons on leadership and go-to-market along the way.

—

Listen to the podcast here


 

Building A Solid Go-To-Market Engine With David Dulany

It’s great to have you take time and tune in to the show. I’m grateful for all that you’re doing. Hopefully, you are enjoying the show and spreading the word with your friends and community. This is yet another great guest on the show. I have with me David Dulany who is the Founder and CEO of Tenbound. Welcome to the show, David.

Thanks for having me. I’m excited to dive in.

We always open the show with this question, which is how do you view and define go-to-market?

Go-to-market is the prevailing term right now. The way that I look at it is busting silos, so integrating marketing, SDR, sales, customer service, and product development into one unified go-to-market team. It is also making sure that your handoffs and touchpoints are customer-centric so that there’s one journey for the customer as they’re going from a lead to a customer to, hopefully, a lifelong subscriber.

I like the way you touched upon the holistic view, which is very cross-functional. It’s all the way from product to marketing to sales and even customer success. I like that. That’s key. Something else that you did mention is ensuring that there’s a good handoff between these functions, especially from marketing to sales. Within sales, you have SDR and BDR, account executives, and then the customer success for onboarding. You did mention the handoffs. In theory, that’s how we want to do it and ensure that it’s a good experience for the buyer, but more often than not, that’s not the case.

We are using a go-to-market structure that is from the industrial age in the past when we were broken out into silos and didn’t have a lot of great communication across the entire team. That’s changing a lot, especially with more forward-thinking companies, especially in the software space. We generally work in the software space. You’re seeing more cross-functional coordination and support now with companies that are accelerating growth. I think it will continue.

There is more awareness that, at the end of the day, the buying experience has to be smooth for someone to see value and purchase. It also depends on which segments you’re serving and so on. You have this micro and small business where the sales cycles are shot and things happen fast. That’s more for the sales.

You also have the product-led growth where the hand, the onboarding, the signup, and everything has to be smooth. You have the enterprise sales cycle, which is more complex. It can go anywhere from six months if you are good. It may be even three months if you have nailed it down, but it’s extremely rare. More often than not, it’s 9 or even 12 months. The handoffs can be a pain. It’s not easy to manage those handoffs.

You see more even positions being created at companies that work cross-departmentally. There’s a rise of another term, which is revenue operations. In theory, it works all the way across the backend to create the infrastructure to support alignment in that way. You’re right. It depends on the market, the company, and the products. There are so many variables. It’s creating it for your company and what’s going to work best for you.

Let’s zoom out a bit. Let’s get a bit more personal. Why don’t you share your story, your career journey, what brought you to what you’re doing today, and who you serve?

It has led up to this point because I came up in sales development specifically. I was in sales for a number of years, selling sales training, which was interesting. We had to walk the walk of what we were doing. I then got into the tech industry and started the first sales development program at Glassdoor, which grew from just myself and a couple of other people to this huge team. I got a front-and-center view of how this alignment and how the whole go-to-market team would work together. Sales development becomes the connective tissue between the marketing team and the sales team, and even beyond, to learn from customer success.

Sales development becomes the connective tissue between the marketing team and the sales team and even beyond. Share on X

Building up those programs and understanding the potential there was interesting to me. About seven years ago, I started consulting and helping companies do that alignment. I coached and trained their sales development teams, and Tenbound was born. We continue to work as advisors for go-to-market teams to help them with their growth. We also do a lot of events to support the community and to help learn and grow in these topics.

That’s an interesting journey that you have over there, especially with Glassdoor. I’m always curious. I always had this question. I’m sure a lot of the audience will also have this question. Glassdoor is an employee review and feedback about a company and the workplace. What is the role of sales at a company like Glassdoor?

I started there when it was starting to go-to-market. They had started to commercialize. In the first couple of years of Glassdoor, it was building up its user-generated content and making an interesting destination for job seekers and companies that wanted to learn about what people think behind the scenes.

We’re all familiar with Yelp, Trustpilot, and the various review sites that are out there. Glassdoor took it from the angle that beyond the boardroom door or beyond the glass door, you want to know what’s going on at the company. The best way to do that is by getting anonymous reviews from people who work there.

Once there was enough traffic coming in from the user side and enough interest from the employers to create a two-sided marketplace, then it became monetization. To your question, initially, they started giving the employers the ability to edit their profile and make it more interesting to the users that are on there and post jobs for people that were looking for jobs. That was a package that the salespeople would then sell.

One thing I do want to mention is that they always made it a priority from day one that even if you bought a package as an employer, you could not delete reviews. I had some very interesting conversations as one of the first salespeople and SDRs at Glassdoor. You would call employers and they’d be like, “What is this? I’ve never heard of Glassdoor.” They pull it up and there are ten 1-star reviews. They’re like, “Why would I want to promote this?” That was an interesting conversation.

I can go deep into all these topics, but we’ll save that for another day. You are the CEO of Tenbound. Tell us about what Tenbound is and who you serve.

Initially, it was helping people figure out their sales development program and doing advisory and training with it. It has broadened quite a bit because sales development is a hot potato at a lot of companies. It swings back and forth. Sometimes it’s managed by the marketing leader. Sometimes it’s managed by the sales leader. If it’s struggling or there are issues with it, it will go back and forth. Companies will sometimes outsource their entire SDR team. There is always this constant flux happening.

Since we’ve had a lot of experience and a lot of expertise in the area, companies will come to us and be like, “How do we optimize and manage this program?” We’ll work with them as advisors to do that. The other side of the business is we put out a ton of research, content, and things like this where people who are interested in the topic come. We work with sales technology software providers to advertise on Tenbound as a sponsor for some of our events.

Your primary customers are anywhere from early-stage startups to more mature companies who need services around the SDR function.

Exactly. On the smaller end, usually, once they get into a situation where they have a director and it’s a more mature program, they sometimes will have us come in and do training if they need help with that, or coach their high-potential leaders, for example. It’s usually those smaller companies that are trying to figure out sales development.

On this show, I have the good fortune of interviewing not just the go-to-market leaders but even founders. You happen to be a founder and a leader in the go-to-market world, specifically the SDR world. Some of the questions that I have for you will not be just go-to-market. I’m even curious about how you built Tenbound and how was the early go-to-market motion for Tenbound. That’s of interest to the audience.

This is going back seven years. I had always wanted to be an entrepreneur. I’m from the old days where you get a corporate job and you work until you’re 65, and then you get a gold watch. That whole world has completely blown up at this point. I always wanted to be running a company and be out in the wild. I was between jobs and started to pick up some consulting work with friends and people that I knew in the industry because I had been around for a long time. They said, “I need help with my sales playbook,” or, “I need help training my SDRs.” That sustained to the point where I have a very supportive spouse. I was like, “It’s different, but let’s go for it.”

We started it. At the same time, we started doing the events. That opened up another revenue stream and started from there. I started with services. If you’re a bootstrap company and you don’t have any investments or things like that, then you start with services. You use revenue to pay your bills and to grow. It’s a different way to do it.

What I took from that early part of your go-to-market was you are reaching out to your network. It was mostly getting business from people who worked with you, who knew you, or who sent referrals your way.

That’s correct. I was starting to do some content marketing. This is a long time ago. This was seven years ago when it was a thing. It still is, but starting a podcast, doing webinars, trying to get featured on other people’s webinars as a thought leader, and stuff like that. We’ve never had an explosive inbound lead engine in any way, shape, or form, but there have always been enough inbounds coming in. We always want more inbound leads.

People found out through these content marketing things that these services were available, and it grew from there. As soon as we started to get results for customers, we would get case studies, quotes, and pictures. We were able to demonstrate that this service is helpful. We were like, “Here’s the logo. Here’s the person talking about it. Here’s a case study.” Having that proof that it’s an effective solution was helpful.

You mentioned besides the services like coaching, consulting, or even doing SDR services for startups, you also started going down the path of organizing events. Explain the thought process. Some context for you and the audience here, I operate my own boutique go-to-market consulting, specifically in the area of product marketing. It’s clearly challenging, especially if you’re a solopreneur or a sole owner, trying to do services, and coming up with events is not easy. How did you go about and handle the time, energy, resources, and constraints of doing services and events?

I look at it two ways. This is back in 2017. I live here in San Francisco. There were a lot of events happening. There were non-vendor events. There were user conferences. It’s happening. I went to a guy who was running events and said, “Why is there not a sales development conference that is very specialized in the SDR world?” I’ve gone on a different tangent, but he was like, “The juice is not worth the squeeze.” Being naive and coming up, I figured 1) We could have the event pay for itself through sponsorships if it was effectively marketed. 2) We would establish Tenbound as a brand and a thought leader in this little micro niche that we’re in. It acted as a marketing mechanism for Tenbound.

We took a bet. It could have exploded in my face, but it worked well. The rest is history. How? It’s a grind. Being an entrepreneur, you eat what you kill. If you don’t work, then your family goes broke. That’s not very good. It’s different. If you’re working hard in a corporate job and you’re playing a different game, there are pluses and minuses to both. As an entrepreneur, there are some big pluses and big minuses. In any event, if you want to be successful, you have to work your face off.

Being an entrepreneur is a grind; you eat what you kill. Share on X

You used the term we. It looks like you had folks, employees, or freelancers at that time who helped you put together this event.

My wife gets roped into all these things although she has her own business, which is very successful. She can’t escape me because I live here. She was instrumental. We had a few part-time employees on what I call the media side of the business. The media side is labor intensive. You start as remote contractors. Everything is digital. We had an office briefly before COVID, which was a WeWork space. It’s fluid these days. You don’t need to have a lot of overhead to do these things.

I want to bring it up in this context. I’ve been studying solid go-to-market engines and how the go-to-market leaders, be it the CMO, CPO, and CRO, build the go-to-market motion, especially the CMOs and the CROs. Typically, it’s three-pronged. It’s a combination of content, community, and experiences/events. Those are the three pillars that when done well, you have a solid go-to-market motion.

I’m seeing inklings of that happening over here. You got the content piece, which is the podcast and the webinars way back. You have the event that you started. I know yours is coming up pretty soon, the GTM Revenue Alignment event. You start events. I’m sure there must be some thoughts in your head somewhere about building a community around the people you serve as well.

We do. We have a Slack group called The Pipeline and Revenue Community. Everyone is welcome to join. It’s a free Slack group. There’s a step-up called Tenbound Plus. Everything is a plus these days, like Disney+. You can get Tenbound Plus, which is a very modest subscription, and get unlocked access to all the secret files, training, online courses, and stuff like that. The community is a huge part of it.

One thing that’s interesting is in our advisory work, we’re working with people who are trying to solve problems every day and trying to figure out the best go-to-market strategy and tactics that become content. It’s always relevant because this is what people are trying to figure out. We can have a position on making something helpful for them. The content engine feeds on itself.

Thank you for sharing your early go-to-market and how you built Tenbound. You also talked about how you built the events and then layered on the community and the content pieces. Those are all in line with a solid go-to-market engine. Kudos to you and your team for that. On the lighter side, how would your friends and family describe what you do?

I thought about that. My sons would say sales development. They don’t know what it means. I probably say it about 100 times a day, so they’ve heard that. Beyond that, people might think I’m some kind of a consultant or a sales trainer. I’m not sure.

In your firm, you do consulting, advisory, training, and events. It’s not easy. What do you enjoy across those 3 or 4, the best that gets you going?

If I could spend my whole day, it would be content creation, especially editing and curating information. That’s where I enjoy doing things. There’s what you enjoy and the passion that you have for something. Every day, it’s interesting and fascinating for me. I don’t know if I’m just a nerd about sales technology and go-to-market stuff. It’s always interesting. There’s also the practical side of making a living and making the business successful. I try to meld those in the best way I can.

On a personal note, even I enjoy content creation. Content is my thing as well. Double-clicking on the question I posed earlier, consulting is a bit of a strategy and tactical stuff. You got the advising, which is more on coaching and teaching. There’s a blur that happens, which is different. It uses a different skillset. You don’t have full control over the activities.

Events are a whole different ballgame. It’s more of relationship building. There’s a strategic piece where you’re bringing the sponsors, but then there’s also the execution piece, especially leading up to the event, dotting all the I’s and crossing all the T’s. The details have to be worked out solidly, day in and day out. That’s an entirely different stress factor. Which ones do you thrive among all those activities and tasks?

It’s interesting. The tech industry has been going through a hard time. We have shifted a lot from the very high-level and tactical consulting to more advising. I love advising. I love people who are coachable. I’ve been through a lot. I’ve seen a lot and I’ve been around for a long time. If they listen to what I’m saying, take the advice, go and use it, and then come back and say, “That was great,” or “That didn’t work,” etc., I love that.

I’m working with a guy who was promoted to take over a large SDR team. He had used some of the strategies and tactics that we put together and knocked it out of the park. He was crying when he called because it had been genuinely helpful. I’m enjoying advising right now, especially at the high level with the CMOs and VPs of sales. It’s very satisfying for me.

In terms of advising the structure, is it more like you have maybe in-person workshops and then you have ongoing weekly or biweekly calls and coaching calls?

Yeah, exactly. We’ll usually do an overall assessment of the situation. That’s initially how I had started the consulting work. It is the classic consulting assessment. I’d be like, “What is going on here?” We’ll then produce a report with 3 or 4 main priorities to work on. Some of them go on for 3 to 6 months of implementing those, and then new priorities come up.

Were those assessments free or do you charge for those assessments? Were people willing to pay?

I charge from day one because it’s a lot of work. I’ve got quizzes, self-assessments, and things like that that people can take, which is great. Digging in and figuring out what’s going on takes a lot of work.

Let’s get into more of the fun stuff and the more parting advice and insights to the audience even more so, not that you have not done that so far. We are switching gears a bit over here, more on the go-to-market success story and the go-to-market failure story. If you could share any of your clients’ go-to-market success stories and failure stories, which one would those be?

The success story is more fun. We talked about the initial conference that took place. It was a huge gamble because I had no idea what I was doing or anything like that. Sometimes, your hunch and your instinct work out and it’s great. A lot of times, it doesn’t. I’ve got a lot of those stories too. That one was the zeitgeist of the moment where there were a lot of new players coming into the sales technology space. They had funding. They wanted to get in front of potential clients.

On the flip side, there was a lot of interest in sales, SDR, and marketing. People wanted to get together in big rooms and learn stuff. It worked well. We ended up doing it all the way up until COVID. It kept growing and expanding. That’s another story after COVID. That was a big success. A lot of that was luck because there was no research, customer interviews, and none of the stuff that you’re supposed to do. It was like, “This is a good idea. Let’s do it,” and it worked. I’ve got a million other stories.

One go-to-market ongoing failure is we are always asked, especially back when tech was growing, “Do you know any great SDR managers? Do you know any great directors? I need SDRs.” People are constantly coming to me before the downturn. I was like, “We have to monetize recruiting in some way. There is so much energy behind this.” We tried job fairs, virtual job fairs, career building, and getting contracts made. We threw so many attempts to stop short of becoming a recruitment company. We tried to somehow enter that space and monetize that, and it didn’t work.

Those are all valuable lessons. We learn from all those failures as to which ones work and where we don’t want to be spending time and energy. Looking at your website, I see a couple of case studies. One is around People.ai, how they used Tenbound SDR advisory to grow a massive pipeline. Something else that caught my attention is Nitro which grew SDR source opportunities. Without sharing too much of the confidential stuff, can you share what are the success stories and how you and your team played a role there?

Our real sweet spot is if the SDR program is suddenly transferred to the marketing team. I’ve found that CMOs and VPs of Demand Gen, for example, have never been SDRs. They’ve had some experience in managing those teams and things like that, but a lot of times, they need a lot of help and advice to make it work well.

What is the reason why it’s getting transferred or moved over to the marketing side of the house versus the sales? Historically, that’s where it has been.

This is controversial, but if you look at it, sales development is a top-of-funnel marketing function that creates a pipeline that’s then converted to sales by the sales team. Logically, it should report to marketing so that they are in lockstep from a go-to-market perspective on the campaigns, events, and all the different things that marketing is doing.

B2B 51 | Go-To-Market Engine
Go-To-Market Engine: Sales development is a top-funnel marketing function that creates a pipeline that’s then converted to sales by the sales team.

 

For a variety of reasons, especially the name Sales Development Rep, most of the people that get into that want to be salespeople. They have full-cycle salespeople. Logically, it reports to sales. The sales team is waiting for the output. They want the results of the SDR team. They’re not necessarily involved in the upstream enablement of the program, which is marketing.

Coming back to Nitro and People.ai.

People.ai was a perfect example. The program had been bounced around between sales, marketing, outsourced, etc. It was handed the keys to the head of marketing or a high-level marketing individual. He was like, “What do I do with this? I see the value in having this team. We need help. We need inbound leads and follow-up support and make sure that’s optimized. We need outbound. We can’t just rely on our inbound for everything. How do I do this?” When I hear that, it’s like music to my ears because we’ve done that so many times. It can be super helpful in that case.

With Nitro, they had a very accomplished sales development leader who’s got an amazing reputation and following in Silicon Valley. She was shorthanded as far as having the vision but not having the actual management horsepower to execute. They used Tenbound to fill that gap and make sure that everyone was staying on track and hitting their numbers.

People would be coming to you, especially since you have advisory services, coaching, and consulting as well. For what 1 or 2 go-to-market skills or strengths do people reach out to you? For example, “This is something that David is strong in. I need to reach out to David and get his thoughts and input.” What are those 1 or 2 areas?

If there is conflict within the go-to-market team. In other words, the classic one is sales doesn’t think that marketing is sending enough leads or the leads are not good or unqualified. Marketing is saying, “We are sending a ton of leads. Here they are. We’re spending all this money. Sales are not following up.” If you hear that, we can unpack that pretty quickly. The SDR team is the connective tissue between these two functions. It needs to be effective and efficient in converting demand to sales. If anybody is struggling with that, give me a call because we could help.

B2B 51 | Go-To-Market Engine
Go-To-Market Engine: The SDR team is the connective tissue, and it needs to be effective and efficient in converting demand to sales.

 

The final question I have for you is if you were to turn back the clock and time, what advice would you give to your younger self?

I tell my kids, “Don’t wait to buy real estate. Buy real estate and wait,” but that’s not relevant to this show. It’s good advice though. If I could go back, I would start the entrepreneurial journey a lot earlier. You don’t need twenty years of experience in an industry to then go and start a company. Everybody knows that. They see these 22-year-old guys who are already millionaires or billionaires. If you’ve got that entrepreneurial itch and you feel like you’ve got enough skills, try it. Go out and try to sell something. See if you can sell it. If you can, keep going. I would start there.

I am completely on board with you. That’s what I tell my kids, “The way to find out how you can monetize is a super skill. The sooner you learn, the better. They’re not going to teach you in school all those things. It’s up to you to figure that out.” That’s one thing. Something else that I’ve noticed, especially given that I host a lot of folks on my show and I reach out and talk to a lot of people, is there is a growing trend. The confidence level is so sky high among high schoolers, as well as folks in undergrad where they experiment and do their own startup while studying. I am completely on board with your advice. The earlier you start, the better, and the fewer things that you have to worry about. It’s always a great learning experience.

As you get older, you’ve got more commitments and more financial burdens, like kids, and stuff like that. When you’re footloose and fancy-free, that’s the time to do it. The other quick thing I wanted to mention is from a go-to-market perspective, do your research before you start product development. You’re the expert on this. Do not ever create something because you think it’s cool and you have a hunch that somebody might buy it in the market, and you’re confident about it. I’ve done that so many times. It’s the most basic advice in business. Make a prototype and go out and try to sell it. If nobody wants your product, cut it and start something else. That sunk cost fallacy is a killer.

B2B 51 | Go-To-Market Engine
Go-To-Market Engine: Do your research before you start product development. Do not ever just create something because you think it’s cool and you have a hunch.

 

Thank you for your time. This was a wonderful conversation. I’m sure the audience got a lot of insights and things to unpack here. Thank you. Good luck to you and the team at Tenbound.

Thank you. I look forward to talking with you again.

 

Important Links

 

Love the show? Subscribe, rate, review, and share! http://stratyve.com/

 

Proof Analytics: The GPS For Data-Driven Go-To-Market Excellence With Mark Stouse

Posted on by stratyve_ant2yf
B2B 48 | Proof Analytics

B2B 48 | Proof Analytics

 

Proof isn’t just about data – it’s about unlocking the potential within every decision. Harness the power of data-driven navigation and make your go-to-market journey a triumph of strategy and success. In this illuminating discussion, we sit down with Mark Stouse, the visionary founder of Proof Analytics, a groundbreaking analytics solution that’s revolutionizing the way businesses approach marketing performance. Mark shares the trials and triumphs of building Proof, detailing the meticulous process of finding the right market fit and fine-tuning its offerings. He also highlights the power of iteration and feedback loops to the success of the product’s direction. From identifying the Ideal Customer Profile (ICP), embracing the feedback wave, and predicting the future of analytics, Mark reveals plenty of wisdom and strategies in the episode. Tune in now to explore the wonders of Proof and understand how to navigate success!

—

Listen to the podcast here

 

Proof Analytics: The GPS For Data-Driven Go-To-Market Excellence With Mark Stouse

Thank you for taking the time to tune into yet another and the newest episode of the show. I have the pleasure of hosting Mark Stouse who is the CEO of ProofAnalytics.ai. I’m excited and I look forward to the conversation. Welcome, Mark, to the show.

I’m glad to be here. Thank you so much for having me.

Let’s get right into the meat of the conversation. How do you view and define go-to-market?

I had that question in a customer demo call. It’s a highly situational thing but a definition that works for almost every situation is this. Any part of your business that is customer-facing that has a provable substantiated role in whether or not someone does business with you and continues to do business with you is go-to-market. For example, we have a couple of customers like this that include customer experience with accounts receivable, contracting, and things like that.

In go-to-market, that’s a pretty rational decision because both of those areas can piss off somebody. It has nothing to do with product sales and marketing. The only way you find out about it is if someone says something to a customer success person but that presumes that you have a customer success team that’s engaged and has relationships with your customers. That’s the way I would answer that. I don’t think it’s the classic or the big four in sales, marketing, customer success, and products but I do think that we don’t get to define it. Our customers define it. It’s like a brand in that sense.

You are probably one of the fewest or the first guests on this show who has expanded the scope of go-to-market beyond the big four within a company. Something that caught my attention is when you mentioned a team or a function like accounts receivable that can have an impact on go-to-market. Do you know of any stories where a customer stopped buying a product or a service because of a bad account receivable experience?

I can share one firsthand inverted. Some years ago, we had a very large multinational that treated us as though we were a bank for them. They were paying our invoices somewhere between net 120 and net 150 no matter what the conversations were. They had an outsourced relationship with their accounts payable team. It was outsourced. In their contract with our mutual customer, they were incented in various ways to hold onto cash. They went way beyond, and because we couldn’t get any satisfactory resolution, we fired our customer. We said, “Under these circumstances, we can’t do business with you. We’re not going to renew the software contract.”

I like how we got started on this conversation and the definition of go-to-market. Let’s expand and then shift gears here. Why don’t you tell our audiences about your career story and your journey without spending too much time? You had an expansive career. What led you to what you’re doing now and who you serve?

The most important thing that I could say about myself or the most relevant thing is I have been an operational executive for a long time for big companies where I was either in the C-Suite or one down or reported to someone in the C-Suite. As a marketer, I was like everybody else. I was always under the gun for proof of impact, ROI, and all this stuff. Years ago, at HP working for Mark Hurd, it got intense both for me and my peers because Mark was not going to have it.

I had to make a choice between whether I was going to remain at HP maybe even as a marketer or do something to fix it. I had a conversation with him and the CFO of HP at that time. I came away with some very clear expectations and then started getting reacquainted with a lot of the principles that we all study in high school and university math. Regression is a big one.

I started on that journey. By the time 2008 to 2010 rolled around, my teams more importantly than me had gotten to a place of strong maturity on this journey. Ultimately, I was recruited into Honeywell Aerospace pretty much on the basis of that work being able to tie the non-linear marketing multiplier into impact on linear sales productivity, net of time lag, and net of multi-variable type of stuff. Honeywell was the ultimate large-scale POC but the problem was because we were very successful in terms of the mission.

People always say, “How do you define success?” Does the business believe you? Does the board believe you? Do they make business decisions based on your analytics? That’s success. Transforming a functional marketing conversation into a business strategy conversation is what it’s all about. By that measure, we’re very successful but it was still a brute-force solution. We were having to spend $8 million or $9 million a year hiring loads of data scientists because the key part was we had to get the latency on the calculation down so that it was relevant. This whole deal of recalculating big models twice a year or once a year is ridiculous. There are not a lot of companies that are willing to spend that kind of money. It was obvious that automation was going to be a big next step.

A bunch of things came together for me personally, and I stepped out of Honeywell and did an interim privatization role at BMC where the analytics was super important not only to the company but to the PE firms that we were taking as private. Based on all that, I then formed Proof, and we started building the platform. It’s part of a rapidly expanding category that includes companies like Google and Meta. There are a lot of different variations on a common theme here.

COVID and the ramifications of COVID poured a lot of gasoline on it. The deterioration of the macro environment poured a lot of gas on it. Nothing makes people want to look further down the road and around corners like bad situations. Real forecasting, marketing, impact on sales, sales velocity, recruiting and retention, or whatever is important to the business has spiked.

Nothing makes people want to look further down the road and around corners like bad situations. Share on X

One of the huge ironies seen in the analytics is that if you wanted to depict a common corporate function marketing, that should not ever be in doubt about its ROI. Marketing is it because the same dollars drive so much value in so many different directions and aspects of the business that you cannot lose. At any given time, 20% of your marketing spend is some speculative thing that you’re testing. A lot of times, it doesn’t work. You lose that money but if everything else is performing so well typically in so many different areas of the business, you can’t lose.

That’s pretty impressive, especially the anecdote that you shared where the great late Mark Hurd pushed you on talking about the numbers and whether it’s working or not in whatever you’re doing in the marketing or corporate communication space. That’s a great eye-opener. If I were in your shoes, my first reaction would be, “Am I screwing it up big time?” We get over it and then let’s figure out how to make this happen.

It also shows you how much has changed in the workplace. Mark was a very intense physical person, and he did not acknowledge the idea of personal space. When you say, “Pushed,” he didn’t put his hand on me and pushed me but he got so close to my face that I had no option but to step back and then hit the wall behind me. I was trapped. He did not care how I felt about that. That would not fly in a lot of companies, even at HP. No one thought anything about it.

That’s connecting the dots on your career journey. What led you to what you’re doing with Proof Analytics? I’m looking at your website. You have big names pretty much throughout. You’ve got Dell. You mentioned AWS, Google, and Salesforce. What is a common driving factor as to why they’re buying your product?

That has changed in 2022. As probably most marketers have already experienced to their chagrin and pain, finance is in charge. There are large budget cuts and large people cuts, even the money that’s left behind as a budget. There are a lot of finance oversights and approvals on spend. There’s a lot of lost autonomy over people’s money. The third leg of this is that cheap money is gone. The money that they do have to spend is prized even more than it ever was because it’s so hard to replace. The opportunity cost of the money is more significant.

It’s happening now and it is accelerating rapidly. FP&A or Financial Planning and Analytics teams are taking over accountability and optimization for go-to-market and a lot of other functions that have nothing to do with go-to-market. The general feeling is that marketing in particular has had lots of time to get a handle on this. For a variety of reasons like lack of capability, lack of capacity, lack of desire, and some combination of the three, they’re not doing it. We have seen that.

Historically, with Proof, we cater to true believers who know that it’s real and want to go on that journey or hyper-mature companies and marketing teams that have been doing this for a long time the old-fashioned way and want a better, faster, and cheaper alternative to doing it. More and more what we’re seeing is the pipe is dominated by finance.

The deals and the increasing number of economic buyers are finance. Even if the name on the contract is the CMO, it’s dictated by finance. It is run by finance. The proof is increasingly run as a piece of software by finance teams in collaboration with marketing, sales, and other stuff but it’s not peer-to-peer or equal-to-equal. It’s first among equals. That’s a big change. I don’t think that’s going to stop anytime soon. For example, I’m not trying to say that it’s all one reason but money would have to get a lot cheaper and a lot more accessible for that to be relaxed.

That’s going to be some time. What we experienced cheap money at 2% or even less for the last almost decade is going to be some time away. There’s going to be a driving need for you.

An optimistic projection on that is 5 to 10 years. Depending on stuff that no one can forecast, it could easily be 10 to 20.

We’re switching gears here. I was not planning to ask this but based on your story and your background, I wanted to dig a little bit into what led you to build a founding team and the early days of Proof. Can you share about the early days of Proof? How do you test the concept and your co-founder, if you have co-founders or not? How do you do that?

This is not something that you can do by yourself. Number one, we were very averse to hard-won experiences earlier in our careers and VC money. We went after a limited amount of family office money plus bootstrapping. That fundamental parameter dictated some other things that go to your question. We needed people who were experienced, who preferably had already made a lot of money in their careers one way or another, and who at least in the early days did not require any cash compensation for full-time effort.

This was before it all became fashionable and then controversial. We were remote from day one. We prioritized talent, meaning the people, over the location. That was pivotal in retrospect to being able to do this. Particularly when you consider the fact that, unlike a lot of SaaS where you can get away with a true MVP and then scale it, in analytics, you’re either complete or you’re incomplete. If you’re incomplete, no one cares.

We had to build a back end. In a sense, our MVP was our back end, which had complete analytical capability because there weren’t a whole lot of surprises there. It is what it is. The wildcard was the UX and not the UI although that was super critical too. We raised money off the back-end capability or the technical capability and then started to do focus groups and a lot of other things to figure out what the UI and the UX needed to be.

Interestingly enough, it was supported by a lot of other things but the in-the-moment big epiphany was with a large retail customer. They were using daily data in the models and on some models, hourly data. The automatic recalculation of the models was now so fast. The latency was so low that you could see it operating. What jumped off the page or the screen was a GPS. It was working exactly like the GPS on your phone.

That took us into a certain perspective, and now I’m even more convinced of it years later. Almost every question you have in business, and you could even say it about life, is a navigation question. It’s a GPS question, “How am I doing against what I think is my goal? What are the things that are screwing me up or speeding me up? If something changes, what do I do? Do I turn right or left?”

B2B 48 | Proof Analytics
Proof Analytics: Almost every question you have in business, you could even say it about life, is a navigation question: How am I doing? What is my goal? What are the things that are screwing me up or speeding me up? If something really changes, what should I do? Do I turn right or left?

 

In the movie Lincoln, there’s a great scene where one of his political opponents is saying that the moral compass regarding slavery had ossified in White American men and women. It’s a very powerful and undeniably true statement. Lincoln said, “I agree but as a former surveyor, I can tell you that as important as it is to know True North. The compass tells you nothing about all the swamps, barriers, and mountain ranges in your path.” If all you’ve got is True North, what’s the value of knowing True North? You have to know the rest of it too.

In many ways, that is Proof. That’s what a GPS does for you. It’s tracking your progress along a particular forecasted route. It’s also tracking all these other factors that you can’t see. You may know that they’re important but you can’t see them until it’s too late. It’s saying, “There are lots of traffic ahead. This was a good way to go. Now it’s not a good way to go so let’s reroute you over here.” That’s exactly what Proof does. It lets you know the most important factors.

Going back to that retail customer, it sounded like that was your first pilot and proof that there are legs to what you are working on.

It wasn’t our first pilot in the overall sense but it was the one that gave us the epiphany on how to think about the UI because one of the problems is that business and marketing people specifically seem to have an allergy to math in general and graphs in particular. If all you’re doing is giving them a beautiful visualization of data science output, you’re not going to get what you want. It’s not going to help them. It needs to help them. We had to interpret the analytics through the lens of a GPS, and that made a huge difference. That’s where UI and UX fused and became one and the same.

B2B 48 | Proof Analytics
Proof Analytics: One of the problems is that business people in general and marketing people specifically seem to have an allergy to math in general and graphs in particular.

 

Did you have a strong UI-UX person in your co-founding team? Did you have to bring in someone from outside?

We had some pretty strong players but everybody agreed that we wanted somebody so good that we could not afford to hire them as an employee or even as a permanent contractor. We could just hire them on a project basis. That’s what we did. It was fantastic. It was great. It’s hard to say personally whether I’ve learned more about go-to-market than I ever knew before as a result of running Proof, or I learned more about business decisions as a result of running Proof.

Especially in the early days, you need to figure out your own go-to-market. It’s almost like Meta. If you are serving go-to-market teams, you need to figure out your go-to-market while you’re helping them figure out their go-to-market better.

Fortunately, if you’re sitting in our position, you can learn a lot of lessons from your customers. In our particular case, we can’t see their analytics or their data unless they click a magic button to give us that ability. Most of the time, they don’t, and that’s fine but invariably, we get into conversations where even if they don’t give us permanent access, they give us a few days of access because they need our opinion on something. You learn a ton. It’s like being in a giant focus group.

Proof was founded in 2015 and here we are in 2023. What financial details can you share in terms of number of customers, employees, and revenue ballpark?

We were not in the market that long. We have only been in the market for a few years because all the rest of it was development. You only know this in retrospect but the marketplace wasn’t ready for it yet. The timing wasn’t right, looking back on it. That worked in our favor because it gave us the time to build. No one else was being encouraged by demand signals from the marketplace to build something competitive for us at the time.

When we entered the market, we had a pretty significant advantage. That category has now been validated by Meta, Google, and Apple. There are a lot of offerings in the space now. They’re beautiful products but they tend to be far more technical or data sciencey. Ours is a bridge between those two. We will probably finish this fiscal year in excess of $3 million ARR. All the normal caveats apply to that. That is probably 30 or 40 customers but that’s the other wild card on this thing.

What we have seen in 2022 is significantly different than any other year before. Doing a year-over-year comparison without a lot of explanatory information is not even possible. Our pipe is probably in the vicinity of $15 million to $20 million. We have two different products. We have the analytics product and we also have the only MRM tool that’s native to Salesforce.

That’s very popular but they have two completely different sales motions, ACVs, and all that stuff. We run them effectively as two licensed trading companies, which some might call subsidiaries. In this case, it’s not but it’s the same idea. You have to take that all. Lord-willing and the creek don’t rise, as they say in Texas, and from my lips to God’s ears, we could be substantially higher.

Thank you for sharing the founding story. That’s something intriguing and interesting to a lot of the audiences. The idea of founding a company is as exciting as it may sound and be but building a company is a whole different ballgame. That’s why I was pushing you and trying to extract those points around that.

I’ll add one more thing that is so important. Defining your ICP correctly is huge. Its impact is huge. One of the reasons why we have grown more slowly than some people might have expected is that we defined our ICP so tightly. We did not want to have a lot of churn. We were aiming for no churn. We were very picky for the past few years about who became a customer. Everything is cause and effect-related. You make that choice. You are probably going to grow more slowly at least for a period but that has been great for us because the learnings are not achieved without customer input. We were able to do it in a more methodical way and a less freaked-out way. That has been super valuable.

B2B 48 | Proof Analytics
Proof Analytics: The learnings are not achieved without customer input.

 

It’s interesting you say that ICP is supercritical. I was talking to another member of my team about how we had to evolve our ICP. It’s all ICP. I was talking to another guest who was leading marketing at a fast–growing Series A funded by Sequoia. He was talking about the importance of ICP. ICP is super critical for sure. You did touch upon that earlier about how you have evolved the ICP or how your ICP has evolved due to the market conditions. Earlier, it was mostly the CMOs but now, it’s more on the CFO’s side of the house.

It’s mainly finance as opposed to ops but it can be both. There’s a level of urgency in the business around accountability and optimization that is driving these changes. The revolution that we’re seeing is being generated from the top, not from the bottom. Like every revolution in history, it’s going to have its excesses. There are going to have to be course corrections. As sure as God made little green apples, people are going to overcut. They’re going to cut too deep and do crazy stuff that then will have to be walked back. That’s the way it goes.

One of the ways though that we are trying to help people is to say, “If you use Proof or for that matter something similar to Proof, you will break less glass, or you will break pretty much only the glass that makes sense to break.” That is something that we see resonating with everyone, not just finance or the functions. They are both concerned about that but probably for very different reasons. That’s where it is.

For example, a great subset of this is MarTech stacks or tech stacks in general. The MarTech stacks are being winnowed at a tremendous rate. Being able to figure out what you can dispense without breaking the whole thing is super key. It’s not a new criteria. It’s just that people have suddenly become switched on about it. If you have bought technology and you don’t have the team in place to extract a lot of value from the technology, they will whack it. No questions asked. That’s new. Historically, when money was a lot cheaper, you would buy the tech and then get the recs approved to hire the team to run the tech but that would take you a year all in. Your first year on the tech was valueless. They’re not prepared to entertain that anymore.

There are two things that are of real interest to the audiences of the show. One is a go-to-market success story, and on the flip side, a go-to-market failure story. Pick yours. You can go with either one first, and you can either talk about Proof’s success or failure or a client of yours.

I’ll talk about it in terms of a failure, specifically my failure. A lot of founders go through this but I’m going to say that I went through it. I tended to think at the very beginning that I was not an outlier and that I was more representative than not of the ICP. I was so wrong. In the beginning, we had some great customers who didn’t pay us much in money but paid us a lot in feedback and all that stuff. What you kept on hearing again and again on real sales calls was, “This is the future,” which in the beginning, you take as extreme validation until a sales guy one time reinterpreted that for me and said, “What that means is not now.”

It’s in the future, not now.

Technically, it took a while to get it all straight because it took a while for all of us to get the go-to-market. What I will say to audiences who are in the middle of a similar experience is this. The temptation is to believe that somehow you got something structurally wrong and that you need to shut it down. The odds are very low that’s true. You just haven’t found the point or the use case at which enough people to make the business viable can see the value.

The temptation is to believe that somehow you got something structurally wrong and then you just basically need to shut it down; the odds are very low that that's true. Share on X

You wanted X to be a use case. You need to be willing to let go of that and let customers and prospects tell you what the use case might be. Classically speaking with customers that use the software, the failures are almost always not about execution. They are about something far more fundamental. Your perspective was off. It’s not dissimilar to my problem. What you thought was important isn’t. You forget that it’s a maxim in analytics and data science. Two-thirds of every model should be stuff you don’t control.

Our bias in the most fundamental sense is what we do matters. I have a news flash for you. You are trying to surf a wave that is every bit of 60% to 65% of the equation. You will never control the wave, whether you wipe out or finish with a flourish on the beach is related to your skill. That would be execution, the feedback loops that you build between yourself, and your board in the wave that allow you to anticipate what’s going on to react more appropriately to what’s going on in the wave and not wipe out. That’s it, but if you don’t have the feedback loops and you, for whatever reason, aren’t acknowledging the importance and the centrality of the wave, you’re going to have a big problem.

We had a customer who had an uber-creative marketing team that was creating campaigns that were cool but fundamentally irrelevant to the business and spending hundreds of millions of dollars to do so. If you’re the CFO, you’re like, “What could I have used that money for? Even if I had let that money fall to my bottom line and give it to the street as EPS, that would have been huge.”

This is the inextricable relationship between success and failure because when you recognize the failure and the wrong direction, you move in the right direction. Over time, it’s a huge success. You’re wiping out the negative and embracing, obtaining, and earning a whole level of positivity. A classic is we go in and sell the software. They implement the software. The first 1 or 2 cranks on the models typically show that 20% to 25% of marketing spend is performing suboptimally or not at all.

A lot of people tend to see that purely from a position of ego and thus judge in black robes saying, “You screwed up.” It’s a coach that says, “I’m coming in. I’ve seen this many times before. I’m going to save you a lot of time here and whack this stuff.” You go from 28% suboptimized spend to realistically 2% to 3% suboptimized spend. You do that very quickly and reallocate that money into areas that are winning.

Since you’re running an S-curve or an optimization curve, you know that you’re also not past the point of diminishing returns. It’s a net plus. That’s a huge win. That’s the way I would describe this. Going back to the GPS thing. By using the GPS, you cannot be an hour late for your business dinner but only be eight minutes late with an explanation for that. How is that not a win? That’s a huge win.

We are coming up against time over here. Our final question for you is this. If you were to turn back the clock, what advice would you give to your younger self?

How far back? How young?

Day one of your go-to-market journey. How about that?

It’s almost like a Law of Nature. The thing that scares you the most or that you dislike the most is very likely to be super important to your life and your success. I had the opportunity to go back to my high school not too long ago. She was super close to retirement now and all that stuff. I ran into my Math teacher. When I told her what I was doing now, you could tell that she didn’t know what to do with that because I was not a Math guy in high school. I was an English guy, a Literature guy, and a creative writing guy. I was all that. I made no secret of my distaste but it was fear of looking stupid in Math class.

When I went on this journey with Mark Hurd for a while, I got ahold of a Math tutor. Every single Math teacher anywhere should teach Math like this guy taught Math. He changed me. It was like going to psychotherapy as much as it was Math class. I would encourage you to confront your fears, your dislikes, or whatever word you want to put on them. Confront them transparently, voluntarily, and openly.

Confront your fears, your dislikes, or whatever word you want to put on them. Confront them transparently, voluntarily, and openly. Share on X

In another different area, I had a fear of heights when I was younger. When I was in my mid-twenties, I was dating a girl. She was a nurse who did pararescue. She would jump out of airplanes and things like that. I wasn’t about to look like an idiot. When she asked me to do a tandem jump with her, I did what probably 99% of all males would do. I jumped and discovered that I liked it a lot. I continued to do it for a period but what’s interesting, and I was never able to get past this one, is that if you asked me to do the same thing from a stationary platform or a cliff for what’s called base jumping, I cannot do it. I have not ever been successful in getting past it. I share that as well because I have the same limitations.

Those are great conversations and great insights. Thank you for your time, Mark. I wish you and the Proof team the very best.

Thanks so much.

 

Important Link

 

 

Love the show? Subscribe, rate, review, and share! http://stratyve.com/

 

A CMO’s Approach To A Go-To-Market Strategy With James Kessinger

Posted on by stratyve_ant2yf
B2B 39 | Go-To-Market CMO

B2B 39 | Go-To-Market CMO

 

The go-to-market is all about connecting with your customers to buy your product or service. Who better to facilitate this than a Chief Marketing Officer? In this episode, Vijay Damojipurapu sits down with James Kessingerto discuss the vital role of the CMO in the go-to-market. James is the CMO of Hushly. Prior to that, he has been charting the waters of his career in the field of marketing, customer success, partnerships, revenue ops, and sales. He takes us across his journey and imparts great insights into a CMO’s approach under this strategy. James shares how he has shaped the go-to-market at Hushly and how it has evolved since taking on the role. He also talks about some of the go-to-market successes and failures he has observed, especially among marketers. Full of helpful information from his rich experience, James gives a great show to help you bring your strategy to success. Tune in to not miss out!

—

Listen to the podcast here

 

A CMO’s Approach To A Go-To-Market Strategy With James Kessinger

I have with me James Kessinger who is the CMO of Hushly. He’s coming from a very varied and accomplished background. We will get into a lot of those details during the episode. Stay tuned.

—

Welcome, James.

Thank you. It’s great to be here.

I always start the show with the signature question. How do you define go-to-market?

It’s always a fun one. I look at all teams in the company working toward a common set of goals with measurements and ownership of who’s doing what, which is ultimately led by a CEO. That person owns the go-to-market. At the end of the day, we all support that go-to-market function. That’s how I define it. It’s everybody working toward that common set of goals and with measurements because you have to have measurements.

You are the only one on the show who said that go-to-market is “owned“ by the CEO. No one has ever told me that.

I can’t change a sales comp. If you want to enter a new market or a new country, the CEO has to make decisions.

Both you and I and many others subscribe to what Sangram Vajre and his team and others are prescribing, which is go-to-market is not owned by one person. It should be owned by the CEO who has the entire gambit across all the functions. You did call about the CEO owning the metrics and then driving or guiding each of the functions but if you double–click, let’s go to the next layer, how would you as a CMO approach the go-to-market motion?

Largely, it comes down to what are we trying to achieve because my role is broader than the CMO aspect. I have to look at all functions, whether that’s customer success, sales, or even our dev op stuff, not just marketing. They all play a role in terms of what we’re trying to achieve and what we’re trying to do. Ultimately, once you’ve established this is what we’re trying to do, my job as a CMO, and probably most CMOs for that matter is to help orchestrate a lot of that to happen and making sure, “Is everybody pulling together? What do we have to do?”

Marketing touches everything from pre-sales all the way through post-sales and loyalty at the end of the day. That’s part of the go-to-market. You have to be able to touch the entire evolution of a customer and/or market on what you’re trying to do. That for me is understanding what we’re trying to achieve and who we need to rally together to get that because in the beginning, you may have to have a smaller set of folks and then broadly, you expand that out over time.

That’s all very internally focused. Let’s say you and the team are going after a specific market. How do you define the ICP? How do you do the research and the assumptions around your go-to-market?

We had to do this late last year because we were entering a brand new market that we had. We need data. Without that, you’re flying a little blind. You need to understand why are you making the decisions you’re going to make. For us, it came down to the data. I look at it as we had a set of customers that are more profitable than others but also, they’re using more of our products. The time to close is a little different and a little shorter. Ultimately, we have bigger relationships there.

For us, that was one of the reasons why we chose to nail down the cybersecurity path. We were heavy in technology as a company in terms of our market but when I look at it, let’s focus on this vertical specifically, which is cybersecurity. Is our ICP correct within this? Broadly, it’s correct for what we’re trying to do in tech but let’s make sure it’s correct here too.

That for me is where the data comes in. My job is to help look at how our past business has been looking from a close-one perspective. What do the deal sizes look like? How long does it take to close things? What are we losing? How much of the product are they using? It’s the consumption aspect of it. How many people do they have in the product? Can you start to define that ICP a bit more and then nail it? Ultimately, from there goes everything else. You have to get the messaging and your content ready. You have to start building things around that once you make a decision to go there but the data drives it, “Are you going in the right direction first? What direction should you be going?” That’s what we did.

The data really drives you in the right direction. Share on X

I’m sure we will double-click on several of the aspects over there. Let’s rewind a bit over here. Why don’t you walk us through your career path? You’ve got a very interesting career path. I‘ll double-click on several of the things but I want you to tell your story and how you became the CMO.

I’m the COO and CMO. It’s a bit of a dual role. I’ve been in Hushly for five years. I started as the CMO and moved into a broader role that encompasses more additional responsibilities. Overall, I’m responsible for marketing, customer success, partnerships, revenue ops, and sales. My career path didn’t start there. I started working in enterprise companies that were in growth mode at their time, which is pretty important to say because those companies today are either gone or in the twilight of their heyday if you want to call it that. I started at MCI Telecom.

Its heyday. It was outmaneuvering AT&Ts and Baby Bells way back then. I stayed there for four years. I went into Cisco which at the time in 1999 was a leader in networking and expanding out of their core customer base, which was enterprise, and moving into service providers. It was a new market with new buyers. They were expanding all their products and service business.

Ultimately, I spent fourteen years there. I spent quite a bit of time and did everything from services marketing, partner marketing, and segment marketing, which is the SMBs for service providers. I carried a bag. I was in sales for a couple of years. After Cisco, I went into a smaller company for about a year, ran their channel sales and marketing, got recruited to work in VMware, and ran their American big partner organization for about three years.

That’s where I cut my teeth and built my career because you could do so much in these big companies. I left the big company life and went into my first startup called CloudVelox. We got acquired VMware a year later, which was crazy. Instead of staying in IT, I was using the product of the company that I’m at now, which is Hushly. Rather than rejoin VMware, I jumped into the MarTech industry and moved to Hushly.

I can talk to CISOs and CIOs. You have all the messaging. You can talk to folks but it was interesting to me to talk to marketers, market to marketers, and sell to marketers. It was fun. That was what drew me there more than anything else. I get to touch technology, be involved with it, and talk to marketers pretty much all day, whether that’s practitioners, directors, or all the way to the CMOs. That for me was a fun run here for the last few years here. That’s my story.

You mentioned MCI. Here’s a little bit of my background. I came from India. I was doing my Master‘s. Back in those days, we were all purchasing the MCI calling cards to call back home. It was crazy. After that, I was in the telecom industry at Fujitsu Network Communications and even Microsoft. We were selling to MCI.

We got bought by WorldCom. UUNET was the actual backbone of the internet way back when. That was it. WorldCom became Verizon.

It looks like we might have interacted, not directly but we were selling to the same customers when I was at Microsoft working on the Mediaroom IPTV platform. You were maybe involved at Cisco in the IPTV world. We did cross paths but not directly. Here we are, finally touching ways.

It’s a small world.

You also mentioned selling two marketers in your role at Hushly. It’s almost like you are dogfooding your product and trying to showcase or get folks on the marketing side to adopt your product. That’s a challenge. I experienced that personally when I was at SugarCRM. I was a product marketing director there. I had to use the CRM but at the same time, I was selling to marketers and salespeople around CRM.

We’re all skeptical. I’m probably the biggest skeptic out there for sure. Our inboxes are full of marketing. Honestly, I get SDRs and PDRs. In every agency, everyone is flooding your inbox, and then you got the normal sales reps calling you and trying to sell everything. We are very skeptical buyers if you want to call it that, which is good. The good news is I understand that. I come from a level of understanding. It is about having to prove what you’re doing, which is good.

We’ve got a good product. Without a good product, it’s hard to do any marketing honestly because you’re fighting against your product. If you don’t have a good product in the market, it makes it much more challenging than if you’ve got a product that people care about. You’ve got advocates out there, you can show an ROI, and you’ve got people using it and willing to pay for it. That makes your job that much easier because you can now start to showcase and tell different stories versus if you’re making up a story that’s maybe not true.

Without a good product, it's really hard to do any marketing. Share on X

Your case is unique. Visual marketers get to that point. In your case, you were an avid user of Hushly. You loved the product and then moved over into Hushly, selling and getting others to adopt Hushly.

I was able to at least bang the drum before I got here. It was fun. It worked. The product worked for me, which is one of the selling points of why I came as well. It worked for me and I get it. These are problems that are in the industry. We were a single product back then. Now, we’re 9 or 10 products. It was unique. It solved a unique problem. It was a great story.

Let’s double-click on that. What does Hushly do? Who do you serve? Who are your customers? You mentioned marketing but let’s go into the use cases and the pain points that you solve.

For us, B2B companies or any industry is who we’re laser-focused on. It’s not a B2C. While it could be used there, we don’t go there. We’re heavy technology. We’re in cybersecurity. Our personas and the people that we sell to are digital marketers. They’re folks that care about SEO and SEM and paid marketers. Because we’re an experience and conversion platform, it comes down to the demand-gen marketer. You care about, “How do I activate my content? How do I educate buyers out there and get them to convert?” The demand-gen marketers are probably the main persona that we care about and sell to. Around that, it’s the content marketer. Content is the fuel for your engine.

If you think about the advent of the whole account-based marketing thing that has gone over the last few years, it’s field marketing. Field marketing and the ABM market are out there. They’re the ones that are at the pointy end of the spear because now you’ve got technologies like ours, 6sense, Demandbase, and the other guys. You’ve got the ability now to drive not just one-to-one models but one-to-one in a scalable fashion in terms of being able to use unique page ad things, different ad structures, all of the outbound sequences, and everything else.

It has made that marketer a little more efficient, and since that role has gotten bigger, the ABM marketers have. You have a little bit of that blended demand-gen and ABM marketer that we try to pull together because they’re critical for us. I see that one, and we have people buy our APM side of the platform. We get introduced to demand-gen marketers later.

That has been an interesting one. That’s the main one out there. The ones that are still there because I’m a big partner marketing guy are their partner marketers. There’s a lot of indirect stuff that goes on. They have these big MDF budgets. Is the vendor out there? How do I get partners to activate these partners on digital campaigns and be able to use our technology but at the same time, use our content and things and help them market better their services and their uniqueness?

Part of what at least I’ve been helping some of the partner marketing teams now do is leverage our technology and use it across however many vendors they want. The idea is to try to now tell a story but be scalable with what you’re doing, even if it’s making your Salesforce lounge. You’ve got another lounge over here at Cisco or whatever is in your quiver as a partner out there. You should be able to have different stories for different things, capture your leads as they come in, and understand those leads are attached to accounts.

B2B 39 | Go-To-Market CMO
Go-To-Market CMO: You should be able to have different stories for different things and capture your leads as they come in.

 

I’ve been studying CMOs and something that sets up other CMOs and go-to-market executives in general is it typically revolves around three pillars, which is content, which you mentioned earlier. Build a winning go-to-market. It’s typically around content. You have a community, and then it’s experiences/events. These are the three typical playbooks that I’ve seen. There are more. I‘m curious. How have you shaped the go-to-market at Hushly? How has that evolved over time?

There are two things. As with any small company, it’s sales-led first directly. Unless you get out of the gate with a partner model, it’s sales-led. Now, with the advent of a lot of this product-led growth stuff where I can come on and turn on a product for somebody and let them try it, and then they hit their maximum pretty quick, “If you want more features turned on, give us money.” We started with sales-led growth. We have moved into some partner-led activities.

The community stuff is something that we’re part of but we’re not probably driving a large community. As we continue to go, I’m looking at where can I put my foot and my stamp on various other communities that help drive relevance for us because communities take a long time. You have to have somebody dedicated to that who can drive conversations, stimulate the community, and build the community for that matter. That’s a different lift.

PLG is a whole different motion. Your products, your back end, and everything have to be set up. Your sales model is different. Your marketing motions are different. Whenever you take any one of these go-to-markets, you have to be prepared for it and thought through. You have to think through what you’re going to do. We looked at PLG. We’ve got a couple of products we could probably turn into that but we need to make some fundamental changes in the product to do that.

B2B 39 | Go-To-Market CMO
Go-To-Market CMO: Whenever you take any one of these go-to markets, you’ve got to be prepared for it and think through what you’re going to do.

 

Before, we were like, “We’re PLG.” Let’s fix these things and make sure that we’re ready to be one-touch because you don’t want to have a bad experience. The bad experience is going to screw you up. Once those things are done, then the rest of it you pull together, which is like, “The product is ready. Are the rest of the pieces of the puzzle ready to go with you?”

Especially the last piece that you mentioned around PLG takes me back to my time when I was hired at GoSite to lead their PLG effort. One of the things that we did was we said, “We are all in on PLG.” That was about 12 to 18 months prior to my joining. It’s hard to let go of your existing go-to-market motion that’s working. There are a couple of things. You want to target or move upmarket from micro. In our case, it was micro businesses like one owner to quantify employees and then move to 20 to 50 employees and above. We were selling primarily through inside sales.

That was still happening but at the same time, we wanted to go and move everything to PLG but there are bigger questions that we need to answer. First of all, are the buyers and the users that we are targeting comfortable trying the product on their own? Will they make the jump to move and purchase? Even prior to that, are there onboarding hurdles? Those are the challenges that we ran into.

Those are legitimate. Think about it. It’s the person in the company. If you say, “We’re SMB. We want to move to the enterprise,” that’s still a pretty big lift. You need a different Salesforce. You get a different comp structure. You need different marketing. Is your product ready? Is it enterprise-class? Here’s a short story on this one. In Cisco, we were going reverse. We were enterprise and certified. We started up this small business group. Think about it that way. It’s a purpose-built product and everything.

You can’t go down to the SMB and have an enterprise-lite product. You have to talk to the SMB. Small doesn’t mean stupid. We did all these focus groups. Small doesn’t mean we’re dumb. We’re businesspeople. We run a business. We don’t need an enterprise-lite product. We need an SMB product. It needs to fit what we’re trying to do. We did purpose-built products.

You have to do the work, whether that’s going up or you’re coming down, or whether you’re trying to do a completely different motion like the PLG versus a sales motion. You have to think through it. There’s a lot of big lifting that has to happen when you make one of those changes. The people that started a PLG product that want to go on sale are in the same boat. They have to now figure out, “What kind of salesperson would sell this thing?” It’s not going to be that you’re selling the PLG because you got that. What are you selling if you’re trying to sell it at the enterprise? Is it a seeding strategy? Do you need the seeding strategy wrap? You have to go through it.

We can go on different go-to-market mistakes but we’re not going to cover them in this episode for sure. Taking a step back more on the lighter side, how do your folks and your family describe what you do for work?

I have five little kids. I would say, “He talks on Zoom or Skype, sits on his computer all day, types on a keyboard, and makes some interesting pictures, graphics, and slides.” That would be pretty much the extent of “That’s what dad does. Dad says he’s in marketing but I don’t know.” It’s hard. I have elementary school kids. They’re not going to grasp what I’m doing, whether I like it or not.

Let’s get into the next section, which is around go-to-market successes and go-to-market failures. It’s a segment that the audiences love to dig into. As you and I know, go-to-market involves more often than not more failures than success stories. I‘ll leave it to you whether you want a success story or a failure story but we should cover both for sure.

We covered the success one a little bit earlier. It’s probably worth saying. At least I’m proud of it. The idea is to get alignment across all parts of the company and go after cybersecurity. It was nice to make a decision because it started with the data. It wasn’t a bunch of conjectures or somebody saying, “We have to go this way because we think it looks great.” You look at the data.

That for me was the big piece but before we were able to make that decision and before we had the data, I knew we were trying to do it. It was also about operational excellence. We had to get our operations in order because with startups, you can build and keep running, and you got a lot going, but if you don’t take the time to also connect a lot of the dots in your infrastructure, you have bigger headaches as you get bigger. I’ve seen that as well. As you get big, you got human middleware being thrown in there.

For me, the big piece was getting operationally efficient, meaning getting HubSpot working properly and understanding the data flows because we use it for CRM, not just the map. We’re using it for both mapping our product in there and what we’re doing with all the analytics platform stuff. Everything that we’re doing is pumping all that data in and understanding that 360 of the customer, where they began, where they ended, what they start using, how long it takes to onboard, and all that stuff.

Taking all those things into account was a success for us, and then being able to use that data, make a decision, ultimately move into that market, and full force head in there. I was in there a little earlier in November or December, but as a company, I was trying to seed. I’m doing more of a seeding strategy but then in January, we pulled budgets around there. We got things worked out on sales and CS.

Everyone is singing the same song sheet and driving through there. That for me was probably a good success. We’re seeing success. That is a good one to start with. When you think about go-to-market failures, God knows I got them from way back everywhere. It’s always interesting. I heard this from a leader way back, “Feedback is the breakfast of champions.” Whether you win or lose, you have to keep trying stuff, but making a decision that isn’t grounded in enough data is always a failure that marketing has to be aware of.

You can make decisions in sales, “This thing is going to probably come in. We know it’s coming in. We’ve got it as upside rather.” There’s enough data out there to understand that you only have about ten conversations that have happened. It takes twenty to be able to close a conversation. You’re not going to close this thing this quarter. You’re not near it. A lot of the predictive stuff is getting fine-tuned out there but marketing has always had that.

For us as marketers out there, your failure is going to start usually at the data. If you cut something too short, that’s a risk as well because if you cut it short, then not having enough runway and enough data to say whether something was a success or failure, that’s as bad because you’ve altered the outcome, “We’re going to run this for a quarter. This thing was terrible.”

As marketers out there, your failure is usually going to start with the data. Share on X

The reality is if you know your sales cycle is 6 months or 9 nine months, and you’re running campaigns, messaging, and stuff, it takes a while for some of these things to catch up. You have to understand you’re taking people on a journey with your content and your sales team. Everything is stitched together. You have to give them time to play out. What too many executives do, whether that’s CEOs, COOs, and even CROs because sales is guilty of this as well, is “This thing is not working. We have to get out of here.” it’s like, “It’s actually working. What we’re seeing is incremental successes come through.”

Ultimately, what you start to see down the road is you’ve got a close-one business and better engagement. You’re getting more at-bats. That’s where I’ve seen stuff for me in the past. I’ve cut it off too early and I make a conscious effort now to say, “This is going to run for this long. I want to see these milestones hit right in terms of some incremental successes along the way.” You have to be able to see some things because you have to tweak them.

Marketers always need to be trying things but also tweaking things. Ultimately, you’re trying to tweak it to make sure that it’s not just “We leave it out there. Hopefully, it works. It didn’t work.” You need to be working with it the whole way and understanding the ebbs and flows. Like ABM, you have to have weekly cadences with sales. You have to understand, “These things aren’t working. These 20 accounts are engaged while these 40 are not. Why are these guys engaged?”

It’s about digging into the details and the data, understanding and working the problems that you see, and ultimately trying to make these things successful. That for me is the big number. The biggest failure I see is not letting things run long enough and not using data to make decisions. Sometimes you have to buck the system, especially as a CMO. It’s a hard position to be in because you have to be able to tell the CRO. If you’re reporting to a CEO or COO, you have to tell them, “We’re going to lean into this a little further.” You have to make the call.

B2B 39 | Go-To-Market CMO
Go-To-Market CMO: The biggest failure is not letting things run long enough and not using data to make decisions.

 

A lot of the time, you need to have a seat at the table. They have to respect you. Respect is earned and all that good stuff. At the end of the day, you’re there for a reason. You’re there because you know your job. You’re not the CRO doing the CRO’s job and predicting and forecasting. That’s not what you’re doing. You’re doing marketing and helping them tell the story, get the at-bats, and sell to accelerate. That’s where you need to be. You need to be able to own that and the market transitions, “We see a market transition happening. We need to be able to capture that.”

You covered a lot of important points when you were mentioning the success but more importantly when you’re talking about the failure. The key lesson that at least stood out for me was, first of all, not letting something run long enough. Typically, in go-to-market engines and teams, I’ve seen people try something for a couple of weeks or a month and then pivot.

It’s terrible. You can’t do that. If you’re going to do something that short, then don’t do it, honestly.

That’s one. The second one you talked about is around data or using data to make a decision either to pull the plug or to show that we are making incremental progress and then you continue that. Can you share a specific example? You did mention one around ICPs. Is there anything else that comes to mind either from VMware or Cisco?

We were doing a program. We built part of the marketing concierge. I was using an external agency to see “How do you help these smaller long-tail partners out there?” You have your top 100 if you want to call it that. They don’t usually need a lot. You give them some money, and you can approve their plans but then how do I help serve a lot of these long tails?

What we used was a concierge program. The concierge was like, “Think about the fractional CMO world of a fractional CFO. I have a marketing person that’s here to help you plan and execute marketing campaigns on your behalf.” For most of the smaller partners out there, it may be a team of one. Sometimes it’s a salesperson dumping as a marketing person.

It was a great success but you’re not going to see that right away because they’re in the same sales cycles as your company. What we’re able to start to show was that over time, they’re inbound because it’s now about the partner. The inbound leads for them were going up. Their meetings and at-bats were starting to go up. Their deal regs were going up. You saw that over the course of two quarters.

What you started to see were incremental things happening in Q1. A lot of things had to happen but when I started to do the measurements, it was like, “Let’s look at six months, and then we can reverse. Do we see any little things happening?” There are some green shoots here and there but broadly, what you started to see was that happening over the course of the year. We were able to do $400 million in the pipeline, which is pretty huge. I had a whole slide on the thing. We were able to do $80 million a quarter in a net new pipeline and activate partners that were selling either nothing or next to nothing for us.

This was for them a big boom because now they’re getting business from us and a little bit of money, which was a marketing concierge. How do we help them do that? For us, it was great because in the aggregate, looking at more of the program or the application of stuff. For individual partners, some did well, some didn’t, some did okay, and some didn’t do great. At that point, it’s like an ABM strategy.

You’re going to cull the herd a little bit, “These ones are doing good. Let’s put more in. Maybe we move them to a different model.” You begin to evolve but that for me was pure go-to-market play which was, “We need to do something not just for the 80/20 rule, probably 90/10,” 10% of your partners are probably driving 80% of your business, “How do I activate even the next level down because I can get these guys going for multibillion-dollar companies?” That can be a big jump. That’s important. When you get advocates, they’re going to get more certifications. They want to start selling your stuff.

One other thing that you touched upon earlier is we need to convince the CEO, the CRO, and others around, “We need to extend this initiative, campaign, or program a bit more even though we‘re not seeing.” That’s one area I have personally struggled with in my previous role. A COO and even the CEO asked me, “I‘m not seeing any leading indicators moving on this. Is this going to work for us or not on this specific paid digital as an example on LinkedIn or Facebook?”

There were some points where I said, “The data is showing otherwise,” but I had a tough time. It was a challenge for me personally, especially as someone like an INTJ who is very data–driven and thought–driven. I used to struggle to give a response. What is your advice? If a marketing leader is in that position, how would you frame that?

I can use my example in that one, especially ads because ads are very subjective but now, it has gotten a lot better. When I look at ads, let’s say LinkedIn. You can pretty much start to see early indications about what’s working or what’s not quickly. I’ve noticed that even with us. That’s where you’re not waiting a quarter to adjust your ad strategy for sure. That is a real-time endeavor that’s happening.

We’ve got five content pieces out there. We’re swapping them out every two and a half weeks with different ad structures and different-looking ads. Sometimes you’re re-skinning stuff every month but it’s because I’m seeing immediately when things are going up. They hit a plateau and then start to fall out. If I take that same ad and re-swizzle it with different content, a new call to action, and a different graphic, it can go right back up.

On those kinds of things, the leading indicator is, “How many downloads are we seeing? What are we seeing?” That’s an evolution. It’s the lead strategy. I’ve got leads coming in from various companies that are doing certain things. We’ve got them to dial this one thing from LinkedIn. We’re going to get them into a bit of a nurture flow. We want to get them back to our website and start consuming content.

That’s what we’re measuring, “How much consumption is happening? What personas do we see engaging with? Are these in our ICP?” All those come together, and then we start to see meeting requests coming through from these LinkedIn ads that were then on our side. You have to be able to start. That takes time. You turn on the garden hose. It has to go from the beginning all the way out toward spring. It’s the same thing with any of those strategies.

You have to have the ability to understand that you can affect some things upfront and tweak those things because if you don’t have ads that are working upfront, you’re going to know right away. You have to get your content right and your message right. You should start to see. Ultimately, the later stages are where you start to see, “The consumption is happening. The downloads are happening.” You start to see the demo request or the meeting starting to happen.

Those are long plays. That’s SEO. You have to get your domain authority. That’s a long putt. SEO is a year because you have to build it over time. You have to understand, “Are you going after your keywords and your long-tail keywords? You need a lot of content. You need to start getting rocking.” It takes time to build that up. That’s where the ad strategy can help you short-circuit some of that but it still takes time to get that earned media versus everything else.

Once those two strategies are together, your ads are probably going to be at the end of the day driving the majority of your inbounds and that stuff but over time, you will see that the other SEO that earned media is starting to drive as much if not more, helping your ads for that matter, giving you a little more lift than what you’re doing, and even reducing your cost of it as well. Those are where I see the big ones.

That’s a great explanation of that. You can attribute and measure the performance of many of the channels, especially digital. You can see the feedback loop coming in 1 to 2 weeks and know if it’s working or not. SEO will take time, six months at least, if it’s working or not but then there are other channels like a community or a podcast. You may not be able to show attribution right away.

It’s people doing the big awareness campaigns. The more you can push things out there about your brand and who you are, you’ve got a good community. You’re nurturing this community out there. Those are all seeds. You’re sprinkling seed in the ground at the end of the day because you’re trying to show thought leadership. You’re trying to show you’re different. You’re trying to get advocates out there.

B2B 39 | Go-To-Market CMO
Go-To-Market CMO: The more you can push things out there about your brand and about who you are, the more seeds you are sprinkling in the ground to nurture your community.

 

Even if you’re not flogging everybody in the community about who you are, you’re stimulating conversations about B2B in this case. You’re having a B2B broad go-to-market conversation out there. It’s not like you’re trying to hammer somebody over the head with, “You have to buy this.” All those are seeds out there. Communities are good for that. You get people that naturally will be like, “What is this person all about? That was an interesting podcast. I should look at what they’re doing as well.”

The community stuff and a lot of the things that you see out there are all strategies that help earn your brand. There’s a lot of work that has to happen on the brand, especially for small companies. When I was at a big company, I was always a steward of the brand. What you don’t want to do is you’re the guy that ended up getting on CNN or CNBC, “Sorry about this,” and walks into the back.

You’re a steward of that brand. You didn’t build that brand. That brand was built long before you got there. You’re now having to take that brand and keep pumping it up. At the end of the day, they built that over time with you hopefully on the bus. In the startup world where I’m at, you have to build the brand. You’re building demand, and you have to capture the demand at the same time. It’s a different deal.

You have a varied skillset working at large companies, keeping up the brand, driving demand, and working with the different partners, go-to-market channels, and then the younger startups or the smaller companies. You have a breadth of experience, skillsets, and strengths. Coming back to strengths, what would you call out as 1, 2, or 3 strengths of yours when it comes to go-to-market? What do people reach out to you for?

I would start with this. Problem-solving would be the first one. I can typically look at any situation, quickly diagnose the problem, and place several scenarios in my head with multiple solutions. I tease out ways to have better outcomes. I’m a logical thinker. I use data but I also use experience to help guide my thinking because God knows I’ve made plenty of mistakes. That to me is one of the areas that I know people come to me for. The other one is I get things done. Let’s make sure we get it done because you can’t pontificate forever. You can’t have analysis paralysis. You have to be like, “We have to get them.”

I like to jump in, do the work, and then bring others along so that everyone can see the vision and the outcome but you have to be able to start some things. The big executive companies always have these huge edicts out there, “Do this.” You have to take these edicts. It’s like a CEO, “We’re going to go here. We have to figure that.” You have to go, “Here’s how we need to get here.” You should be able to diagnose problems but get something done. There’s enough time to analyze and do things.

That’s one of the things I probably have excelled at from being in big companies and watching these things. Now, at a small company where you have to not just have your edict out there, I’ve also learned to start doing that, and then bring everyone with me, “Do you see where I’m trying to go? Do you see the vision?” You’re leading the charge on that as well.

That for me has been a big one because what you’re able to do when you bring people along is you’re able to have that output more refined because it’s not just you. You’ve got more people helping you refine things. They’ve got the unique experience they bring to the table. In the end, you’re showing results and you’re able to get things done. If you’re only doing a strategy without any execution, it’s like having a theory that you can’t operationalize. Those are the two. It’s problem-solving and I like to get things done.

That’s pretty cool, especially the second point that you mentioned about getting things done. I can’t recall the exact name. I don’t know if it’s Frank Slootman or a couple of others who mentioned strategy. When you boil it down, it’s all about execution. Execution helps you build your strategy, not the other way around.

Every strategy fails at execution. That’s what it is. If you can’t execute, then the whole thing is dead.

Every strategy fails at execution. If you can't execute, then the whole thing's dead. Share on X

Switching gears, we are coming up on the last couple of segments. I know you need to do other things over here. Who do you lean on? What resources do you lean on like people, mentors, communities, or podcasts? How do you keep up to date on not just go-to-market but even clearing your mind and being fresh all the time?

Honestly, I talk a lot. I talk to real people, whether that’s our customers or other marketers, and listen. A lot of times, you have to listen to what’s going on. I’m in these communities. I’m in a bunch of different ones. I like to be a bit more of a fly on the wall. When you’re coming from a MarTech company, you’re talking to marketers. I try not to interject too much because it looks like you’re selling but I like to understand the conversations that I’m seeing because I like to take things and boil them back up. Are they seeing bigger problems? What’s happening out there?

For me, it’s more listening and reading between the lines of the different conversations that I have. That’s how I stay up to date because I understand the things I’m seeing, where customers are saying it’s going, or general people like, “We’re using this. We’re doing that. Have you seen these things?” Those are interesting to me. Communities help because they curate different types of conversations.

Sometimes people are more comfortable in a smaller community or a little group. You will get more real unvarnished opinions if you’re chit-chatting with somebody. That to me is the big one out there. Staying active in those communities and having those conversations is the best way. I read some books here and there but I’m a book on tape versus reading because I read a lot of stuff on email every day. I try to save my eyes. Honestly, those are my main outlets.

If you were to look back at your career, who were the 1, 2, or 3 people who played a role model, a sponsor, or a mentor that moved your career and created certain inflection points?

There are three. I’ll preface this. Two of them are from Cisco because I spent so much time there. The first one would be a gentleman by the name of Mike Farabelli. He was our VP of Services back then. He went on to Microsoft and became one of their GMs there. He had an awesome work ethic. He gave me room to try anything and fail. He also had some good feedback and some good mentoring honestly. He would be one. I haven’t talked to Mike in years.

Lauren Ventura would be my next one. She was a manager of mine. She hired me into Cisco. I worked for her twice at two different companies, believe it or not. She was a great manager and a great leader. She was there for me, even to this day. I’ve worked for her twice. She’s smart. She’s another one who gets things done. There’s something to be said for those kinds of people. She’s very analytical, thorough, and everything else. She was great to work with for that matter.

The last one I would probably say is my current CEO and co-founder. I’ve been here for five years. For me, building a company from an idea and then trying to nurture that idea into a business and continuously grow and evolve is truly amazing to see. It’s hard being on the ground floor, and I’ve been able to see that, and doing a bootstrap for that matter. We have even taken the money.

It’s even more of a challenge because you’re having to do things that are unnatural versus how you can spend willy-nilly out there. It has been interesting. He has been an interesting one. I’ve learned a lot probably more of a business lens by dealing with Jeff. That has been interesting for me. He’s one of the influences. He’s helped me grow from that pure business perspective.

I learned about the fact that Hushly is a bootstrap. Building a bootstrap business is a huge challenge. We talk about building tech startups, assessing and validating your problems, and then doing the product–market fit. I’m trying to do a fundraising. That’s a whole different thing. I imagine the money that you need to run your business has to be generated by your business to grow. That’s another level of challenge.

You’re running it on invoicing. It’s failing at invoicing, and then you run out of business. That’s what it is. When people talk about efficient growth, this is efficient growth. It’s how you get efficient with what you’re doing. You apply that to any funded business. You need to get efficient. There are always ways to get more efficient but it’s a must-have for a bootstrap.

One final question for you is this. If you were to turn back the clock, what advice would you give to your younger self?

It’s probably not related to marketing. I would say, “Stay long your Tesla call options for ten months longer, and you’re not working again.” That would be it, honestly. I had some great call options out there but I digress.

I never expected that response. On that note, it has been a great conversation, James. There are a lot of insights, anecdotes, and lessons for our audiences. Thank you. Good luck to you and the team at Hushly.

You bet. Thanks.

 

Important Links

 

Love the show? Subscribe, rate, review, and share! http://stratyve.com/

 

The Holistic Approach To Marketing: How Arbinger Is Changing Approaches To Marketing With Lisa Sharapata

Posted on by stratyve_ant2yf
B2B 37 | Arbinger

B2B 37 | Arbinger

 

Marketing isn’t just about selling a product, it’s about understanding and shaping the mindset of those you serve. Whether they are consumers, retailers, or both. In this episode, Lisa Sharapata, the CMO at Arbinger, shares her incredible career journey from creative design to marketing. She dives into the unique challenges and opportunities of the B2B2C model and how Arbinger is reshaping marketing. Lisa also discusses the importance of performance management and shares other strategies for success that have helped her rise to the top. She also introduces the concept of the inward versus outward mindset and explains how it can transform both individuals and organizations. If you are looking to gain insights from an accomplished marketer with a unique perspective, then tune in now.

—

Listen to the podcast here

 

The Holistic Approach To Marketing: How Arbinger Is Changing Approaches To Marketing With Lisa Sharapata

In this episode, I have the pleasure of hosting Lisa Sharapata, who is the CMO at the Arbinger. Lisa and I have been crossing paths and spoken on and off over the last few months. I won’t get too much into the details and spoil the fun here for all of you readers. Welcome to the show, Lisa. I’m super excited to have you on the show.

Thanks for having me. It’s great to be here.

The signature question I always ask my guests and I start the show with this one. This is what the readers love to hear as well from the guests, which is how do you define go-to-market?

It’s a hard thing to define. Also, I’m guessing every guest here said something a little bit differently and if I even asked everyone in my company how they define it, it would be different. For me, it is the holistic approach to how you are going to market. That includes what is your product, what’s your product offerings, how are you pricing and packaging, and positioning them to go to market. It’s your brand and your marketing strategy. What channels are you using? Is it inbound primarily, outbound, and those types of things? How are you looking at customer expansion? How are you looking at lifetime value? All of the different gadgets and things that we have control over for how we are approaching taking our product to market and making revenue.

In the common threads that I’ve seen and heard from the different guests, one thing that stands out is it all starts with the customer, the buyer, and the user persona whom you’re serving with your products and services. It always starts with that. After that, you need to work internally as well as with your partner ecosystem as you are serving your customer base and user base. That’s been a common thread and that’s what you referred to as well.

You also touched upon the different channels. That’s a big factor in the go-to-market, which is what are the different challenges inbound? Is it outbound? What type of motion? Is it product-led sales, product-led growth, sales-led, and so on? Something that you touched upon that not many of the guests have touched upon, Lisa, is it’s not up to the point where a person becomes a buyer or a team becomes a buyer or customer. A lot of heavy lifting happens after or once they become the customer. You also indicated the different metrics around that. I think that’s a very important point we should focus on. That’s a great start for sure. Why don’t you walk us through your career journey? A quick summary of what brought you to the point of where you are now and who you serve.

I started in graphic design and I love telling that story because I didn’t know anything that I know now when I came out of college. I was more focused on the creative aspects like branding. I worked for an agency and what I quickly learned about myself was I want to understand my audience. I want to understand the why behind what I’m creating. This side of things is very subjective. However, if I knew who I was serving with that piece at that moment or what the purpose of it was, it was so much easier for me to do something effective. To get those answers, I ended up becoming more of a strategic player in the marketing world by moving in-house.

I enjoy and prefer to be working for one company instead of a whole bunch of them so that I can be the driving force behind the why we’re doing what we’re doing and how we’re going to do it. Over time, I moved into B2B tech. I was in that space for over a decade. I’m now with a company called The Arbinger Institute, which is a leadership development and culture transformation. We will move into the tech space, but I’ll say for right now it is nice to be more focused on, “We’re trying to get that product market piece down and understand our audience and how we can best serve them before we grow into that new world.” It’s been a breath of fresh air.

Sometimes it’s better to work for one company instead of a bunch of them. It allows you to be the driving force behind why you’re doing what you’re doing and how you’re going to do it. Share on X

I think you are one of the rarest people or the fewest people who have started their career in creative design and worked their way up the marketing chain, all the way up to a CMO. It’s very impressive and very inspiring. I’m looking at your LinkedIn profile. Earlier on, you started in the creative world. You are at Richmond American Homes. It has nothing to do with tech. You are in the retail space, which is Kohl’s and Jockey. You are at Encompass and you are the marketing director serving the retail world. Is that correct?

Yeah. It’s called the B2B2C model. It was very interesting because we were creating a product to sell to retailers, but we also had to help them sell through to the consumer. Again, I learned a ton about understanding my audience and it’s all applicable. It all comes down to the same things. People buy from who they like and trust and you got to create a great experience. It was helpful.

B2B 37 | Arbinger
Arbinger: The B2B2C model allows your product to sell to retailers as well as help them sell through to the consumer.

 

I’m curious. You made the jump from a creative design space to retail and then something happened. You moved to Teradata into the tech world. What were some of the key factors or was it by accident or by design? How did that happen?

The first company that I worked for outside of an agency was called eCollege. They were one of the first IPO tech companies back in the day. One of my old bosses from that company was at Teradata and she was like, “This would be the perfect place for you. You’d be such a good fit here. There’s so much you can do.” She sold me and she brought me in and the rest is history.

Since then, you’ve worked at big brands including 6sense. You’ve worked at Mindtickle and BoostUp.ai. It was a tech startup and then you also ventured and played the role of an advisor. You are currently an advisor with Hushly and now you’re a CMO at The Arbinger Institute. Switching gears here, you did mention at a very high level what you do with Arbinger. For the benefit of our readers and also to set some more context here, do a quick 30 seconds of what Arbinger does, who you serve, what are the different challenges, and how we are looking to reshape the marketing and go-to-market there.

Arbinger started many years ago and it’s based on this concept of mindset being the thing that is going to change outcomes. One of the things that have resonated with me is you can’t change behavior in a meaningful lasting way without changing your mindset first. Think about your New Year’s resolutions and statistics around how many of those behaviors don’t stick because, without a fundamental shift in your mindset, it’s hard to change your behavior. Over time this has become more of a focus on B2B, on corporations and how we help them to achieve their desired results through a change in mindset. The premise comes down to this concept that with an inward mindset, we’re treating people like objects that do not matter.

They’re objects. They are obstacles. They are things in our way basically of getting what we want. For an organization to achieve its results, everyone needs to be collectively working together. If everyone has their own agenda, you will not get the collective group as a whole to achieve those results. You run into silos. You’re going to run into people. Some people will shut down. They’ll quit and resign. You’ve got other people who you are going to have no situational awareness of and be pushing other people who then are not as engaged.

You’ll run into all these different problems when you have that kind of mindset. We’re focusing on leadership development and helping create leaders who can see others as people whose objectives and needs matter as much as theirs do. When you look at things from that perspective and you’re all in it together working towards a common goal and objective, you are four times more likely to achieve those results.

It’s our primary focus. We also have a solution called Performance Management which is more on the performance side of things. One of the things we say is don’t hold people accountable but create accountable people. If I’m sitting over your micromanaging telling you what to do when I walk away, are you going to keep doing it? You want to create a culture of people who are accountable to the bigger goals who want to do what they should be doing.

The third piece is outward inclusion. It’s a DEI product offering, but it’s focused again on inclusion and belonging and putting your biases aside. Seeing people as people who matter as much as you do. It’s amazing how much of a difference having a culture of inclusion and belonging creates. Google did a study quite a while ago now to figure out what creates the most productive teams and what they found was psychological safety was the number one thing. If you don’t feel comfortable coming in and being able to speak your mind and help things go right to say, “I’m seeing this,” or bring new ideas to the table, that psychological safety piece is one of the biggest things that keep companies from achieving their results in performing. It’s all connected and we’re helping companies overcome those problems.

I think you’ve touched upon a very important point, which is the inward versus the outward mindset. A lot of times, especially at workplaces, I personally experienced it myself when I was leading and building a marketing team. There is always this constant pressure of delivering on the pipeline goals, the metrics as well as, “Where are we at in a critical launch that we’re looking at? There’s a major new branding and our website redesign now, where are we at?”

There’s a constant stream of things that are being thrown at the marketing leader. Again, it depends on the environment and the safety net that it’s created by the leadership team overall, more often than not, that pressure for a marketing leader is being pushed into his or her reports. It also goes sideways in terms of the peers and that’s when a lot of the blame game and finger-pointing happens. Generally, it comes down to the inward mindset, which you did point out very aptly, Lisa.

Blaming others instead of taking accountability is one of the biggest red flags.

Blaming others instead of taking accountability is one of the biggest red flags. Share on X

Who do you serve and what is your go-to-market like? I’m not expecting you to disclose any competition.

One of the things I’ve done since we got here is tried to narrow down our ICP fit because now it’s become a joke. Something I was saying when I was interviewing here is we should technically be serving anybody who has a soul. The sky is the limit. If you can see the humanity in others, then this work, if you get into it, should make an impact on you and your life. It’s not only in the work environment. It’s holistically. I’d say about 30% of our business is Federal government. Another 20% is in the public sector, state and local, and the rest is corporate. Again, we’re trying to keep that a little more narrow so that we aren’t boiling the ocean with our go-to-market to get started. This product can help anybody.

B2B 37 | Arbinger
Arbinger: Narrow down your ICP fit so that you won’t boil the ocean with your go-to-market to get started.

 

How would you define your go-to-market at a broad level? Do you have a sales team versus do you heavily rely on inbound versus a channel or partners?

We’re in build mode big time right now. We hired a full sales team to support our go-to-market. It was all referral-based up until probably mid to late-2022 and repeat customers. We’d bring in some new ones here and there, but it wasn’t like this crazy new inbound come there. There wasn’t much going on with the marketing effort there. Now, we’re looking to make it much more holistic. We’re building the account-based marketing revenue engine and we will be going outbound. We will also be trying to pull in more inbound, create more awareness, and start to grow again more holistically using a multiple-channel approach.

Lisa, we dive into what Arbinger does and what you’re doing at Arbinger around the go-to-market, and who you serve. It’s pretty cool stuff there. Something else that I ask my guests that pretty much everyone enjoys and talks about is the scenarios that entail both a go-to-market success story and a failure story. In your case, if you were to go back in time, what would you call out as a go-to-market success story and why? Also, your lessons and learnings from that.

One of my biggest successes was when I was back at Aprimo. At that time, we did not realize the extent of what we were doing, but we made an acquisition. Let me give you a little backstory. Aprimo was a marketing resource management newbie that created that space. It did not exist back in the day. They became the leader on the Gartner Magic Quadrant for thirteen years running in that space. Teradata acquired them for a crazy amount of money back then.

It then sat on the shelf for seven years in Teradata’s portfolio and there weren’t a lot of advancements made to the technology. They were only reaping the return on investment until it got to a point in which the marketing business unit of Teradata got to private equity. They sold the Aprimo entity and a few other small things bundled together and we went back to the name Aprimo, which they had purchased the rights for.

We pull out and basically, time had stood still for seven years with the exception of hundreds of thousands of customizations that were made because our technology was on-prem at that time. We’re in this rat’s nest of a mess and a whole bunch of new competitors came on the market at that time as well. One of those was called Workfront. You may have heard of Adobe acquiring them for $1.5 billion a couple of years ago.

Workfront came in and a few other competitors. They were SaaS. They were cool, UI/UX, slick, and everything for Aprimo was turned on its head. What we did was we acquired a company called DAM. They were a digital asset management company. We created a new platform and a whole new go-to-market strategy and story. We changed the whole space on its head because now we could integrate what you’re doing with your resources with the actual creative that you are producing and everything flowed. We also had a piece that could measure the ROI, even the amount of hours that were spent. Everything that you were doing against it.

The success piece of that was we became the leader again. We changed the whole landscape. If you look at the go-to-market maturity model, we were getting back into this, “What’s our product market fit? Do we even have one anymore,” to becoming the gold platinum standard for a platform in our space? It was amazing. It was pretty cool to be a part of that.

I’m looking at some of the numbers. While you were there, you took the company from $12 million AR to $50 million in three years. Those are some crazy numbers and growth for sure.

With private equity too, I’ll say it. We have a huge budget.

You also mentioned repositioning yourself and finding a new product market fit. How did that thought evolve? Can you dive into some of the details there?

It was a strategic part of the acquisition. When we looked at why would we buy this DAM, there were a few things that did for us. First of all, they were based in EMEA and we did have customers in EMEA, but it opened up that market for us. Second of all, they were more mid-market and we were more enterprise. It helped to bring together those worlds and expand our TAM. The third piece again was nobody else could do this. They had to buy 2, 3, or 4 different things to do what we could do with this integration. We had a platform story and a huge advantage, especially with the analysts. On top of that, part of that strategy was we also hired one of the analysts in the DAM space to come work for us. We went into it with a plan.

You and I know and everyone knows that go-to-market is not always up and to the right. There will be challenges and bumps along the way. If you go back in time, what would you share in terms of a GTM failure story?

From there, I went to 6sense. They’ve gone up to the right for sure. After that, I went to a company called Mindtickle. It was a great company and they’re still trying to figure things out there but the thing I think that was the fail there in the same vein as they were sales enablement, sales-readiness. This a platform that could not only ramp, train and coach your reps and your customer-facing folks but also measure success.

There was a grid. You could see, “Here’s where someone’s strengths and weaknesses are. Let’s give them this training. They’re not as good at objection handling.” They had a sweet spot and a good story and we got $200 million in nine months between two different funding rounds and new investors coming in. They had a different idea of what the go-to-market and what the product should be than the current. That was adding call recording.

I’ll say this was something hard-fought. It’s a huge market but it’s also a space the Gong and Chorus are. “There are established players in this space. Let’s stick to what we’re good at.” There was a vision of how this information would help feed this engine to be able to see someone’s capabilities in how they’re performing but it was like, “Should that be an integration?” It only became this huge distraction. A lot of resources and time went in into trying to figure this out. How do you position it? We took our eye off what we already had established as our product market fit and tried to create this bigger platform and go into this new market. It wasn’t our sweet spot and it hurt.

I can put myself in the shoes of yourself and the team there. It’s a challenge when the go-to-market is “dictated” by the investors. That’s a huge challenge. Yes, it’s a big market. You got big names like Gong and Chorus and going after call recording and sharing. Going after a pie in the bigger market is pretty attractive but the question then becomes, “What is our unique advantage, especially if you’re not in that space already. Why would someone consider us a “new name” or a smaller brand in that market versus more established players?

One of the stories I love is the HubSpot story where they were trying to go into SEO, blogs, and CMS. What they found was where they got the best ratings and where they were doing the best was in emails, forms, and marketing automation. They scaled back, focused on that, and now they have SEO components. They added a CMS. They can build on it, but they went smaller before they could go bigger. Again, when you have limited resources, where’s your sweet spot? Figure that out and build off of that.

B2B 37 | Arbinger
Arbinger: When you have limited resources. Figure out your sweet spot and build on that.

 

Now that you brought up HubSpot, which is a great success story. It’s amazing how they created a new category. They did focus on the specific like marketing, email, and forms that were their sweet spot initially early on but then they started going and telling the bigger narrative around inbound. They created this whole new category, which is amazing. What they’ve done is pretty inspiring, but that also leads to a lot of the “marketing leaders” and executives to start saying, “Why don’t we start doing a category creation model,” which is not the right play for many of the teams.

You and I have talked about that in depth. Most of the time, category creation is not the right answer. It sounds fun and exciting, but it’s a lot easier said than done. It can be a very big distraction and a huge revenue and resource strain. Do you need to do what’s always against it?

I think it’s Nick Mehta of Gainsight who mentioned this. Creation looks very attractive, but keep in mind, if you are going in and you need to go all in, then estimate about $5 million or even $10 million hot cash being put into that, plus all of your team, energy, and resources. Even after all this, even after putting in for so many years, there’s no guarantee you’ll come out fine.

I’ve talked with Nick about that and I’ve done the Play Bigger. I’ve gone through that and the workshop. I even looked back. I think Aprimo was the closest to that. Back then, category creation wasn’t that big of a thing but I look back and I’m like, “That was probably the closest ever I came to doing that.” We talked about it and we spent millions of dollars on the acquisition first just to create the platform and then we had to put everything into making it work.

Coming back closer to home and more towards your inspiring and amazing success story, Lisa, what would you call as 1, 2, or 3 superpowers when it comes to go-to-market?

There are a couple of things. I would say first, I’m very data-driven and it has served me well. Back to even just understanding my audience and what makes them tick. Looking at the data and having intent data, doing A/B testing, seeing what’s working, and what’s not working, but also being able to then convert that into ROI and CAC. Also, present that in a way that’s, “This is the data behind this.” Going to work for Teradata when I did, the CMO I worked for back then, her name was Lisa Arthur. She wrote the book Big Data Marketing and that was what our division was building and it was new. I feel like I’ve always been at the forefront of innovation, new technology, and these types of concepts. It’s served me well.

Building off of what you shared, there have been a few mentors, advisors, and people that have played a big role in your career success. Who do you call out as really pivotal?

Lisa was great. From there, I worked for someone named Ed Breault. He is still the CMO over at Aprimo. He inspired me. Not only is he an amazing leader. He brings out the best in people, but he was always leading edge and he knew how to position things. How to win over the hearts and minds of the entire organization. We made a transformation to account-based marketing using 6sense before it was a thing.

He got everyone on board with it. I’m watching how he did that. We still talk periodically and he’s been a great inspiration to me. Also, being a part of communities. I’ll say the Peak Community has been a life-changing organization for me. It has made the biggest difference. It’s blessed the day-to-day. I would say it’s more the big picture and the relationships I’ve made and people lifting each other up. Always have someone to go to if I have a question. Someone who’s always willing to help. It’s been a game-changer.

Always have someone to go to if you have a question. Someone's always willing to help. It will be a game-changer. Share on X

I totally second that. I know you and I first met through Peak, but having said that, Peak has played a very important role even in my own life, especially in terms of who we can lean on. For example, I was looking to build a marketing strategy for a startup and I want a different set of eyes to look at it and give me feedback, an outsider perspective. There are folks in Peak who are ready to jump in on a call and then give the feedback. It’s amazing. Plug for Peak. I think it’s natural and it’s important. Our readers who are interested in and committed to growing your go-to-market and marketing career, definitely look at the Peak Community.

Reach out. We can give you a link.

Reach out to me, reach out to Lisa, or anyone, for sure. The final question to you, Lisa, is if you were to go back in time, what advice would you give to your younger self?

Have faith in yourself and go do what you want. Don’t wait for a time when you’ll wish you had started earlier. Share on X

I think the biggest thing is that I can do it and have faith in myself. I feel like I’ve second-guessed myself a lot and part of it was because of where I came from, but I don’t know that it would’ve mattered. It was not having full confidence. I might put on the game face, but deep down, I was always second-guessing myself. Over the last few years, I’ve finally gotten to a place where I’m like, “I can do this. I see it. I can see the big picture. I know what needs to be done.” I finally feel like I’ve gotten to a groove and a rhythm where I’ve got even the right resources and the people. All the things are in a place where I can enjoy what I’m doing. I wish I would’ve started earlier.

That’s a key piece of advice. Even now, I have been feeling the same, which is, do I have everything within me and myself to do what I’m setting out to do this year in 2023? I’m doing something different and something bigger. There’s that constant “Imposter syndrome,” which we always face. Again, coming back to folks and coming back to your support group, this is where having someone like the Peak Community and even others like your friends and family plays a big role. It’s great chatting with you, Lisa. Good luck to you and your team at Arbinger. Have a wonderful day.

You too. Thanks, again, for having me.

 

Important Links

 

Love the show? Subscribe, rate, review, and share! http://stratyve.com/

 

Customer Engagement Success Through The Go-to-Market Strategy With Jamie Cleghorn

Posted on by stratyve_ant2yf
B2B 29 | Go To Market

B2B 29 | Go To Market

 

How can you focus on key aspects in your business for growth and organizational effectiveness? Listen to today’s episode as Jamie Cleghorn shares his experience in go-to-market. Raised by a data-driven marketer dad, he believes that marketing is in his DNA. He is part of Bain & Company which focuses on driving transformational change with clients, primarily in growth strategy, go-to-market effectiveness, and organizational alignment. He researched companies doing well, trying to isolate variables and discover the elements that drive above-market growth and share gain. This study found the pieces that he believes will define the future of the go-to-market.

—

Listen to the podcast here

 

Customer Engagement Success Through The Go-to-Market Strategy With Jamie Cleghorn

I am super excited to welcome Jamie Cleghorn. Thank you for being on the show.

I’m happy to be here. Thanks for having me.

With that, I always start with this question, which my audience love which is, how do you define go-to-market?

It’s everything that’s between a value proposition and a happy customer. The precondition for go-to-market is strategy. It’s having a clear sense of what are we building, who are we building it for and why would they give you perfectly good US currency in exchange for it? Once you have that, it immediately devolves into go-to-market like product management, marketing, sales, post-sales success and all of those things.

In some camps, it might be a bit controversial to put a product into the go-to-market. In my experience, when you don’t have a product in the go-to-market consideration set, in that value stream, it usually breaks down. Getting a product in there and building a straight line from that value prop to the customer is what you’re trying to do.

This is super crisp and helpful. I’m so glad that you highlighted the role of the product in the whole go-to-market sequence. When I speak with quite a few folks in the go-to-market world or even a couple of guests on the show, there are times where I need to remind them that it’s not just about marketing, sales or post-sales. Product plays a very important role, especially if your go-to-market is around product-led growth. You better have product front and center in those things.

We could all sit here and say that a good product manager is going to be customer-centric and they’re going to be needs-based. I cannot tell you the number of organizations we walk into where we say, “Show us the one piece of paper where you’ve written down crisply what the value proposition of this product is?” It’s not there in many cases. Sometimes they ran out of time. They were too busy getting the development sprint done or whatever it was.

Without that Dick Tracy decoder ring of why would a customer want this, marketing and sales mix it up. Customer success gets shipped to a new deal and the first question they say is, “What were you promised?” Pulling that thread back to square one around, “What is the promise we’re making here? What is the value we’re exchanging? What is it that we’re doing in a need-based way?” That is the bedrock and it’s hard to do well. It’s hard to raise a simple short letter.

It does remind me of a practice that is promoted or emphasized at Amazon. I’m sure it’s emphasized pretty much anywhere where go-to-market is a central focus area, which is when you’re embarking on a new initiative, a new product or a new product release, start with a press release as to why someone should care about it. Why there should be so much buzz and excitement in the market and then let’s work backwards.

B2B 29 | Go To Market
Go To Market: The strategy is the 1% and the go-to-market defined as product on down is the 99%.

 

We will do something similar, which is like, “I’m your first customer. Sell me your product.” Why should I care? The answer is usually in there. It’s not like they haven’t thought about it. They just haven’t translated it from feature to benefit or they haven’t put their selves in the shoes of a buyer or different members of the buying committee and thinking through the different pieces of it.

Switching gears a little bit over here, going big picture and on the personal side of things. You are a successful partner at Bain, a leading strategic consulting company. It’s a known global brand. Tell us about your journey. What led you to the path of management consulting and what do you do at Bain now?

I’m a born, raised and trained data-driven marketer. My dad was a data-driven marketer. I was aware of it from the youngest ages. In some ways, it’s in my DNA. His dad was an advertising and newspaper publisher. On the other side, I’ve got technologists and psychologists. This whole intersection of go-to-market using words to stimulate action and communicate has always been there. It’s always captivated me. I grew up wanting to do that and did that professionally until my late twenties and then I got bored with it. I no longer wanted to have the go-to-market seat at the table largely because I found it too constraint, honestly. It was too much on the order-taking end of things.

I went to Bain to be a strategist and to open the aperture, think bigger and do that work. It was great. I loved all of that. In fact, strategy, however, got boring again because you can only do so many market studies. You can only do so many plan briefs before it has to immediately devolve into the hard work of bringing it to market and building that innovation for real and all of those things. I ended up back in go-to-market land. It’s that Einstein quote of, “Success is 1% inspiration and 99% perspiration.” The strategy is 1% and the go-to-market defined as a product on down is 99%.

Most strategies aren’t bad. Most companies and executives won’t sit around and greenlight a bad strategy. They greenlight good strategies. It then dies a death of a thousand paper cuts on its way from product to marketing to sales and to success. I spend a lot of my time working with organizations to clear out the pipes between strategy and success, realigning, accelerating and redesigning go-to-markets. I lead that product and IP for Bain globally, which is a lot of fun. I work in lots of industries, primarily technology. You name it, I’ve probably worked on it. I bring a lot of the lens of why do people change.

Every consulting engagement ends with things people need to do differently. Whether or not they do them is the difference between a book report and a result in the business. That’s not very much fun to work on book reports. I spend a lot of time making sure that everything we do is dialed in to what’s going to work with our clients, what they’re excited about, what they believe in and harnessing the energy that’s existed inside their company to make the right next change and the next step on their journey as opposed to a corrective if you will.

I love the quote that you mentioned. To be honest, I can relate to a lot of the things and the conflicts that you lived through and have been through for several reasons. One is when I was doing my MBA at Cornell University. As you very well know, MBA grads are flooded with consulting job offers. Being me and being like many other people at Ivy League schools, I was contemplating whether I should pursue a consulting career.

A part of me went, “Consulting is nice. It looks cool and sexy but for me, what gets going and why I’m excited is more of being in the weeds, that execution piece, which you mentioned.” Fast-forward post my MBA days, I have been in the industry in an execution capacity. Over the last few years, I flipped where I started my own boutique go-to-market consulting company. I did that for a few years. Again, that bug bit me, which is, “Consulting is fine, but again, it’s all about execution.” Now, I’m back full-time at a Series B startup leading strategic growth function, which encompasses product-led growth and mid-market enterprise growth.

Go-to-market is everything that connects or has everything that's between a value proposition and a happy customer. Share on X

Going back to what you mentioned and you can come up with all the research and the strategy, but the fun part is putting that into effect and seeing, as you mentioned, towards the end of your little story and journey is a lot of it has to do with change management. Change is hard and that’s where good, strong and a good amount of leaders come into play where they recognize that and they are empathetic. They are vulnerable and they come across like that. They coach the different functions and stakeholders in pursuing that change.

One of the most powerful tools in that is co-creation from square one. We can often tell if a consulting engagement is going to end in results are not measured by how engaged the team is on the client-side. If they want to be executives and get the book report every month and say, “Thank you,” that’s not a great sign. If they’ve got people at all levels of the organization and we’re doing workshops every other day, we are trying things on and we’re discarding them. We’re trying a new thing. I did one of those in 2021 and we ended up in November 2021. They rolled out a new price packaging architecture in December 2021 and January 2022 as a pilot. It drove immediate success. I was talking to the leader. Their win rates were accelerated and are higher.

Everything about it mixes up. It’s a great story and that was before the full rollout. That was a picture-perfect example of co-creation with a client. We’re bringing the best of our science, our tools, our experts, their domain expertise and their knowledge of how their company works. What organs are going to get rejected and which organs are going to get accepted and crafting something that’s slotted right in. The one trump card in all change management is success. If you can figure out how to show success early, you’ll get people to change their minds quickly.

This is something that I am focusing on and telling my team here in my new role is focused on the quick wins. Do little experimentations around customer acquisition, experimentations around onboarding, first user touchpoints and experiences and even pricing. Do those little experiences, get the data and then that data, yes, they might be “failures” but it’s more of a feedback loop. Once you see that early quick wins, that will give the juice, the boost and the morale to the team to change.

What I’d add to that is for any company, go-to-market is a system. It’s hundreds of people. It’s lots of different sales and marketing technology. It’s like a house with 100 additions. As the manager of that, and you’re like, “What should we add on next? What room should we renovate?” The art of being a good go-to-market leader is exactly what you said, which is I’m always running a bunch of experiments. When I see something that works, I go and remodel that kitchen or I remodel that bedroom or whatever it is. You never want to tear down the whole house or you won’t have anywhere to live. You got to make a quarter. If you’re always constantly optimizing continuous improvement, it’s a fun way to run a business.

I know you alluded to this a little bit. It looks like you and your team have been doing some research around how to improve the overall B2B sales and B2B go-to-market. Now is a good time for us to deep dive into that. Do you want to walk the readers and us to the research that you’ve been focusing on so far?

I would love to. It started with an insight that we had a number of years ago, which was that there’s this thing called a sales play that a lot of companies were running. Those work because what they did was they were the transversal. They broke down the functional silos and instead of saying, “Product throw it over the wall to marketing, marketing throw it over the wall to sales and sales throw it over the wall to success.” Sales plays the transversal that cuts across and is that direct line from the value props to the customer. We also had run into clients and companies that were running sales plays, but to no great effect. We had this thesis that the play was valuable, but it was really the system around it.

It’s somewhat similar to the work we had done with NPS. Bain created the NPS score in the ’90s. We said, “It’s not the score, it’s the system.” You can have the score. It’s like getting the credit score, “I have a score,” but like, “What are you going to do about it?” How are you going to build the feedback loops around that? The research we did was to look at companies that were doing it well, try to isolate those variables and say, “What are the elements that drive above-market growth and share gain?” We boiled it down to five things and that’s what the research said.

What we found empirically through our research is that the companies that did all five of these things were almost three times as likely to outgrow the market as the companies that didn’t. It was very intuitive to us in how we got there and it was great to see that the data bear it out. We think that these are the five things that are going to define the future of go-to-market, in part, because the companies that are winning and taking shares are the ones that are doing it. They’re the ones that are going to be left at the end.

B2B 29 | Go To Market
Go To Market: If you can figure out how to show success early, you’ll get people to change their minds pretty quickly.

 

It all starts with a very data-driven view of where the dollars are in the market space. Most companies can tell you, “We’ve got a 20% market share.” What they can’t tell you is, at client X or at prospect Y, what’s my share in this product category? When we build that for customers, it’s like turning on the lights in a dark room. You’re like, “Here’s where the money is in the market. I now have a map of where all the dollars are both in my retention, new logo accounts and my expansion accounts.”

Building that and building a robust view of that at a customer prospect and by-product level. We had a theory that you could build that process at scale and at speed. We’ve done that. We do that for clients now and we call it the money map. It’s a map of where all the money is in the market. Companies have different potential models, but having some data-driven view of that is critical because, without that, you’re only guessing.

I’m all for believing in the instincts of the front line, but their instincts on what the dollars are not always spot on. The second part is a factory that builds the play and the insight there is it’s cross-functional. Sometimes I call it the iron triangle of product sales and marketing. You need to get all three of those constituents together and if the three of them together architect to the play and say, “Here’s the messaging. Here’s the cadence of marketing actions. Here are the clothes,” and make that a group effort on building that as opposed to what we often see in companies of sales saying, “I haven’t gotten the marketing yet.” Marketing is saying, “I’m waiting for the product brief.” Putting them together, embracing that agile mentality and building that play in the factory brings it to the next level.

The next piece is an advanced command center that uses that data on customers and uses that library of sales plays and does the matching. You can call it the next best offer or it could be a place where you have a lot of opt-in. We’ve done this with a big technology company. They had a portfolio of sort 10 legacy products and 5 new strategic products. This is a way to say to the reps, “Pick three and pick two. You can sell three of the old thing and you can sell two of the new thing, but that becomes your account plan or those five plays you’re going to run there.”

That’s empowering for the reps and it’s a way to shift the mix in a very constructive way for the company faster than they would just by waiting for the salesforce to adapt to the new thing. That is that win room, which also then is your test and learning center. That’s where you talked about those experiments. It’s monitoring, tracking and it’s making micro-adjustments. At the frontline of the execution, because the plays are articulated, you’ve got marketing and sales working in tandem a lot better. The swing factor there and what we found is coaching. Two-thirds of reps wouldn’t pay $1 for an hour of their manager’s time but some reps would pay $500 for an hour over their manager’s time. That’s because their managers are giving them really good coaching and they’re helping them hit their number, exceed their quota and all of those things.

Really zeroing in on the coaching element there, for us, is the swing factor. The fifth is technology. It’s getting that RevOps Tech Stack engineered. We found that the winning companies that were three times more likely, they had eleven pieces of sales and marketing technology. They’ve architected a system, but the ones that were losing share and undergrowing the market, they had nine pieces. It wasn’t about buying the tech, it was about integrating the tech, marrying it to your business process and then getting it in the workflows. All those five things together, that’s what it takes to outgrow the market.

If I reflect on what I captured and this is where you can correct me if I got all the right elements. The first is all around data. Making sure that you’re capturing the right data and even looking at the existing data that you have around which of your products and customer segments are performing better and why. How much more room is there to grow within those customer segments or customers?

On a customer level but add a named customer or a named prospect level.

Life's too short to work on things where the intention isn't there. Share on X

It’s to add an account level. The second is having that magic triangle is what I would call, which is the product, marketing and sales. If I can chime in, I would even add customer success if you are a B2B SaaS. It’s a triangle/rectangle, depending on whichever business model you have. I get the essence. It’s not operating in silos, as you said, but all of these functions working hand in hand. That’s critical.

The third is around looking at your entire product portfolio set, both the new offers that you have, the existing or the legacy. Whatever you have right now, you can package it well again. I’m going to give you an example. It’s not to promote Samsung, but this is the example that I came to where I was purchasing or pre-ordering the Samsung S22 Ultra phone.

The way Samsung packaged is, “Yes, we will give you a free upgrade on the memory, but at the same time, we are giving you $250 of instant credit in the Samsung store,” which means now I’m buying not just the S22 Ultra by also got the Samsung watch, which I was not planning to. It’s an existing product and a new product packaged together and sold. That’s an example right there.

The fourth one is around coaching. This is where a lot of go-to-market leaders have to invest in themselves, even if it means getting a coach for themselves. Because the way I look at it is, a role of a leader or a manager is to ensure that their team is successful. For that to happen, you need to coach. For you to coach, you need to know how to identify the growth areas and how to teach. Yes, you may be the expert in a specific subject matter, be it pricing, packaging, selling or qualification but if you can’t, you’re doing half the job and not the full thing.

Specifically, in sales, most sales managers were last year’s really good rep and this year’s mediocre sales manager. That’s a pretty high turnover industry. Teaching people constantly how to coach, particularly in sales, but also throughout the go-to-market value chain is so important.

The fifth one is having the systems and the right technology to tie all these pieces.

CRM, marketing automation, AI overlays, Cadence softwares and all the bells and whistles you see. All the things that all your readers get called on every day for a demo of this or a demo of that. There are 10,000 sales tech and MarTech companies out there. There’s no lack of things to buy there. There’s no integrated suite out there.

It takes a sophisticated RevOps or commercial ops person to say, “Here’s our value flow. Here’s our CRM. Here’s our marketing. Here’s where we’re going to tie it together. Here’s what we’re going to add in a Clari or Kong or Chorus or an Outreach.” It’s all the things like that. Getting that dialed in is tough. That’s why RevOps leaders are in such demand right now.

Tying back to what I’ve seen at the times when I was doing my own consulting plus what I’m doing in my current role is, there is a tendency where a lot of people buy technology because they have the budget and they need to spend or because their peers are doing that. They’re not flipping and asking the question, “What are the insights that I need? What are the gaps that I’m not aware of that I need to know of so that I can make the right decisions for the team, the executive leadership and for the business overall to serve the customers?” Ask those questions first and see if you have the right toolset, be it your MarTech, sales tech or whatever. Even your BI like a Tableau or something and then go for that tool.

B2B 29 | Go To Market
Go To Market: If you’re always constantly optimizing continuous improvement, it’s a fun way to run a business.

 

I love BI. BI is not intelligent. BI is visualization. You have to ask it intelligent questions and it can give you intelligent answers, but there’s no native intelligence in BI. Go-to-market used to be pretty simple. “Here’s your product catalog, your patch and your quota. Good luck.” What we’ve seen with COVID and everyone being at home, we’ve started this massive specialization of labor. You’ve got top of funnel demand gen, SDRs, BDRs, handoffs to the AEs and then expansion reps. We’ve microparsed it.

It’s like Adam Smith’s pin factory. Everyone’s down to their very technical thing, but if they’re not operating in a system, it’s like a random walk. What we believe is that the modern revenue leader needs to be a systems engineer or designer. It’s usually not about spending more money. You talk to a CEO and they’ll say, “I’m spending 10%, 20% of revenue on go-to-market. Isn’t that enough?” The answer is, yes. In fact, you probably already have all the technology you need, you probably have the right headcount. You might not have the right skill profile, but they’re not knit together in a way that they all work.

That’s what we need to get companies to do is to figure out how do you bring all those elements together and make them work in an orchestrated harmonized way. It is the system that we talk about, the five elements of the system. Those are the five elements to get to that orchestrated and harmonized high-performance machine.

I’m glad that your team did the research and reinforced the five key foundational elements. If you step out, a lot of these insights are common sense. Not to downplay the research or the clients out there, but somehow along the way, people lose sight of this. That’s why I’m glad that you did the research and you’re reinforcing this message of all these five pillars being in place.

It’s hard to see the forest when you’ve got to chop down trees every day. That’s one of the luxuries we have as consultants is we get to come in with fresh eyes and a good sense of what good looks like and say, “Here’s how you might want to lay it out.” That can be powerful for companies.

I’m super excited. Congratulations to you and your team, Jamie.

Thank you. It’s a fun piece of work and it’s fun to talk to clients about it.

Let’s switch gears. You’re at a very strong and good vantage point where you can step out and see all the different client scenarios and different industries where things are working or not working when it comes to go-to-market. From your broad breadth of experiences, it’ll be ideal if you can share two stories. One go-to-market success story and another go-to-market failure story because behind every success, there have been a ton of failure stories, which people don’t realize. If you can share a success story and then a failure story or vice versa. It’s up to you.

I’m going to have to change the names to protect the innocent here. We maintain our client confidentiality. The successes come in two flavors. One, I like to call them steroid shots. They are for businesses that are doing well and just need a little bit of an injection. Oftentimes, they’re a victim of their own growth. They’ve posted 30%, 40% year-over-year growth. They’ve added product complexity and segments. Complexity is multiplicative. It’s pretty easy. The product, sales and customer but as soon as you start to match, there are lots of failures to fall down.

Culture eats strategy. All of this will succeed if you can do it in a way that resonates with people. Share on X

We do a lot of work around packaging and pricing, which almost gets back to market-led product strategy, coverage models, handoffs or capacity planning and all of those things. It’s building the next generation of the growth machine. Those are fun projects and those are with good companies with good products that just need a roadmap for the next leg of the growth. Those are great and fun to come back to a year later and find out that they were successful and how they did those.

The other flavor of success is these epic journeys. In my own personal business, we do a lot of work with private equity. Private equity has a saying, “No bad assets, just bad prices.” There are plenty of companies that have good bones in place but have lost their way in the market. Oftentimes, there’s a technology transition that happens. We worked with one that missed the pivot to the cloud.

They were public. They started shrinking. Their top-lines started going backwards, negative 5% year over year and their private equity bottomed. We worked with them and we got them back to growth, but it was a multi-year journey to retool that whole go-to-market. How do you call on cloud infrastructure providers and not enterprise data center providers? That was a big example, and that was product, sales motion, marketing, success and services. It’s everything around those.

Those are high risk, by the way. A lot of things need to go right over a long sustained period of time, but the particular one I’m thinking of right now is a very successful publicly traded company that’s posting sequential growth and is out there acquiring. We are using that business we worked on as the cornerstone of something that is working. I’ve alluded to failure early on. It’s when those conditions for change aren’t there. My least favorite consulting engagement was a few years ago. We went in and built a growth strategy.

We were going to do all these cool things and everyone was getting excited. We got done and they are like, “This is great.” We checked back and they’re like, “We haven’t made any progress.” We found out that they did that exact same project years prior with a different consulting company and they did that exact same project years prior to that with a different consulting company. We should not have taken the engagement and we didn’t know that. Had we known, we wouldn’t have.

Life’s too short to work on things where the intention isn’t there. Maybe that’s not a failure in a failure story for you. There are other failures where the mind’s willing and the body’s weak. The change is there, the change gets started and it stalls out. We’ve got a lot of tools to get ahead of that, but you can’t always do it. Sometimes the urgency of the quarter or the other thing or cost reductions or whatever it is means that you can’t see your way through to bright. Those are tough ones.

Thank you for sharing those stories. Going back to the failure story that you mentioned, it’s almost like you have the intent and in your case, a client had the intent to figure out and do research and understand what went wrong or what is going wrong and how to fix it, which is the first part. That’s where they engaged your team. There’s the bigger piece, which is, “Here are the set of recommendations. Do we have the appetite and hunger to execute?” That’s a big piece. It’s almost like they took the first step, but then they forgot to take the next five steps.

That’s why I like working in private equity because no is not an option. It doesn’t take too much for somebody to say, “This is risky. We might risk next quarter.” The reality is, if you don’t change, you’re on a slow slide to irrelevance. Tech companies, you’re either growing or dying and it takes courage. Courageous leadership is important here.

Let’s move on to another topic, but still, stay in the realm of 2022 and what you’re seeing across in the various industries and clients. It’s up to you how you want to frame it or share, Jamie. What is top of mind for you and your team for 2022 or what do you see as the top of mind for your set of clients and what are your recommendations when it comes to go-to-market?

B2B 29 | Go To Market
Go To Market: Teaching people constantly how to coach, particularly in sales, but also throughout the go-to-market value chain, is so important.

 

What’s top of mind for us is this research we did because we can get on point for what everyone needs. A couple of things are top of mind. One is this idea of technology. “We’ve invested in the technology. We bought all the toys. We bought all the things and it’s not working. We’re not getting the lift we want.” That resonates with everyone we talked to. Alignment resonates with everyone we talked to. Part of it is this work-from-home dynamic. We talked about handing it off from product to marketing to sales. That is not working anymore.

It’s not working when people aren’t in the same office and don’t go to meetings together and can’t get on the whiteboard and solve it or brute force their way through it. I was on with a COO yesterday of a big $20 billion technology company talking about marketing. The whole conversation was with marketing and sales alignment. Is the MQL dead? Sales would say, “I don’t care about MQLs. That’s marketing grading their own homework.”

SQLs are what I care about.

I think everyone’s tired. I think the world’s tired. With the Great Resignation, everyone’s short-staffed, working hard, dealing with personal sickness or extended family, which has been utterly tragic. Figuring out how to get up tomorrow and go to work, much less go to work and make it better and how to do it in a new environment.

This is where the coaching element comes into play, going back to your study and research.

Failing’s okay, but failing over and over for the same reason and not getting coached that’s a frustrating place to be. Those are the things that are top of mind. We all saw the world didn’t stop for COVID. There’s so much capital pouring in right now, whether it’s LBOs, growth equity or what have you. Sitting still, jogging and running are not an option. Everyone must be sprinting to keep up with the pace of change and expectations of the investment community. There’s still a lot. It’s a dynamic situation out there.

There are two points that come to my mind. The one I’ll share is almost like an approach or a solution or a mindset thing. It’s going back to your point of there’s a lot of capital that’s flowing in. This means the intent is there, but it’s almost like, “I’ve got all this money. Let’s put it to use,” versus what I emphasize in my team and broadly is, “Let’s operate with the mindset of we have a very limited budget. Let’s do the experiments.”

We’ll take two or three months to figure out what scales, which channel and what efficiency is being very diligent when it comes to the targeting, the messaging, the call to action or the offer. Focus on the basics. Once we have that, we can then pour money and scale that. It’s almost like a founder’s mindset. If you go back to the early days, the founder has this mindset. Unfortunately, when the founder has to hire and expand the team to tens, hundreds and thousands of people, that mindset is lost. It’s gone.

I was reading something. I can’t remember, but it was a founder or somebody who worked in startups and they said, “Doing go-to-market and a startup is drilling for oil. You’re going to drill a lot of dry holes and you’re going to try a lot of things that fail.” When you hit, put in a pump and pump, pump, pump. You can scale that thing up. It’s all about having a fast feedback loop, failing quickly, testing quickly, and iterating.

You don't win with good strategy. You win with a good enough strategy and great execution. Share on X

It’s all about operating in two weeks sprint cycles, “For the next two weeks, let’s test the segment.” “For the next two weeks, let’s test this messaging.” It’s not that you need to go sequential. You can run multiple expert experiments in the same two-week window.

When I started consulting many years ago, everything was a three-month project with three check-ins. It’s steering committee number one, two and three at the end of the month, one, two and three. Now, everything’s in sprint mode. Everything’s tests, everything’s minimum viable increment. How do you move it on and adapt? I think it’s better and healthier because there’s a lot of time between a four-week readout and the next four-week readout and readouts the wrong mentality in and of itself.

It’s very similar to what the whole software development world went through, which is it used to be the whole waterfall model if you go back to the software world. It’s 3, 6, 12 months development cycle and then release a product. Your g business is going to die if you are operating in that mindset. That’s why the whole DevOps phenomenon came into play. The same thing has to happen in the go-to-market space.

It reminds me too of a study I read about pricing models. What they found is that the highest corporate valuations are tied with consumption-based pricing. It’s because you’re winning your customer every time they click a button. You can’t be asleep with a switch. There’s no hiding behind a three-year contract.

Going back to the whole product-led growth, you have to invest so much so that the user and the buyer see value in the product. That’s one. The second is switching from a monthly or annual to usage-based where you have skin in the game to ensure that the user is seeing value. Otherwise, they just pull the plug.

The head of our utility practice told me that we’ve already solved consumption-based pricing. It’s called your electric company. You get charged per kilowatt.

It’s been a fun conversation here, Jamie. Let me bring it to the finish line with a couple of questions here. What resources do you lean on to improve your skill? Is it community? Is it podcasts or books? Is it all of the above?

It’s going to sound bad, but I can’t read business books, books that should be pamphlets. I’ll read the abstracts and that’s fine. I come back to this human issue of business is not that hard. I had a CFO explain it to me once. He said it’s pretty simple. “In Zs need to be bigger than out Zs. You have profit leftover and everything’s happy.” I’m being a little bit tongue in cheek and certainly, I’m out there studying. I have the privilege of talking to so many companies and seeing so many models and have so many great peers that are out there seeing it.

For me, it’s about separating signal from noise and there are too many things to learn. The one that is the great unifier is people. “Why do people do what they do? How do you get them out of the bed every morning? How do you get them to change?” Culture eats strategy. All of this will succeed or fail quickly if you can do it in a way that resonates with people. That is where most of my study and my learning come from outside of the normal business channels.

B2B 29 | Go To Market
Go To Market: One of the luxuries we have as consultants is we get to come in with fresh eyes and a really good sense of what good looks like. We could say here’s how you might want to lay it out.

 

You can come up with all sorts of strategies, but if you can’t empower and motivate the people, it’s only going to take you so much. Again, it goes back to the two or three things that I reinforce and which I’ve seen play well is, first of all, having that intellectual humility and it’s critical. It’s not that you have answers for everything. That’s one. Second is having that curiosity.

You can conclude that your person on this team is thinking this way, but go and ask the question and the response will shock you. The third is going back to the other pillar in your study, which is coaching. If you have intellectual humility, if you have curiosity, which is gloved with empathy, that should drive you to become a better coach.

My mind was blown. I was talking to some friends and saying, “Here’s a situation. Here’s how I experienced it.” I said, “I read it in a totally different way.” I was like, “That is fascinating.” It reminded me that as humans, we’re always making up stories to make sense of the data around us. Those stories might be wrong or might be right and if you’re not curious, you won’t know.

One final question to you, Jamie, is if you were to roll back the clock and time and go back to day one of your go-to-market journeys, what advice would you give to the younger Jamie?

It’s exactly what you alluded to on this sprint mentality. The last living 3 months in the future, 6 months or 9 months in the future is more like, “What can we do tomorrow? What can we learn from that?” I started by telling you I went to Bain to do strategy and I thought about strategy as these big ornate edifices of intellectuals and they are but you don’t win with good strategy, you win with a good enough strategy and great execution. Tempering that short and long-term is so powerful.

Thank you so much for your time, Jamie. It was insightful. I got a lot of insightful actions. I told you that oftentimes, I pause the show episode and someone out there reads to it and comes back to me like a couple of months later saying, “This one piece is gold and this is what I applied.” Thank you so much for sharing all of your wisdom and stories.

Hopefully, there is a nugget in there for somebody. Thank you for having me. It’s been a lot of fun.

 

Important Links

 

About Jamie Cleghorn

B2B 29 | Go To MarketJamie Cleghorn is a partner in the Chicago office of Bain & Company. He is a member of Bain’s Technology and Customer practices. Jamie leads Bain’s B2B Commercial Excellence practice in the Americas, leads Bain’s GTM Transformation and Sales Play System℠ solutions globally and is one of the developers of the Elements of Value℠.

Jamie works with CEOs and executive teams during periods of transformational change, with a focus on strategy, growth and organizational effectiveness to achieve results. He has worked extensively with corporations and PE sponsors across technology, telecoms, industrials, healthcare and business services.

 

Love the show? Subscribe, rate, review, and share! http://stratyve.com/

 

Moments That Matter: How To Deliver Value To Your Clients Fast With Anthony Cessario

Posted on by stratyve_ant2yf
B2B 26 | Moments That Matter

B2B 26 | Moments That Matter

 

How do you catch your clients’ attention then give them value fast? Write down the moments that matter! Vijay Damojipurapu’s guest today is Anthony Cessario, the VP, of Industries & GTM Solutions at Clari. Anthony talks with Vijay about how you need to identify the moments you want your clients to experience. Do you want them to walk away feeling good? Do you want them to come back? After you identify the moments that matter, you can proceed to build your entire strategy around that objective. If you want tips on how to build that strategy, this episode’s for you. Tune in! 

—

Listen to the podcast here

 

Moments That Matter: How To Deliver Value To Your Clients Fast With Anthony Cessario

I have Anthony Cessario, who is the VP, Industries and Go-To-Market Solutions at Clari. Without further ado, welcome to the show, Anthony.

Great to be here. Thanks, Vijay.

I’m super excited. I’ve been following you not a whole lot but somewhat. What caught my attention on LinkedIn is when you mentioned or responded to one of your colleagues, LinkedIn post around the importance of having curiosity. Curiosity as a differentiate or are a key factor when it comes to go-to-market execution? That post or that one comment caught my attention and I said, “I need to get Anthony on my show,” but it doesn’t stop there.

I go to your LinkedIn post. What gets me even more excited is when I read your LinkedIn summary. It talks about how you plan or how you have bucketized your time across the week. We’ll hold up on that question. I want to get your thoughts on that but let’s start off with my signature question in which my audience is eager, excited and curious to read to go-to-market leaders around this topic, which is how do you define go-to-market?

Again, thanks for having me. I keep things maybe overly simple sometimes but for me, go-to-market is that end-to-end business process of creating the desired outcome usually, revenue from a product or service offering. That’s really it and there’s a lot that goes into that but I try to keep how I think about go-to-market simple in that regard.

That’s a very simplistic definition and view. If you up-level, it that’s what it gets down to but here’s the thing. Everything that we know as a concept, we know it but execute it is super hard. That’s where the real go-to market leaders stand out. Talk to us about how you approach the execution piece around go-to-market.

At Clari, there’s a concept we talk a lot about called operationalizing growth. We think about how do you operationalize growth and that’s a lot to do with go to market. For us, it always starts with what we would call SGIs, the Strategic Growth Initiatives of the business. What is it that we need to accomplish over whatever period of time to take the company wherever we were trying to take it?

From there, when you have clear SGIs, that’s when the go-to-market starts to come in. Where now we decide, one, what are the targets that we would need to set in order to go deliver on those SGIs? What are the types of execution insights and instrumentation that we would need to either run the business in a way that we can go deliver on those targets?

You then get into the cadences and communication that needed to happen and these types of things. You get down to enabling folks on the go-to-market. That whole part, a lot of times people jump right into, “What do we need to build? What’s this LCD need to look like,” and all these things. The program management of go-to-market is important.

That starting with, what are we trying to accomplish? What are the guiding principles? What are the constraints we’re operating within? Who were the players and who were the workstream leads? All of that and making sure you have the instrumentation everyone executes against it. At the companies that I get to work with that are great, go to market organizations get all that well. They do that well and then they go execute within those workstreams across product, in sales, strategy, enablement, CS and all the teams that are contributors to the process.

When I asked you the question, you started off with those 1 or 2 lines, but then when you doubled click, there’s a whole bunch of processes. There’s a whole bunch of systems approaches, the tools and the players, the people that have to be taken into account to eventually connect the dots between, the strategy, the execution, the measurement, and how is it all lining up to what you were ever to ask the SGI at Clari. Of course, you need to build clarity around all those things and you’re doing that at Clari for sure. Switching gears slightly over here on a lighter note, how would your parents or kids describe what you do at work?

You mentioned that you might ask me this question. I wouldn’t ask my kids. I have two boys. Dominic is going to be seven soon. Daniel is four. Dominic’s answer was great. He got probably group them well. He said, “You help people solve tough problems or hard problems, and you do it over your computer.” That was cool. I try to talk to him when I’m spending a lot of time and energy on something. I want him to know that it’s important and what I’m doing is helping other people, and making their lives easier and that makes me feel better about it. How would I explain it that way? That was great that he’s been listening. My four-year-old only said, “Computers.” I said, “Danny, what’s daddy’s work?” “Puters.”

Tell your story to other human beings in a way that's going to resonate with them. Share on X

He’s on the computer, always.

My parents, a little different. My mom’s been working in a hospital for many years. She would say something about Salesforce.com maybe and that I’m doing an important job. She’d brag a little bit. My dad was a business leader. He had a great journey. He came up through HR. He became a VP of HR and was business-minded at MBA. He ended up becoming the President of his business by way of the HR channel, which is not something you see very often. He’d probably tell you that I’m helping grow a business now if you ask him.

Especially most of the folks within the go-to-market organization, we are all about helping to grow the business but how we do that is by serving and understanding our customers. That’s a good segue into, what prompted you to go down this path? What was your career like? How did you start and how did you eventually get to what you’re doing at Clari now?

I’ve been fortunate. I never wanted to go into sales. I thought I was going to be working in marketing. In college, I interned advertising at over in Mather in Shanghai. I loved it so much that I anticipated, I’d go down that marketing route. My brother was in advertising and things like that. I was lucky. I had a friend who was doing some sales training right when I got into college.

The trainer, the Sandler coach, was from Philadelphia like me and so my friend said, “We got to network with, you should come to meet him.” You’re looking for your first job and all that. What they were working on that day in their sales training when I went and showed up were the Pain Funnel and sales. I didn’t know anything about sales at the time.

When I went and sat in, I was super curious at the end of that because it would sound so much fun. By taking a business problem and peeling it back three layers to understand what’s going on, why and help people make decisions, I was fascinated by it. That’s where it sparked me to go into sales, even though I wasn’t planning on it. I worked for a little startup. I met a guy in that actual class who was a CEO of a company working on his sales because he kicked off the company.

I did wear a few hats for him and his little four-person consulting startup. That was my first job. Sales and marketing and a little bit of everything like you do in a company that’s small. I then went to a great company called Taleo, which at the time I was like the number two SaaS company in the world behind Salesforce.

We had HR software, recruiting software, talent management software. That’s where I got my real start in sales as a BDR. I got to learn a lot there about how sales and marketing work together. We brought a new product line to the market right when I started. It was cool to see that unfold. How do you start selling a new product to your customer base? I was on a team that was doing that job of going and selling something completely new that our customers didn’t know anything about into our customers, which was pretty cool. We’re then bought by Oracle. I got folded into this big company and probably the best decision I made back then was to know. I wasn’t smart enough to know to make a decision.

A lot of people left Taleo after the acquisition. I wanted to stay and see what it was all about and I wanted this big company. At the time, Oracle had bought Taleo as part of their go-to-market to scale into the SaaS business, going from on-premise software and the cloud software. It was cool to see that on the front lines and how you have to think about talent differently. Do you have the right people to sell these new products? Do we keep this standalone or do we integrate the code into the platform we’ve been building for years? I got to watch all that decision-making as a sales rep.

We’re selling this new platform and I had a lot of great learning successes and failures throughout that journey. That’s when I found some success and it had some leaders that were starting to tap me to help with decision-making at a higher level on, “How should we be thinking about where we go next and what things does the product need to go into new markets?” I was fortunate to get pulled into a lot of go-to-market discussions. I learned that was what I enjoyed most.

The sales part was becoming blocking and tackling. It was more the working with product marketing, product development, doing territory planning and headcount planning, and all that stuff. That was all pretty cool and fun. I thought I decided to go into the high-growth world and leave Oracle. I learned at a big company, the higher you go, the less you might get the impact in go-to-market. I knew I wanted to go somewhere in the high-growth space and help to grow a business.

I got incredibly lucky that Clari had reached out. At Clari, literally, what we do as the company is going work with the top, go-to-market teams across the globe and help them instrument their go-to-market. I knew I was going to be an MBA on got-to-market. At the very least, that was enough for me. There you go. That’s the journey. That was a lot but that’s how we got to now.

B2B 26 | Moments That Matter
Moments That Matter: Peel back the layers to understand what’s going on and help people make decisions.

 

As you’re saying that, a lot of light bulbs went in my mind and something that I’m curious about as you are evolving your career, Anthony, is you started off as an intern in the advertising world. Clearly, when you’re working at a tier-one advertising company, O&M and from there, you went into a startup in sales. Of course, not only sales, when you’re like a four-person company, you are wearing multiple hats. Eventually, that led you down to the path of a BDR and growing up the ranks at Taleo and Oracle.

I’m curious how your internship the startup’s first job to the BDR, and the growth in sales and sales leadership panned out. What I want to really get your thoughts on is when you are in the advertising world, you are looking to develop a copy. As any top-notch advertisers will know, you have only a few seconds or less to get someone’s attention. I’m sure even when you go into a BDR and even enjoy a sales role, that skill is important. I’m curious. I want to get your thoughts on that.

To your question, I would say probably, even higher level, what Ogilvy did for me and especially in China, and getting to work in Shanghai, what I realized was one, that it was fun helping companies solve business problems and I can make an impact on them. When I was a sophomore in college, that lit a fire. I wanted to do more of that. I couldn’t get done school fast enough at that point because I wanted to go like, “I can do this now. Let’s go do it.” That was the biggest thing I would say.

I didn’t care where I was doing it. I wanted to go as fine. That’s what intrigued me about the startup when I went to work for Starr with Darren Starr, he was a smart guy. He came from the VC world and AEye from Kleiner Perkins. He was standing up this Salesforce Consulting Firm. I realized that I was going to get to wear a lot of hats and create marketing copy.

Write your own call scripts.

Also, product summaries. I knew I didn’t know what I was going to learn but I was going to learn a lot, that was interesting to me. Again, back to curiosity, I was curious on like, “What I was going to learn and what it’s like to be out of business at that stage.” When it comes back to the copy and the marketing stuff, I always joke, “I’m a marketer in a sales guy’s body who thinks he’s a product guy and wants to be a strategy guy.” That marketing experience, I had played a profound role in shaping how I think about communicating with anybody but, especially with businesses.

My brother was a successful Creative Director before he became a wanted entrepreneur. You can look him up online. I’ve learned a lot from him as well and how to communicate with people and how do you keep it human and how do you keep things simple. That stuck with me certainly from Ogilvy, going into sales and thinking about how do we tell our story to other human beings in a way that’s going to resonate with them. It’s been something that’s helped me a lot.

I’m always curious. I always look to read up and also follow a lot of these practitioners around how to communicate in different formats, in different channels and how do you get someone’s attention in the shortest possible time span? That’s one, but once you get that attention, once you get a follow-up meeting, you got 30, 60, 90 minutes or even half a day. How do you then deliver value because they have carved out time?

There’s a concept that my sales teams put the work a lot that we call moments that matter. For every meeting that we have, for every pursuit that we’re going after, we’ll write down, “What are the moments that matter?” What that means is, what do we want the people that we’re interacting with the walk away saying, thinking or feeling after our interaction about Clari as a company, our product, us as individuals. We write it down. In this case, it might be, my moment that matters for this would be Vijay walk away saying, “I enjoy that time with Anthony. It’s going to be helpful for the audience. I hope to have him back again someday.” Those might be the moments that matter, and we’ll build the entire strategy for the meeting around that.

That’s something that, again, I learned from advertising where you back into the experience that you’re trying to create. Similarly, for companies, it’s an important thing to think about, “What is the experience we’re trying to create for our users, for our customers? What is the perception we want them to have of us?” That dictates a lot. That dictates how you build a product. What is the type of insights you want to surface in your product and things like this? It dictates how you communicate, the type of salespeople you hire, the marketers you hire, all of that, you can stand back from, what is the experience that you’re looking to create for your customers?

I’m sure because you’re in sales and you’re a lot in the customer-facing roles and interactions but eventually, you need to get those insights and learnings inward to the product teams. You are clearly communicating and working very closely with the product marketing organization and even the tech support and others. How do you bring that, as you said, moments that matter, MTM? That’s what I’m going to call it now MTM. How do you work with the product marketing team and the product management team in building or incorporating those insights into the product?

In my opinion, it’s so crucial to have product management and product marketing very closely interwoven to the front lines. There’s a great body of research out there around something called ONA, Organizational Network Analysis. Back in my HR days, it was a trendy hot topic in HR. How does work get done within companies? With all the technology out there now, Zoom, Slack and email, you could imagine if you were to look at the patterns of data on who people spend the most time with over Slack, over Zoom, over email, you would see an interesting web that has nothing to do with the org structure of the company.

Help your clients understand how you’ll help them. Share on X

I would argue that with great go-to-market teams, you would see a tight-knit connection between product marketing, product, growth marketing and sales. There’s an important feedback loop that has to be happening there in a machine-like way or machine actual way. That’s how we think about it. Different companies take different approaches. Product marketing can be the glue to help connect a few of these pieces. Sometimes it’s hard to translate directly from sales to the product development team. Product marketing can maybe play that intermediary a little bit. That’s not always the role that they play in companies.

Sometimes product marketing might be more content-focused and things like that. For me, that’s the formula, keep a close cadence. At Clari, we build programs around this stuff. For my business, I’m building our market expansion into new verticals. We have an entire program around it where, as I mentioned, we have our program charter. What are we trying to accomplish, guiding principles, how we make decisions, all that stuff but then we have a roster and we have, who owns the product marketing workstream, who from the product, we have engineering involved? All the way down to HR and talent.

We have all the stakeholders. We all are putting in our program updates on a regular basis. Everyone’s invited to our weekly meeting and a lot of people come and participate. When you keep everybody narrowly focused on this business outcome that we’re trying to accomplish together regularly, it’s cool. The information naturally flows well.

I love that concept of again, MTM, moments that matter, and incorporating that into each and every function. It’s not just about the customer-facing functions but even within HR. HR and talent team has a big role in figuring out and hiring the right talent, who can get that concept. Not only get the concept but put it into practice on a daily basis.

It’s massive. I always remind my HR business partner that the B should be extra capitalized. That’s what this is. You’re my business partner. She comes to our team meetings, our QBR. It’s not only an HR function. It’s a business function, especially in the tech world where talent now is such a scarce resource across engineering and sales. It can be your biggest differentiator or incompetence as a company. If you’re not factoring the talent piece into your go-to-market, you’re probably in trouble.

Two questions come to my mind. One is I would like you to share a GTM success story. You and I talked earlier about how you helped increase the ACV in the whole enterprise sales motion. Perhaps you can shed more light into what is the challenge, what are the hurdles, and how you and the team overcame the entire go-to-market sequence to increase the ACV? Let us start off with that question first.

Again, I think it goes back to SGIs. When I came into Clari, one of the things our CRO brought me in here to do was to go further upmarket. We started getting into some larger enterprise pursuits and felt like the value that Clari provides is so massive. For those who don’t know what Clari is, we help companies predict revenue. We make the revenue process more connected, efficient, predictable. When you get into large enterprise companies, driving more forecast accuracy, week 2, week 3 in the quarter for publicly traded companies is a massive and value add.

For me, that’s where we started when we looked at this SGI and how do we go further upmarket. We wanted to think about what is the value story there? How are we going to communicate the impact that we can help make at that level? What we saw how massive the opportunity was, especially in large software companies and things like this. That was the first thing we did. We validated. Is there a valuable story to tell? We can’t ask for more money from our product if there’s not a value story there.

How did he do the validation? That’s a very important piece within the go-to-market machine, when you said that it’s a big market and there is potential.

This is an important thing that a lot of companies get wrong. The very first thing we did was a prioritization exercise. There’s a concept that we talked about a lot at Clari called focus capacity. How do you focus the capacity of the go-to-market teams on the right motions? For us, that can mean different things for different teams.

If you’re looking to go upmarket, you need to prioritize your accounts by way of ICP, Ideal Customer Profile. Are they ICP? Are they adjacent ICP? Are they secondary? Priority 1, priority 2, priority 3 type approach. You have to start with that baseline to understand, what is the TAM and SAM of accounts that we can go after if we want to go further upmarket?

In our case, if you’re trying to drive more revenue incrementally, you also need to understand, what the maybe addressable revenue is for that account? Come up with some of the formulas. For us, it’s not too hard. If you’re selling to go-to-market teams, you can get a sense from LinkedIn and things like that. How many sellers, how many marketers, that do they have in the company. We broke our business down by ARR bands, priorities and said, “There’s this many companies worth this much revenue to us. Call it $1 million plus, $500,000 plus, $250,000 plus, and so forth.”

B2B 26 | Moments That Matter
Moments That Matter: Operationalizing growth always starts with strategic growth initiatives.

 

Once we had that segmentation, then we could validate that there’s a worthwhile market to go after there. Two, it helped us drive everything from territory planning and coaching the reps on where to focus their time, building equitable territories by way of those revenue bands. Everybody gets these many million dollars plus accounts, $500,000 plus accounts.

That first piece of getting the planning right allowed us to have a more predictable execution because we knew that everyone had similar books, focused on similar size accounts. That changed not only the size of the deals that we were doing but the efficiency at which we were selling. We needed our pipeline. Our conversion rates went way up with more focus. That was an example for us. As you mentioned, we went from, let’s say for number’s sake, average enterprise deals of $100,000 to $300,000 or $400,000 quickly by way of focusing the team further upmarket.

I liked the way how you called out around double-clicking and doing the homework, the due diligence. One is, you can say it’s a huge addressable market but what does it mean? The way you guys did the exercise of breaking it down by segments, you can do your homework and due diligence on the number of seeds or potential seeds. Of course, you know your pricing. You count with the different bands. After that, it’s all going in. It’s almost like ABM account-based marketing, but then very targeted into maybe a top 50 or top 100 in different regions or bands.

For sure, startups and later-stage startups with VC funding are often working within models that their VCs hand them or strongly recommend that they within. A lot of times, those models are very top-down and that’s important. It’s important to go top-down and start with the TAM, SAM, SOM and all that, especially in the enterprise motion to go bottoms up. That’s what you do there when you get to that prioritization exercise.

You can do a bottoms-up analysis and start to look at we’ll map out things like we call it path the plan like, “What would it look like to do X million in revenue? How many accounts of which size revenue bands do we have to close to get to this number?” That focuses on all the go-to-market teams.

If we need to go way up, if we’re going to do twenty deals over a million dollars or something like that, we have to sit down with the product team and say, “What do we need to deliver in the next couple of cycles to go service accounts of this size?” We’re going to go down-market to SMB. That might change something. We’ll say, “Do we have the product cycles to deliver what we need to do and go after this revenue?” That prioritization exercise becomes a great foundation, like a bottoms-up foundation, to get all teams on the same page on what their responsibility will be if they’ll execute.

I think a couple of points, one is when you’re doing or growing mid-market or upmarket. Mid-market or enterprise is one but when you’re going into more of the SMBs, potentially it can be like a self-serve. Product-led growth, which means is a product ready and do you have the right like the free trial? Was this the conversion of the whole journey mapped out? Not from the internal company point of view, not from Clari’s point of view but for that end-user that you’re targeting versus if you go into an enterprise, it’s more of an ABM play, a targeted account play.

Now you’re talking about having the right content. It all comes about having the right experiences to be delivered. It can be maybe a half a day or one-day event at those specific company’s enterprises. You also have the community. Anthony, there’s something that I’m grappling with and I’m testing broadly with the go-to-market leaders is the concept of what I call it as three pillars. Three pillars of a go-to-market engine, which is one, it’s content. Two, are the experiences, and three is the community. Broadly speaking, we are talking about content, experiences and community.

Have these three pieces in your go-to-market? That’s the Holy Grail. What role did specifically content play when you are looking or going to increase the ACV from 100 to 340? Can you talk to us about that the role of content? What does that versus what needed to be created maybe by the product marketing team, the brand or the content marketing team?

There were several roles. One is, we had to take a deep dive into the side. Again, back to moments that matter, who is the audience that we’re trying to serve and what do we want them to think about Clari? One of Clari’s superpowers is that we’re loved at the board CEO, CRO type level, you can imagine. Revenue predictability is important to these folks.

That’s something we think is special and we take seriously. One of the things that we started thinking a lot about from a content perspective is, is our content ready for that audience? Is it ready for the CROs, presidents and CEOs of the top companies in the world and is our voice coming across that way? This is a busy space that we’re in sales technology and things like this.

A lot of people have different voices. I would argue most of them aren’t tailored for an executive audience. They’re more operationally driven and things like this are for the functions themselves. That was one thing we thought a lot about from a content perspective and made sure that we had Polish. Good guiding principles around was that we were communicating in the voice of our most special customers, which are the executive teams and things like that. That was one piece.

Keep your focus and accelerate your velocity. Share on X

We built content around things that mattered. You think about it, it’d be easy for us to build content around forecasting but that’s not a CEO-level topic. We would build content around things like transitioning from hardware to software or going from SaaS to product-led growth or these are the topics that these folks are thinking about and how they think about go-to-market.

The more we can speak up there, build content in the world that they’re living in, the more relevant we were. That was helpful. That whole value story, I’d say that was the other one. Building out a valuable service, not only content. We built out a whole business unit around it and building the content that needed to serve that. Again, it’s your value engineering or value services, and you think ROI. “I need an ROI calculator show.” We would argue that. There’s a lot of content that comes with that.

Having someone believe that you’re going to help them run their go-to-market better. A lot of that comes in the form for us of content around SGIs, helping them understand that we’re going to help them accelerate their go-to-market. The product-led growth or their go-to-market into SaaS revenue streams for the first time from on-premise or something like that. We built a lot of content in that regard. That gave us credibility to go command higher prices in some of those enterprise cycles.

I love the bear you emphasize and touch the point of content pedagogy role. In that whole go-to-market execution and up-leveling your ACV for you or for your target audience, which is the executives, the CEO, and the board to connect with the value of what Clari can do, it starts with, how is it going to help them as they’re evolving their business model? Be it an on-prem to SaaS or a PLG Product Led Growth. First of all, understanding that and then building content around it. Would you agree that content, community and experience are key pieces between the go to market machine?

One Hundred percent. If I had to pick, if you were to talk to Clari’s customers about what makes our company so special, I would argue that you’d probably hear 1, 2 or 3 of those things about what makes us special. Whether it’s the content that we provide that is valuable at the highest levels of the business or the experiences that we obsess over and think deeply about, and hopefully deliver on for our customers or if it’s the community that we’ve created.

This community is across our portfolio of people. We have CROs call us and tell us that, “I interviewed for my next job and I told them, I won’t take it unless I have Clari.” That’s a community. These are raving fans that when you build a community like that for us, we talk about the double moat at Clari. That’s the second moat. That community is that moat. When you build, it gets wider.

It all starts with the content and the experiences of once people get attracted towards those components, that’s what will grow that whole, the second moat, which is the community piece. Let’s switch gears and go more into the forward-looking. What are your big initiatives or focus areas for 2021 and 2022?

That’s what I’m doing now. To your point earlier, I’ve run sales teams for a bit now. This 2021, I stepped a little bit more into go to market strategy role to kick off 2021. As Clari sets our sights on IPO here, we had a big SGI as a company of what we call it expanding strike zone, which is, how do we go with a great TAM opportunity? How do we create more SAM and SOM we can serve as our platform gets used by more go-to-market teams? We started off having sales teams use us a lot.

Marketing teams started coming in, customer success teams and now finance teams and product marketers. As we look at expanding our strike zone, there’s a couple of key motions that we think about and how do we serve more vertical markets? Where are markets out there that are looking for visibility, rigor and predictability across their go-to-market motions? We think there’s a lot of interesting stuff there. We think about personas. Who are the people that are stakeholders in the go-to-market process? How do we create experiences for them that would delight and add value inside of our platform?

Business models, you mentioned a big one. We’re a big believer in the move to product-led growth. We think that’s a major shift that’s happening in the market. We want to be able to serve our customers that are making those transitions. As you can imagine, it becomes much harder to predict growth in a PLG, Product Line Growth landscape. We’re thinking deeply about that. What I’ve been doing is helping us build to go-to-market and in those motions. Now as we get into the second half of 2021, we’re now double-clicking and I’m building out the vertical selling teams and things like this that are going to go serve the strategy that we set up in the first half of 2021.

I will be looking forward to maybe having more conversations with you. I’ll be studying and tracking you guys on how we are executing the go-to-market and growing into more territories, personalized, verticals. In that regard, obviously, you got a big chapter for 2021 and 2022. What do you think are the 1 or 2 barriers that might affect your plans?

It’s whether or not we can keep our focus narrow but while still looking, seeing the forest and the trees and all of that. Can we keep our focus and accelerate velocity? It’s a good problem to have, a big TAM to go after but you have to be focused to do it. Any executive team at a high-growth startup will tell you, the number one thing the board asks about is hiring. “Can you hire fast enough?” In a company like ours, we have a cool company. We have AI machine learning that works and solves real important business problems. That helps while you’re still battling for engineering talent with the who’s who of Silicon Valley and things like this.

B2B 26 | Moments That Matter
Moments That Matter: There’s a tight-knit connection between product marketing, growth, and sales.

 

That’s one thing. “Can we continue to hit our hiring targets?” which we’ve been doing. As you grow and scale, we passed for the 400-employee mark as you get to 500, 700 and 800 employees. Can you continue to hire world-class talent at scale? That’s probably the one we’ve been executing on for sure. You want to like, “Can we keep doing it? Can we keep bringing in world-class people?” That’s one thing. If you were to talk to people in our company, they would tell you what they love about clarity is the culture.

We have this special culture. It helps that we’re still founders run and you want to keep scaling that. You don’t want to lose that over the next stages of growth. That’s one of the things that help us keep high retention rates on our talent. I would say that some of that stuff, can we continue to hire in a world-class way across product, go-to-market and can we retain the talent that we have? I know we can execute it. It’s less on the execution side. I know we’ve got the strategy right. It’s more about, can we keep the resources we need to go to deliver on the strategy that we’ve built?

That’s one of the biggest challenges, especially in a high-growth world. It’s all about talent and then culture. It’s not just about getting the right talent but will they fit in within our culture? You also mentioned maintaining focus while not losing the big picture. Those two are big areas. Besides that, let’s say if you were given a 5, 6 or 7-figure budget, where would you invest besides people?

Again, I’ll double down. I’d invest in engineers. I don’t think we could ever have enough great engineers. One of the things, one of the skillsets that I’ve had to learn here and it’s been great, and we’ve talked about a little bit is world-class program management. I can’t speak enough for what that’s done for our business.

In a startup, things like program management, it might be someone like me wearing that hat. If I had a lot of budgets, I’d probably put some into program manager across each of the functions and be a dedicated program manager within the revenue team or something like that, tooling and instrumentation to help serve this stuff.

I know big companies do that and have that. Have a budget to do that stuff. Whereas there are trade-offs, you have to make at our stage of growth. I’d probably put some investment in program management and making that machine actual. We’re getting machine-like now as a company. A little bit more human level, I’d like to get people together more in this environment. I think there’s a lot of barriers to that.

I feel like if we had a couple of cobbles of budget, we could probably come up with some creative ways to get folks together in a safe environment. I miss that. It’s this remote world that is awesome but we need to find ways to get everyone together. Again, with an unlimited checkbook, maybe we could design something where everything gets folks together more often in a safe environment.

Again, you talk about experiences but in this case, we’re talking about employee experiences. It’s tough. Let’s search and transition more into the closing section. Who are the 2 or 3 people that if you look back played a pivotal role in your career growth?

There’s a lot. If I had to pick 2 or 3, the first would be Kevin Knieriem, our CRO at Clari. We met at Oracle. As a rep, he put me on a formal leadership development plan and it always told me I was a leader. Told me that to manage people to be a leader and gave me the opportunity to lean into that. Kevin’s the guy who brought me into the high-growth world. He had left and did a company after Oracle on a high-growth company. Kevin, for sure. I’ve learned a ton from him.

My CEO at Clari, Andy Byrne. Andy is a phenomenal leader, phenomenal human, phenomenal entrepreneur. I’d say what I’ve learned from Andy is how to think about the big picture. More importantly, than not even is becoming a more human leader. I’ve always been pretty execution-focused and Andy’s helped me think about the human side of leadership and what we’re doing and the impact that has on people’s lives and things like that. He’s been remarkable in that regard.

That’s definitely the two. There’s a guy named Mike Hogan at Oracle that had started bringing me into a lot of the go-to-market stuff, which was great. Letting me get exposure to that and contribute to that. That, again, helped me realize how much I enjoy that stuff. My kids probably be the last one. My kids keep balanced and humble and forced me to think about what’s important. They played a big role in it, too.

I love the way you included and mentioned kids. It only clearly shows the human side. Let’s say, if you were to turn back time, the clock and go back to day one, if you go-to-market journey, what advice would you give to your younger self?

Become a more human leader. Share on X

Maybe it’s me building off our human chat here but it would be that. I would tell my younger self to be more human and practice mindfulness and be more aware of the present in your surroundings. Early in your career, you can get execution-focused and hard-charging. I was definitely in that bucket. I probably missed a lot of great experiences being narrowly focused on executing and not realizing all the great humans around me and how I can help play a role in their lives and the role they were playing in my life.

Mindfulness is something that Andy brought to my life as well, which has been helpful, meditating and things like that. If I would’ve done that, have been more human, being more mindful earlier, the journey may have been the same but I may have been a little bit more peaceful and helpful than others along the way.

Be more human and you’re using tactics, specifically meditation. That brings me to my last question but a very important question. My question leads to the topic of why I wanted to have you on the show, which is going back to the LinkedIn summary. You mentioned how you break down your time or a week. Talk to me and the audience about the importance, what is the motivation behind doing that and what does it remind you of or how does it help you become more human and mindful?

First, I always tell my sales team, “Unless you’re applying for a job, your LinkedIn is your resume for your customers.” That’s who’s looking at you when you’re going to the meetings and we’re going to look you up. I try to be pretty transparent on who I am, what I think about and what I care about from a business and a personal perspective so when people meet me, they know what they’re getting, good, bad or indifferent. You can go check it out.

First, that whole exercise is it’s as much of an exercise in thinking through planning what you’d like your week or your time to look like. My week doesn’t look like that every single week but that’s certainly my intention. When you write down a plan, write it, it makes it a plan. Not just like a thought. That’s where it started was, “If I write this down, maybe I’ll live it more weeks than not.” It then comes down to me to thinking about, “You only have so many calories and hours in the day. Where do you want to invest those calories?” When I write it down and I realized like, “I’m a big Fred Kofman fan.” If you haven’t read Fred Kofman’s Conscious Business book, it’s the best book on leadership there is.

Fred talks about, there’s no such thing as work-life balance because if you’re saying it’s balanced, that means when you’re working, you’re not living or when you’re living, you’re not working. That’s not true. When you write it down, I’m spending maybe 50 plus hours a week doing work. When I write it down on paper, I’m spending maybe 40 or 50 hours a week with my family.

Thinking about that, it allows you to put sufficient calories into both of those buckets that you should. It’s a realization moment. Some of the other things like health and mindfulness and fun night doing things that you enjoy. Realizing how little time you get to put into some of that stuff, it’s a helpful exercise to go through and think about.

I got exposed to that concept. I think from Brian Tracy. This whole book and concept around manage your time, manage your life. If you manage your time, you’re going to manage your life. When I dug deeper into that, if you look at the table of contents over there, he breaks down the time categories into 7 or 8. Things like relaxation, reflection, family, work, income improvement, strategic it’s all of those.

I had that book. It was on my desk, and then I looked up your LinkedIn summary, you practically broke down your time in those several buckets. I wish more people do that. That’s the best way to manage your life, after all. Manage your time, that’s how you’re going to manage your life. That’s how you become more human and that will translate to being more mindful.

It’s something that from early in my career I’ve done is set goals in each of those areas and it changes. When you start the year, you think about, “What are the roles I’m going to play this year?” I remember early in my career it was boyfriend, coworker and peer. Now, it’s father and son. I have to think about, as my parents get older, the role I play there, financial stability and health and all these things.

Being intentional, setting goals around those things and checking in on them regularly helps. It’s not like it’s not that I don’t want to call my parents and say, “Hi,” but if I don’t put intentionality around that, it might not happen for a couple of weeks. If you set goals around it, put them on the calendar. Like you said, manage your time. Even if you only get 60% of it done, it’s probably way more than you would have got done if you didn’t write anything down.

Wonderful conversation, Anthony. Where can people find more about you and learn more about Clari?

B2B 26 | Moments That Matter
Moments That Matter: The prioritization exercise is a great foundation to get all teams on the same page on what their responsibilities are.

 

You mentioned LinkedIn. LinkedIn’s a good place. I keep on top of LinkedIn. I think it’s a great social network. Clari, get us on Clari.com. You can follow us on LinkedIn. We’re hiring like crazy across every department and go-to-market. Come check us out. As I said, I’m building out a verticals business now. If you know anybody that comes from professional services, financial services, healthcare and things like this, that they want to come to join a good go-to-market team, give me a shout where we’re hiring.

Good luck and good stuff. I’ll be cheering from the sideline for your team and Clari also. Wonderful conversation and good luck once again.

Thanks, Vijay. This is great.

 

Important links

 

About Anthony Cessario

There are 168 hours in a week. Here’s what mine looks like on a regular basis.

For 50+hrs each week, I get to create/problem solve/strategize with, and learn from, some of the most truly amazing people you could ever want to meet. Together we’re helping companies of all shapes and sizes grow and predict revenue in remarkable ways. It’s fun, challenging, exciting, and I wouldn’t trade it for anything in the world.

45-50hrs of my week is spent sharing the most quality of my time with the loves of my life, my wife Anna and perhaps the two most incredible little boys in the world, our sons Dominic and Daniel. We split our weekends fairly evenly between relaxing at our home in Walnut Creek, visiting family, traveling, wine tasting in Napa and enjoying the quiet life in the town of Truckee (Just outside of Tahoe).

4-6hrs weekly goes to exercise; mainly Brazilian jiu jitsu, but also some boxing, lifting, running and muay thai from time to time.

2-3hrs goes to reading.

10-20min daily goes in to meditation/focus on mindfulness (arguably my 2nd most quality time all week)

In the spring, 2hrs weekly goes to helping middle school students better prepare for their futures through the Junior Achievement program.

If I can carve out a few days every few months for fly fishing, I am a very happy man. In football season, a few hours each Sunday goes to watching my beloved Philadelphia Eagles.

The last 40-50 hours weekly goes to the rest needed to manage all of these other commitments day in and day out.

Life is great and I am very fortunate.

Specialties:
Go-To-Market (GTM) Strategy
Predictable Growth
Market Expansion (Going Up-Market, Industries/Verticals, Point Solution to Platform)
Customer Led Growth (Driving Net Dollar Retention)
Business Model Expansion (TCV to ACV/ARR; ARR to Usage Based/Pay-As-You-Go)
Revenue Operations (RevOps)
Sales Enablement / Sales Innovation
Product Marketing
Talent Management
Building High Output, Diverse & Inclusive Teams

 

Love the show? Subscribe, rate, review, and share! http://stratyve.com/

 

The Go-To-Market Goes Serverless With Anshu Agarwal

Posted on by stratyve_ant2yf

B2B 11 | Go-To-Market

 

The go-to-market is not a one-off strategy with a single end-point. It is an ongoing journey. The best companies take this to heart and continually get guided by this strategy. In this episode, Vijay Damojipurapu interviews the founder and CEO of  Nimbella, Anshu Agarwal, about applying the go-to-market to their business, sharing what their actionable plan looks like and how they use it to reach their targets. Anshu also takes us to her career journey and how it later evolved to starting Nimbella. She goes further into cloud computing and why companies are moving to serverless. Inspiring budding entrepreneurs out there, she then gives some wisdom on why you should start a company that is built to stand on its own legs.

—

Listen to the podcast here

 

The Go-To-Market Goes Serverless With Anshu Agarwal 

This time I have with me, Anshu Agarwal, who is the Founder and CEO of Nimbella. Anshu, you and I met a few years ago, back in the day when I was a product manager at Juniper, you are part of Ankeena and Juniper acquired Ankeena. It’s been a long time since we connected, then we spoke that I wanted to have you on the show, it was almost like we never lost contact and we never lost touch with each other. We knew and we just picked up. I’m super excited. Welcome to the show, Anshu.

Thank you, Vijay. It’s truly exciting to be here. With the help of social media whether it’s LinkedIn or Facebook, you stay so connected that it doesn’t feel like that you haven’t talked or met a person for many years. That’s how I felt when you had reached out.

I always start my show and the talk with my guest with my signature question which my audience always looks forward to as well is, how do you define go-to-market?

I’ve been in marketing for quite a long time now and my definition of go-to-market has evolved as my thinking has evolved. At the core, go-to-market is an actionable plan that tells me and my team how we will reach our target customers and how we will reach our targets. It helps me clarify why we are launching our product, understand what the Ideal Customer Profile, ICP is, and what is my buyer persona. I can create a plan to engage with the ICP and convince them to buy my product, try my product, or whatever I need them to do. That is my definition of go-to-market. It used to be different before but now, it evolved into this thinking.

At the core, the go-to-market is an actionable plan that informs a company how they will reach their target customers. Share on X

This is something that I shared with my other guests as well. Go-to-market and how you viewed it as an individual and how you bring that thinking and thought process to your company evolves with time and with wisdom. Back in the days when I was a product marketer, I used to think of the go-to-market as this one upcoming launch and that’s it, which is a very short-sighted view. I’m happy to admit that flaw and I’m glad that I admitted that flaw. After listening to a lot of the experts, reading books, and listening to podcasts, it’s very clear that go-to-market is an ongoing journey. It doesn’t stop. As you said, it starts with the ideal customer profile. It’s all about how you align your team internally to deliver on the promise on your products and features to that ideal customer profile. I have several other questions I can double-click on. The first one that comes to my mind is, how do you define an ideal customer profile, especially for a founding company on day zero? How do you define that and how does it evolve?

Let’s take an example because it’s easier to do with an example, an ideal customer profile for Nimbella. Nimbella is a serverless application development platform. You can imagine the user of Nimbella’s platform would be developers. The ideal customer profile is the developer. That’s the buyer persona. Where does this developer live in? This developer could be an indie developer or in a small, medium or large company. We figured out where our platform is most suited for. It is suited for the development of modern cloud-native applications. For those developers who are in these organizations that are developing cloud-native applications, our platform is ideal for them. That is my ideal customer profile. We took a step back from saying, “I’m going to define ICP first and then figure out who to sell to.” I define where the buyer persona is and then came to the ideal customer profile.

You had a vast amount of go-to-market experience in all your previous roles and that’s brought to fruition. It’s helping you in your role at your company now. Let’s talk a bit about your journey. How has your journey been like to date, your evolution of roles, and what has influenced you the way you’re sourcing companies? What brought you to where you are now?

I’m an engineer by background like most of us are here but I’ve been running the business side of the companies for many years. Only in tech companies because there’s a part of me that is so attached to tech. I did my business school in marketing and most of my friends from business school went to Pepsi-Cola, Sara Lee and all those brand companies. I came to the Bay Area and I said, “I only wanted to work for a tech company,” so here I am. In tech also, I particularly only worked with cloud infrastructure. I’ve not deviated in the domain, although cloud infrastructure has had an evolution. I’ve been in four startups, all acquired by large companies, Akamai, Juniper, HPE and Citrix was the last ones. The story was that I go an acquisition every five years. After the last one, I decided I need to do something different, which is starting my own company. I’m not getting any younger. I got together with two amazing entrepreneurs and started Nimbella. That’s where we are now.

B2B 11 | Go-To-Market
Go-To-Market: If you can reduce the development cost and go-to-market faster, you’re not only reducing the cost, but you are accelerating revenue.

 

That’s a great experience in itself, especially for those who are in Silicon Valley. There will come a time where you had the entrepreneurial itch that will force you to take action into starting something on your own. I congratulate you and I’m excited for you on that.

Having worked with startups, I always thought, “I know startups,” but starting your own is a completely different ball game.

How would your kids describe what you do at work?

As I mentioned, I’ve been through so many companies and my kids think that this is the norm. Everybody does that. When something doesn’t change in five years, they’re like, “What’s going on?” My kids think I’m still cool even though I’m outdated on a lot of things for them. Somehow, I am able to work on cool technology. That’s how they will describe. They both are technical kids but they still think I work on cool tech, which is impressive.

Talk to us about Nimbella. When we chatted, you shared a very profound insight into why you started your own company. I want you to share that with our audience.

First of all, when you meet the right team, you feel that it’s starting something up here on so the team came together. Let’s talk about why we picked what we are doing, which is serverless. I started working in content delivery for many years. Content delivery was the first cloud computing service if you define it. After thirteen years in CDN in various companies, all we were trying to do was take more content from the content owners and make it available easily to a wider audience with the lowest latency. What we were seeing was we were moving more compute to the edge. The edge is changing. It keeps on moving closer to the end-user.

When we were looking at what technologies we’re using, what we should be looking at and how cloud computing is evolving, serverless was a domain that was something nascent and proprietary. We looked at it from that angle and said, “We’ve been doing content delivery. We’ve been moving a little bit of compute, and now let’s take the full compute and see how you can offer that easily to serverless compute but in a non-proprietary fashion, where there are no operational challenges for the end-user to users to the developer.” That’s when we started a Nimbella where we looked at serverless technical challenges that only support stateless workloads and the state is still managed by the developer. There are other technical challenges of proprietary nature and lots of tools to put together. Operational challenges are how do you make it available on a scale to all developers. Not just developers who are experts, but also developers who are getting to start developing but are developing a cloud-native environment. That’s the reason of what we are doing now.

You get to see how cloud-native as well as how Nimbella takes off. This is nascent. I completely agree with you on that.

It is nascent but it is the number one initiative within enterprises. Many enterprises are moving towards a serverless computing paradigm and more applications are being written in this paradigm. There’s a lot of work to be done but that’s the beauty of it and the excitement that there’s so much growth possible.

What do you see as the drivers? Why are enterprise companies moving to serverless?

Enterprise companies are moving to serverless because it is rapid development and deployment. What is the biggest cost in a company? There are many serverless advantages and I can tell you one is you don’t have to manage any servers. You’re relieving a big headache which isn’t maintaining servers and several applications. There is no idle time. You pay as you go. Even if you are managing it yourself, you can grow financially within your infrastructure and it will grow as your user-base grows. You’re never allocating any kind of it. The biggest advantage is time to market. The reason it is the biggest advantage is because of the development cost, which is the biggest cost for a company. If you can reduce the development cost and go-to-market faster, you’re not only reducing the cost but you are accelerating your revenue. You’re hitting both sides of your net income. That’s why I feel that this is the space where if you adopt this paradigm, any enterprise has so many gains for the development organization that is incomparable.

Companies are moving to serverless because it is rapid development and deployment. Share on X

The parallels that I see and I would like to get your thoughts because you are the expert in this. Years ago when this whole CI/CD movement took off, that was a big thing. It was all about time to market. How do you make it easy for developers to release new features or bug fixes quicker?

This augments your CI/CD pipeline but what it does is it helps on the development side and the deployment side because you are able to develop in the cloud and deploy to the cloud very easily. You don’t need to be a cloud expert. That’s the beauty of it. You can be a cloud novice and still do it.

You also talked about something else that motivated you to start your own company. You were part of four acquisitions earlier. Did I get that right?

Yes.

You saw both from the inside and outside. Both from the acquired as well as the acquirer on how you thought or data that the value is being created. Over time, the value is being almost mitigated or even destroyed in some cases. That led you to start or that was one of the motivating factors. I want you to hit on this because I want this message to be clear to all, either the current founders or the to-be founders on why it’s one of the motivations for why they should start a company.

As I mentioned, I was going through this startup large company exercise and having been acquired by four large companies. The company’s direction changes. When you are in a startup, you are so laser-focused on that little one product that you have to take to market and make it successful. You are dropped in this ocean where there are many products. Now, you’re trying to swim in that ocean saying, “Sales guy, please sell my product, this and that.” Now you’re like a tiny little portfolio product and you feel either you get attention or you don’t. You survive or you die. I am a product person. I have been in this domain for long enough and I’ve worked with products that I believe in.

Sometimes, those products are lost. You are in a $20 billion company and they acquired a product line of $30 million. What is $30 million when you compare it to billion-dollar product lines? It’s nothing. When the times are rough, what happens? You kill the little guy in there. That little product could have been the future of that company but that’s how large companies are. They go from quarter-to-quarter and they’re trying to find efficiencies when times are rough. When times are good, you can do a lot of things but when times are rough, that’s what happens. I being a product person at the core, it really kills me.

One of the reasons I started the company is we built a company that stands on its own legs. It’s not a component in any large company. It can be and it can run on its own. Acquisition can happen. If it is worthwhile, we should always consider it. A small product in a large company is lost. When you are trying to build something from scratch, it is going to be a small product initially. It’s going to grow over time. Grow that and build it so that you have a large vision. You can grow your product portfolio yourself. You don’t have to be part of somebody else’s product portfolio. You can become a part of somebody’s portfolio but it’s an important part of the portfolio and that’s what I’m focused on.

Back in the days when I was doing my MBA, this used to be one of my case studies. It’s a classical thing. When you are at this school, you always talk about acquisitions, M&As. There’s research out there. More often than not, the post-acquisition value dilutes and hurts both the acquired and the acquirer because there are many factors here. There’s technology, teams, processes and the cultural aspect. To get it right, it’s not easy. One company that’s done well is Cisco in terms of acquisition and making it work. Otherwise, it is a pain. It’s not easy.

B2B 11 | Go-To-Market
Go-To-Market: When you are in a startup, you are so laser-focused on that little one product that you have to take to market and make it successful.

 

Most acquisitions do okay for 2 to 3 years but then it’s a cyclical business. Times are rough. They are looking at all angles. It’s not just your product. I may be married to my product but there are many other products that get impacted. Either the product should be a very critical part of the portfolio or you lost into large companies.

You did mention and talk about who your ideal customer profile is for Nimbella. You talk about the developers, both indie as well as someone who is within a mid or large size company. What is Nimbella’s go-to-market strategy? How are you thinking about it? How did it evolve from day one?

Nimbella’s go-to-market strategy is quite different from what I have done with other B2B companies in my past. We are serving the B2B space. The space is the same but the user of our product is developer and developers are a different breed of buyers. The reason is you can’t sell to them by direct marketing effort. More show, don’t tell. If I was to sum up our GTM strategy in one phrase, it is the bottom of evangelization with some top-down commercialization because in the end, we have to generate revenue to sustain. What we do is we are in a product-led business. It’s not a sales-led business. Therefore, we have to be focused on evangelization first.

We started our effort on top-down because the buyer is typically an enterprise leader who is not necessarily going to swipe the credit card and buy the product without knowing more about it. They are a developer also but they are a developer leader, CTO, cloud architect, you name it. Those people are making a decision for an organization and not just for themselves. We do evangelization through developer advocates either from the open-source community or they are considered experts in their domain of expertise. What developers do is follow them and their advice. No matter how many marketing material you throw at them, it doesn’t matter. It’s what they consume on their own. They have to find things on their own. The content has to be educational and not sales-oriented or marketing-oriented because that content should be influencing the developer users without crossing that boundary between education and selling.

That is truly important and it’s different from what I had done in the past. I’ve done outright blatant marketing. We also use gamification. As I mentioned, my buyer persona is developer. Whether they are developer leaders or not, but they are developers. They could be CTO, cloud architects, or whatever they may be. Gamification is of interest. The campaign that we are running, which is a three-month-long campaign is called FaaS Wars. It’s a play on Star Wars. It is themed after Star Wars and FaaS is Function as a Service which is another word for serverless.

A small product in a large company is lost. Share on X

You still have your marketing brains there.

I have a very good marketing person on the team, much better than I am. This is their creation. Every engineer I know is a fan of Star Wars. There may be few but every engineer. In this game, you go and create your starfighter using our platform and you battle. There are many things happening. You are learning about serverless. It teaches you serverless. You’re learning about a platform, you are playing a game, and you are winning a prize. That campaign is running. We have wonderful traction with that. We have many registrations for this and there are constantly building robots to fight. We declared our first winner on January 30th.

For your next campaign, you should think of something around the lines of Wonder Woman.

Thank you for that great idea. I would love to pass it down to my marketing person.

You hit all the right points there. Clearly, it’s a big shift for those who were doing the classical traditional B2B marketing, selling to the business buyers, or positioning their products against business buyers versus you’re not selling but educating the developers. It’s a whole different ball game. You cannot create fluffy marketing content stuff. That’s for sure. It’s all about them getting their hands dirty and experiencing SDK, API, documentation, sandbox environment, and all of those. It’s all about that. Once they do that, that’s when they get or build some affinity towards, “This is something cool and this is something that I should share with other developers.”

One thing I did forget, things have changed from the last time. There is a concept of free service, not just free time trial and freemium offering. That is very important in our line of business. You’ve got to give developers their time to play around with your product not just for hobby projects but real projects. That too, is free so they can adapt it for enterprise use cases.

I liked the way you phrased it which is bottom-up evangelization and top-down commercialization.

This is a very understanding of mine because I’m trying to figure out how do I influence and also sustain.

We talked about bottom-up evangelization which is educating or getting to the developers. How are you approaching your top-down because that’s always a component of your go-to-market?

Even the top-down approach has been different from traditional enterprises and companies I’ve worked for. The reason is we are a small company. I can’t afford a full-blown sales team, if you may. Also, my buyer persona is a little different. A B2B salesperson may not know how to sell to a developer buyer. We sell through developer advocacy. I do have a very strong developer advocate but I would say, he’s a hybrid developer advocate because he does wear a little bit of a salesy hat. His objective is to help the developers from the enterprises to use our platform but also figure out how to monetize the platform that we are offering. It’s a hybrid approach but it is through developer advocacy.

I have a great developer advocate in Italy and he is not only able to influence the indie developers but also the enterprise buyers. He’s able to speak their language and to the needs of the domestic market. This is important for us to make a top-down impact because you need to be able to understand their use cases, their needs, and position the product correctly for them to be able to try and buy. That’s the difference, I would say. As we grow, we’ll become more traditional B2B as every company evolves, but then you will see critical masses evolve. You would see 10 to 15 developers in a company are using it independently of each other. You approach the company and say, “Fifteen developers in your company are using one-to-one an enterprise license for this.” That’s the typical bottom-up evangelization leading to bottom-up commercialization. We will evolve to that. Until then, we have to take a hybrid approach. We are influencing both sides of the equation, the developer persona as well as the developer buyer persona.

B2B 11 | Go-To-Market
Go-To-Market: You’ve got to give developers their time to play around with your product. Not for hobby projects, but real projects and free.

 

One of the role models for who’s taking those approaches or who has taken this approach and being successful is Slack. Slack comes to mind, bottom-up and top-down. I’m waiting for that day when you and Nimbella are up there with those big names.

I’m looking forward to it. Hopefully, we can make it.

You have a plan for 2021. What are your big goals and challenges? Let’s start with the goals? What are the big things that you see from a go-to-market perspective for 2021?

Let’s talk about 2020 because it was an odd year. Everybody will go down in history as the odd year. It was difficult but it was not that difficult for tech. Tech did pretty okay but there were several months in 2020 that a lot of companies put brakes on new technology and new exploration, which impacts startups and new technology like us. Some of that effect was positive that you don’t have to travel. People are signing million-dollar deals on web conferences.

It’s easier to get the decision-maker because he or she is not complaining about the flight schedule or travel anymore. “Let’s jump on a call.”

There is an advantage of that but there are other disadvantages. You are not making a connection with your customer. If they are such a big customer and you want to land and expand there, it is hard because you haven’t formed that connection. You wouldn’t understand them as well as you would have understood if there was a team meeting with their team. You don’t have a captive audience, for instance. If you look at any conference and I have attended several online conferences because you can attend as many as you want. You’re not traveling anywhere. Everybody is doing ten different things. I’m getting a message in Slack. My phone is ringing. There’s absolutely no captive audience. You think that since it will be a recorded session, you’ll come back and listen to it. That is a challenge now.

These are the challenges that we are faced with because we are in the business of influencing developers and the buyer. That influence becomes harder when there is no captive audience anywhere. My challenges are the same. I want to make that impact. We are going to keep on trying those same things. It’s easier to get people in the meeting but it is harder to repeat those meetings because you have met them once and you’re going to show them a similar thing next time. There are no other venues to meet. For instance, you had a phone call, you met them at a conference, and you followed up from the conference. Those avenues are all gone. These are my challenges that I’m still working with. We have a line of sight to our 2021 goals but there’s a lot of work to be done. We are always limited by resources.

Something that I’ve seen other companies do well and something that I articulate in what I call the content-to-revenue manifesto which is the companies that get it right are those that are investing in content, almost creating a brand or a self PR machine. It is not PR in the negative sense. It’s about how do you drive awareness, how do you get people to know what you do, and have them see you as an expert.

You can grow your product portfolio yourself. You don't have to be part of somebody else's. Share on X

There’s so much material nowadays, many conferences you can attend, and many events you can attend because there’s no travel. There are a lot of podcasts and blogs. How do you stay top of mind in the midst of so much information and how do you produce the right content? Those are the challenges. Everybody is on one platform now. That is your virtual platform. You are competing for the mind space on that platform. That’s the challenge.

I’ll make a mental note. I’ll follow up with you and your head of marketing later, and we can run you and the team through that content-to-revenue manifesto. One of the paddlers and something that I’ve seen is how writing code is to developers. Content is the same thing. It’s the same currency for your marketing and sales. The better your code, the better your product. It’s the same thing for content. Unfortunately, for companies like us or what I do is we help people and companies to get better at developing content because that’s the currency for marketing and sales and even customer success. It’s about how do you create content where you are seen as delivering value first and the people are extracted towards your channels, your expertise and your mindshare.

You’ll have to stand out. I’ll say, “How do you look for your zebra in the field of ponies?”

Let’s dive more into the last couple of questions. For every leader and every go-to-market leader are every person staying on top of your game, staying in touch with what’s the reality out there, and staying in touch with the community is key. Learning is a big process. What are the big things that you’re curious about from a go-to-market perspective and how do you stay on top?

I’m looking for engaging my ICP all the time. How do I engage with my ICP in a way that I am not blatantly marketing to them? That’s the big thing. I find ways through hackathons, gamification and content. We publish blogs all the time. I personally read a lot but not books. There are many good books but I don’t have time to read books. I consume it in bite-size and curate it in medium blogs even corporate blogs. Some corporate blogs are so good. I also look at Hacker News and Reddit forums because these are the places where my buyer persona hangs out. They’re not comprehensive but they are the talk of the town. I need to know what’s going on there.

I listen to a lot of podcasts and they have been helpful during this pandemic. There’s a wealth of knowledge. There have been many events that I have liked. There are a lot of online events but majority of them are either I say put it off that I’ll watch it later or on-demand. Some of the live events from the VCs have been very helpful like the Foundation Capital and Redpoint. They’ve hosted wonderful events in the area that I am interested in like product-led growth and developer growth, all of these. I have learned a ton from them because they were leaders who have taken their company through motions and they have the battle scars but they overcame the challenges that they’ve faced. I’m not reinventing the wheel. I’m learning from their experiences.

My knowledge is constantly being added on and it’s evolving. Some things work and some things don’t work, but the beauty of nowadays world is you can fail fast and move on. It is not very expensive and difficult to try both from the infrastructure perspective and also from a production perspective. Any content production can be done economically, whereas that wasn’t the case before. Those are the things that I keep on trying, learning and experimenting. Experiment is the game. Hopefully, there is a formula that clicks like repeatable. I found a couple of things, as I said, gamification, hackathons and content. Also, what kind of content is useful? That is always changing because there are new frameworks that have come up and then there are people who are trying different things. You’re all constantly in learning mode.

That’s a key. It’s about having that discipline and the mindset to figure it out bit specific content or resource that you can apply now. That’s the framework that I’ve applied and seen in myself. That’s a ton of content, be it books, communities, forums, their webinars, and their podcasts but one framework that I’ve seen play out well. I think that’s what you’re alluding to is, what is that one thing that is top of mind for me this week, this month, or this quarter and what resources can I lean into? One time question for you. If you were to turn back time and go back to day one of your go-to-market journey, the time when you’ve transitioned from a hardcore PR coding developer engineer to your product management job, what advice would you give her?

The advice that I would give her twenty years prior that whatever you learned in school, apply it right then because it’s not going to be the same. When I started my go-to-market journey, I was looking at 4Ps and 3Cs. You understand the business school jargon and it is helpful. We may not call it jargon now but it’s helpful because it frames and puts a structure and that evolves. I would advise myself at that time, “Apply it right now but keep an open mind that this is not going to be the norm. This is one single step that you’re taking in your go-to-market journey. Always be open to new ideas and keep on experimenting.” One other thing I would say is don’t wait too long. This is more of startup wisdom rather than large company wisdom.

If you haven’t even released the product and you want to test the market, go out and test the market. Talk to your prospective customers or prospective users. Not because you want to sell to them at that time but to understand more because as you are developing it, your thinking may evolve. I am not a believer of stealth. Go out and pitch. Don’t be shy to pitch unless you are doing super-secret stuff. That’s the first advice. Second, don’t wait too long to hire your best marketing person. Go for it right away.

I am in the same belief and mindset which is stealth unless you’re super secretive and hard-to-get IP. It’s a whole different ball game but I’m a believer and practitioner of this whole agile startup mindset. We apply agile developers to experience, go, test it out and get feedback. It’s the same thing for the go-to-market. Thanks to Eric Ries and Steve Blank. They have preached and promoted this whole Lean Startup and agile startup mindset. I think that is key, especially from getting feedback to even testing the content on your go-to-market messaging, that is key. It’s not for the product but even for product-led companies, it’s about getting that feedback as to what resonates, what sticks, and what doesn’t?

We all have to figure out either you are disrupting or you’re creating a new category. Once you figure that out, go full steam.

It’s great speaking with you, Anshu. I greatly appreciated the time that you’ve taken and all the nuggets that you shared. If the audience wants to learn more about you and Nimbella, how do they find you? How do they get to learn more about Nimbella and what you do?

Just go to Nimbella.com. You’ll find everything about Nimbella. A website is not always perfect. It’s always changing as I said but there is enough information there. I’m on LinkedIn and Twitter. Search for Anshu Agarwal and you will find me.

Thank you. I’m wishing you and the team the very best, Anshu.

Thank you, Vijay.

 

Important Links

 

About Anshu Agarwal

B2B 11 | Go-To-MarketAnshu is an experienced senior-level executive with extensive experience at startups and Fortune 500 companies in Marketing and Product Management. She has strong expertise in positioning, marketing communications, new product launches, business planning and go-to-market strategy and execution. Anshu has a reputation for successfully building and leading high-performance startup teams. She has experience with both hardware and software products including SaaS.

Specialties: Go-to-market strategy, Product strategy, Pre-revenue and Pre-IPO startup experience, Corporate experience, sales strategy, channel management, market share acquisition, B2B/Enterprise marketing – branding, campaign management, demand generation

Industry experience: Network Infrastructure and Management, Software Defined Networking, Content Delivery & Streaming, Application Delivery, Virtualization, Cloud Computing, Storage, Security, and Analytics.

 

Love the show? Subscribe, rate, review, and share! http://stratyve.com/

 

The Go-To-Market For Scaling Startups With Ajit Deshpande 

Posted on by stratyve_ant2yf
B2B 8 | Go-To-Market

B2B 8 | Go-To-Market

 

Businesses go from one level to the next. The further you are along, the more complex your business strategy will become. In terms of the go-to-market, startups and mature businesses also differ in their approach. Taking us through these stages, Vijay Damojipurapu invites Ajit Deshpande, the Vice President of Demand Generation at Marqeta, Inc. Here, Ajit shares his thoughts and observations between startups and businesses that are further along in the game and reveals some of the best practices of go-to-market leaders. He gives pieces of advice to leaders on building traction and scaling up—from marketing to leading a team with experimentation—and then reveals how they are working towards their goals in the company as a FinTech startup. 

—

Listen to the podcast here

 

The Go-To-Market For Scaling Startups With Ajit Deshpande 

I have with me Ajit Deshpande, the Vice President of Demand Generation at Marqeta, who is based out of Silicon Valley. Ajit has a unique profile and track record in the sense that he has grown in the ranks and in the roles of go-to-market oral function all the way from marketing planning, business operations, marketing leader role, now in Demand Gen. At the same time, he’s been active in the whole startup ecosystem. I’m looking forward to the conversation.

—

Welcome to the show, Ajit.

Thanks, Vijay, for having me.

I always like to start off with the real key question around the whole theme of this show which is around go-to-market. How do you define a go-to-market?

When you think of a corporate entity in any company, there are two main roles that exist in the company. One is the role of making something, whether it’s a product, service, software, or whatever and then there is the role of selling it. When you boil it down into those two things, go-to-market is the second half. For something that exists, how do you find the right customer for that product, service, or the solution that’s been made? Finding the right customer, reaching out, selling, retaining the customer in the long-term, and then hoping that the customer becomes an evangelist. That whole process or gamut is go-to-market. When you think of it in terms of corporate functions that will then contain marketing, sale, customer success, deployment, and it will include support operations. A lot of these teams work together to get the go-to-marketing going. That, to me, is a go-to-market.

I like the broad perspective that you bring to the table. This is a common theme that I’ve seen occurring with the go-to-market leaders I’ve been speaking with. It’s always a very holistic and broad perspective. The reason why I share this is I myself have been guilty of this whole process years ago when I started in product management or even a product marketing role. For me, back then, go-to-market is all about how to get this thing out of the launch door. It’s all about the launch process but over the years, my perspectives and insights have evolved.

It’s in line with what you shared and the various guests have been saying as well. It’s an inside view but at the same time, and more importantly, an outside view of, what is happening outside the company and how we tie those two things together? As you said, you build and innovate but how you take it to market. It’s an ongoing process. Share with the audience about your journey, how you started specifically go-to-market role? If you go back in time, how did you evolve your journey and how did you land at the role that you’re in now?

I’m an engineer by education and training. I studied mechanical engineering in India. I did my undergrad there then I came to the US.

You did your undergrad from one of the top Institutes in India.

At the Indian Institute of Technology in Bombay is where I finished. I immediately came after my undergrad to Stanford to do Master’s in Mechanical Engineering. I’m a hardware engineer by education. After that point, I did another eight years of engineering work all in the Bay Area in Semiconductors and then in Cleantech. I was a robotics engineer. I designed robots for these industries and it was all great. It’s quantitative, solid work, and satisfying in its own silo, so to speak. Part of it, for me, was I didn’t understand what happened after my work was done.

Marketing is just making the right offer to the right person at the right time. Share on X

These robots then got integrated into other systems. That system then would get sold to a customer. The customer would make chips and then those chips would come back to me through our laptops and then phones. It was a little bit of a roundabout existence to connect what I was doing, the end outcome for the consumer. I was always curious as to what being closer to the customer’s need and customer validation might feel like. I did go to business school with that intent, which was to transition out of engineering and into more of a business role. I didn’t know what I would do in business. I wanted to explore it. I went to Berkeley towards the end of the last decade and did my MBA there. During this time, I originally explored finance as a function.

I looked into multiple different streams within finance, investment banking, I did some Hedge Fund work, venture capital work, and I was doing all of this pro-bono exploration during business school. I realized that it was the technology piece of it that was still exciting to me. I tried my hand in venture capital and recruited into it heavily. I was able to get into the VC world at a firm called Opus Capital back in 2012. As it turned out, none of my hardware experience mattered because Opus focused on software investing for the most part even though it was B2B enterprise. They hired me partly for my drive and my perceived potential to figure things out.

When I went to Opus with all the hardware experience that I had, I had to learn everything from scratch. I had to learn about databases, networking, mobile SaaS, etc. In that process, what was logical for me was to look at all of these early-stage investment opportunities that the Opus came across. I came across from the lens of how these ideas would scale and get taken to market because I was not necessarily a technical architect that would get into the weeds of the product based on my previous experiences. The go-to-marketing came second nature to me as I was looking at startup. As I was doing that, I had a lot of these notions that are developed on how marketing, sales, and customer success might behave.

After two years of doing it, I started questioning whether I had the right notion in the first place. I decided to move from venture capital and try to get into the business side in a functional role. As I was recruiting, I was hired by Salesforce back in early 2014 onto their marketing team to lead business planning. I would never have expected myself to be a marketer at that time. For me, marketing was like any other aspect in go-to-market. It’s big in many ways, unsolved problems. You could think of it as a challenge and with first principles, you could solve all of that.

I thought it was an excellent opportunity for me. I went to Salesforce and marketing and then I spent five and a half years there learning about various facets within marketing whether it was the business planning piece that I started with or over time I scaled into various other aspects, mostly on the marketing operations, analytics, and strategy side but then in the process, I got exposed to marketing quite a bit. More so, I got exposed to a lot of top-notch people at Salesforce that is at the forefront of B2B marketing.

I learned a lot from them. I understood their psyche and my own psyche, so to speak, and I got more and more interested in that piece of it. Later on, I went from Salesforce to Stripe. A lot of it was driven by a couple of objectives. Number one, as I understood Saas to be an excellent go-to-market business model, I also had this notion that with all the consumption-based aspects that were happening in the FinTech world, that things might be different and interesting to understand. Stripe was one of the key companies that have been driving that thought process forward. I was at Stripe for a year where I was more in the finance team that supporting sales and marketing.

In that sense, I involved in go-to-market strategy but from the financial angle. After a year of doing that, I transitioned to marketer which is also in the FinTech space, smaller startup than Stripe but a leader in card issuing as the category. With that transition and back into the marketing role where I’m now responsible for Demand Gen, I go from high touch events to account-based marketing, inbound online paid, Demand Gen, SEO, and to marketing ops. A much broader scope across Demand Gen and it’s a way for me to contribute to this company’s success.

That’s a great journey there. I can go into several of those areas and we can have a deep dive discussion around those for the value and benefit of the audience. You clearly being very closely associated with the go-to-market when it comes to early-stage startups. When you were at Opus, you are seeing that and evaluating businesses from that point of view but at the same time, at the other end of the spectrum, you have been very closely involved with go-to-market for the more mature businesses at Salesforce and Stripe, and now at Marqeta. What are your broad thoughts, paradigms, or observations that you see on early-stage versus more mature?

One way to boil it down is that when you’re on early-stage or a small company, it’s pretty much hand-to-hand combat. You are going after that next customer, next small business, and next small vertical that used-case that you’re willing to put a lot of energy into winning. That’s the focus for a smaller company. What that also means is that the objectives are simple and the alignment across the go-to-market chain. When you think of marketing, sales, and customer success, everyone is extremely aligned on that objective. Once you go past a certain scale and you go into the large company more, you’re looking at aggregate sophistication.

B2B 8 | Go-To-Market
Go-To-Market: When you think of marketing, sales, and customer success as a startup, everyone is extremely aligned on their objective. Once you go past a certain scale and go into a large company, you will start looking at aggregate sophistication.

 

Before we go into more of the larger scale, it’s easy to get the alignment between go-to-market functions like marketing sales, success, or support but the challenge is there’s no playbook into how, which market segment? Who is my customer, who within the customer, how will I engage them, who is the buyer, what is the buying cycle look like, it might hit my revenues, and forecast? It’s all topsy-turvy at least for the first couple of years until we hit scale. Any thoughts on that?

That’s the beauty of innovation and being in a startup because you’re trying to do something that is brand new. The existence of the lack of playbook being in place is a logical outcome of your own pursuit. It is in some ways a competitive advantage to come up with the thought process and a playbook to create that winning combination for yourself. With that said, the absence of a playbook is somewhat compensated by the simplicity of the objective, which is I need to figure out which customers might like my product. How do you find that out? You interview five prospects and you find the one that resonates on your thought process. There is a lot of manual needs to the work and a lot of ingenuity that has to be brought in but at the end of the day, because the goal is a relatively simpler goal to go for, the efforts can still bear fruit.

That’s broadly my thought process. Number two, when you think of go-to-market, matter product, user experience, or any aspect associated with the business, the logical first principles-based approach to looking at any of these situations typically will be a winning approach more often than not. Marketing is making the right offer to the right person at the right time. If you could find the right person, you could make the right offer when they are ready, you will succeed. The question is, how do you get it done?

Simple concept but hard to execute.

It is very hard to execute but you can use first principles and say, “This is how I can plan my work to get the best of what resources I have.”

Clearly, you’ve been very closely involved in startups, not just from an operational but even as an investor and advisor. If you look back and step back, what do you see the common 2 or 3 top recurring themes as best practices and something that you would share with founders and go to market leaders for the early-stage startup? I’m talking about seed or even Series A.

Is it from the standpoint of go-to-market?

Yes.

The few principles are objectives that any founders should have. I’m getting into a little bit of a philosophical thought process but hopefully, it’ll all connect together. Number one, one has to be extremely unbiased in their thought process. A lot of entrepreneurs and corporate individuals, entities are biased in terms of the potential for their product to succeed for what the customer may or may not want, etc. and that bias affects a lot of the decision-making. Can someone be unbiased in their thought process? Number two, always customer-centricity makes a difference. What does that mean? Any startup for success as to monetize what they are building. If what they’re building is not used by anyone then it makes no difference to the world that is a product.

Customer centricity always makes a difference. Share on X

They have bigger problems in the sense of entity will collapse.

That could be but more so, every action for individual and founder has an opportunity cost. That opportunity cost is they could be doing something else. If they’re putting their time into solving a problem then that problem is something that the customer needs. Being customer-centric and unbiased, those would be your starting points. Again, going back to first principles. How can someone envision the future? Can you imagine where you’d be five years from now? Can you slowly peel the onion back from five years later? What does that mean for next year? What does that mean for three years from now?

What is my five-year goal? If my five-year thought process is to be the dominant CRM company in the world, then how do I create the CRM market? How do I get ready to sell into it? What products do I need? What will the technology landscape be in five years? To be imagining it, boiling it down, and bring it back to the eventual tactical outcome, that’s the third aspect of it. The fourth piece of it, which is personal for me but in the startup world, this is something that a lot of successful founders to practice in the first place. It’s always to be doing something, iterating, getting to the next step, not be thinking about something, big strategic objective, and rather small wins will combine together to get to the final outcome.

Going back your first point, it’s all about having that intellectual curiosity. That’s how I term it. When you say unbiased, you need to be sincerely and seriously honest with yourself and led data. Sometimes, not always data will dictate but you need to be intellectually curious and honest with yourself. To your last point, it’s all about the market pull you in that direction. Switching back and going down to the more scaling part of the business which are being closely involved on a day-to-day operational basis over the last few years. Continuing on your thought process there, we are moving the needle from go-to-market for early stage, which is all about building traction to now, you’re talking about go-to-market for scale up. What are your thoughts, lessons, and advice for the audience?

As a company matures and scales up, it’s filled by the nature of its evolution. It will start becoming a combination of a lot of specialized functions, so to speak. For example, at market, we have sales and BD team that exactly understands what our product-market fit is. At a very early stage, they can gauge pretty well whether a prospect is right for us to pursue or not and it saves us a lot of time from their perspective. We are not engaging with prospects, which will lead us to a dead-end because FinTech is a rapidly evolving business. Time is of the essence as far as getting product-market fit at scale. Our BD team is smart. Our marketing team on what we are doing is as full-scale as it can be for the resources that we have. What that means is we could do many different ways of getting to market.

We could have the website be extremely sophisticated. We could have big Demand Gen and scale. We could do SEO and account-based marketing. There are all these things which we do to some extent. For us, a lot of the goal is to try to create the right mix of effort from our side in order to match up with our sales goals. That’s the other piece. For me, as we look at marketing, the scale of the company makes a massive amount of difference. In a small scale startup, you could use one channel, one tactic, and that may be enough for you to feed your entire sales objective.

As you get to a marketer style thing, you are looking at more of a full-scale marketing effort that has elements of almost anything that you can think of within marketing but with prioritization and a mix of objectives or channels based on the skill that we are looking for. As you go further into a large company such as Salesforce, you’re doing everything at massive scale. You are doing everything from 60,000 people dream force down to an end event portfolio of hundreds of events, lots of digital marketing, a pretty sophisticated website, and so on. At that point, every single channel is a necessity. For a marketer, it is a question of prioritization.

You shared about the different go-to-market channels and Demand Gen avenues. You mentioned about ABM pieces including events, inbound, and outbound from a combination of email to SDRs and BDRs, and then the account executives closing the deal. What is your broader approach or what is the guidance to the team? When I asked this question, I think about you are given the charter for the next 3 to 6 months. How do you guide your team and what experiments you need to experiment, at the same time, you need to deliver on those across this channel? How do you approach and give guidance to your team?

Let’s start from the last part first and then I’ll get to the first part of the question. Experimentation is a cultural thing more than anything. What that means is at any given skill, you’ve got to be experimenting all the time. One utopian goal that we have, at least for myself, my team, and the product organization, is we would like to experiment with 10% of our resources all the time. What that means is if I have $100 to spend on digital advertising, we should be trying to invest ten of those dollars on things that we don’t know much about. We know for the future whether these things work out or not. On the fringes, there is value to having some investment in experimentation, always, in the perspective of what it is that you’re doing.

Do you report those on your weekly/monthly dashboard?

B2B 8 | Go-To-Market
Go-To-Market: The beauty of innovation and being in a startup is how you’re doing something that is brand new. The existence of the lack of a playbook paves the way for a logical outcome of your own pursuit.

 

In B2B marketing, it’s very hard to break out the impact of one piece against all the other things that are happening. The end goal is still an end goal which is we need to deliver leads and pipeline to the sales team. To the extent that we are doing it with the resources that we have, you’re okay. To the extent we are not doing it, there’s a problem. The point here is experimentation is more of execution on the scientific method. What that means is you have a hypothesis that something might be interesting and you put in some investment and some resources into it. If it works out, great. If it doesn’t work out, you move on and go back to what is the basics and what works for you. That’s one piece.

There’s two levels of experimentation. One is within a given tactic and then there is the experimentation around tactic mix. Should I be doing more online and less events or vice versa? It’s an experiment. It’s all the same money that is being invested across these things. There is a significant amount of art form to try to figure out what decisions will result in that mix shifting more time. That is part of the challenge and part of the opportunity for a role like mine. That’s number one. Your second piece was more around how Demand Gen, whether it’s events, ABM, or inbound, etc.

How does it align with your quarterly?

How to think of it in the context of the company’s objective so to speak? At least from my personal perspective, that part is more of a top-down thought process. The way that I personally look at it is in Demand Gen, sales have certain goals. That certain goal that is downstream on revenue translates to a certain goal upstream at leads, traffic, or conversion rates, etc. That’s the starting point. The next question is, what is the mix I’m going to use to achieve, what are goals that I need to deliver? That would be based on what has worked in the past and, correspondingly, where is it that I need to grow? There is always that eventual plug, which is the rest of it has to come organically.

You could call it a miracle, product-market fit, or some vitality in our scale or brand and all that. There is always an organic component to all that we do. Once we’ve figured out what it is that we are looking to shoot for, then the next thing is for us to make sure that there is resourcing across each of these key initiatives. To make sure that we all measure ourselves back with the understanding that at the end of the day, whatever it is that we are projecting is not going to happen. That will be some variant of what we think is going to happen.

However, the total of all of our mistakes will still end up to be zero. That’s what we are looking for. We are pretty much looking to, again, have that point of view to make sure that we are invested to feed or achieve the objectives associated there. For us, whether it’s the experimentation culture or the delivered results culture is to be this passionate. It’s to evaluate whether we achieved or underachieved because of intent and how much of that was luck. How much of the market is turning in our favor or against us is what matter. Look, evaluate, trade, fix more.

One thing is very clear based on what you’re saying, Ajit, it’s very clear in your mindset as to how you’re applying a financial portfolio management thinking into this. You mentioned about you win some and you lose some but the net game should be zero. It is the same mindset that you’d use when you’re building a financial portfolio. You’ll have some stocks or some investments where you’ll hit it right out of the park and others which can go downhill. At the end of the day, are you net positive? It’s the same mindset that you are applying.

I would extend that a little bit further. Every leader for every function thinks the same way or at least should be thinking the same way. Whether it’s the CFO of the company saying, “Should I invest in sales, marketing, or product?” They might same think, “Where is the biggest bang for the buck for what I have?” It’s the same thing with the salesperson saying, “Which deals should I put my energy into?” The product person is saying, “What features are important?” Every one of those things has that logic. I want to also say that every function has its own complexity and nuances.

Marketing also has those nuances. At the level of making decisions on what to do in marketing, such thought process make sense. At the end of the day, marketing is a very massive art form. Marketing needs the intuitive feel, brain, and gut feel of the marketer to be the right intuition and the winning field. That is very much driven by the marketers themselves being smart and more right than wrong and all that. The right people in the team make this difference happen. That skill, intuition, and thought process comes with experience and time. If a team has great people in it, it will be very fun.

FinTech is a rapidly evolving business. Time is of the essence as far as getting a product-market fit at scale. Share on X

How big is your team? Can you also share some details around your MarTech stack?

The marketing guard at Marqeta is around twenty people. Demand Gen is 1/4 of 1/3 of it. The company overall is 500 people. As the whole entity scales, so with marketing, Demand Gen, and every that function within. As far as the MarTech stack, it is robust from the standpoint of addressing all the automation needs that we have but we still have some ways to connect all of the elements of the stack together. Our MarTech stack at its core is represented by three nodes. Node number one being the Salesforce, which is where sales puts all of that information. The question is, how do you break it down? Node number two is HubSpot, which we have data from all of our campaigns. This is how we have done all of our campaigns, whether it’s our email campaign or outbound campaign. All of that goes through HubSpot.

The third mode for us is Engagio, which is the entity that helps us consolidate the work that is happening on both sales and marketing from the standpoint of the end account. With Engagio, we can look at what meetings are happening, who’s coming to our website, who’s responding to our campaigns, who are we sending emails to, and all of that. Those are the three core nodes. Around those nodes, we have a lot of different MarTech elements. We have content delivery, project management, ad service team, and lead enrichment, and all sorts of things that would be required for a typical effective ABM program. The last piece for us, as I said, is continue to connect all of these together so we can have a more holistic view on an ongoing basis.

That’s an art form. How are you thinking about your goals or objectives? Can you share a bit about that?

From the standpoint of where we are as a company or FinTech startup, that comes a lot of companies with lots of transaction volumes as our key customers and also prospects for us to go after. As we look at our ecosystem of prospects, we are focused on high touch marketing as an ongoing thing. We are not as focused on super small business marketing. That is not the right product-market fit for us at this stage. Our goal is to keep figuring out better and more effective ways to convert our prospects into customers for these high volume type account. That’s our goal.

I don’t think that is going to change for the period of time. Within marketing as we evolve, we have a pretty solid MarTech stack that allows us to in silo be effective at any given tactic or approach. One of the big goals for us is to go from there into a true influence approach in marketing. Now, we can track success at every step but our goal is to look at the big picture in a one-click automated manner. That’s one of the big goal for us, number one. Number two, the goal to be a good partner to sales. That goal was a 2020 goal, it will be a 2021 goal, and it’ll always be a goal for us.

In FinTech, the beauty of the evolution is new use cases would come up every single day and every single week. A lot of inbound interest comes to us with use cases even we don’t think of. The goal for marketing is to help discover those use cases, help figure out what the potential and possibility is with those use cases, work with sales to close the loop, and make sure that we are ready and defining the category around all of these use cases. Startups innovate and companies are building out all of these use cases. In fact, ranging from the largest banks all the way to the smallest FinTechs, everyone is thinking in a unique way. As someone that provides the infrastructure for a lot of this evolution, our goal is to be ready for it. As we go forward, the goal for marketing is to become better at evaluating and anticipating, and then be a partner that is more true at the top of the funnel than who we are now. That’s an ongoing pursuit as well.

Is it your team or is it in combination with product marketing or some of the functions that you identify all these use cases?

It’s all of us together. Partly it is because we only have so many people and we don’t have the luxury of having 50% of agencies that can do the research for us. We are this crappy organization. There are some other aspects to it. Sales team gets the most exposure to all these upcoming teams. We have to leverage them and they have to leverage us for making sure that all the execution and positioning is in place. That exploration within sales and marketing at the top of the funnel, those two pieces are very important. Beyond that, it happened at every single level. For a marketer who is a startup at this point in time, our exec team will come up with referrals and use cases. Our board will send things done our way and say, “I have this portfolio company that is trying something.” We get exposed to this innovation from many different angles and our goal is to be effective at responding to it.

I’m extrapolating and continuing the discussion on the 2021 piece. If you were given an X-number of dollars, where would you channel that? Would it be more on the OPIC side or more than a headcount, or is it a combination of those?

B2B 8 | Go-To-Market
Go-To-Market: Don’t think about something as a big strategic objective; rather, think of small wins and how, when combined together, they get to the final outcome.

 

Headcount would likely have much more impact than necessarily OPIC’s. That is also because we don’t have a very massive universe of decision-makers that we are going after. We are looking to engage with payments professionals that are working on transaction volumes at scale. These professionals are becoming more and more common across many different companies. Even your classic tech company now is starting to have payments professionals to automate, whether it’s their internal corporate expenses or any of the use case within. First of all, payment is becoming more common but broadly speaking, the universe of decision-makers that they’re going after is not that massive. There’s not so much for us a money game in the outside online paid work. What it is for us is, do we have the right content that we can put in front of these prospects as they’re exploring?

Content is a big objective, especially in FinTech, the better the content can be in terms of quality in terms of its ability to explain our business to our prospects, the better suited we are. Content is a big priority if we’re given more resources. The other piece, as we think of customer-centricity, if I were to look at scaling up, I would look at ways and means to get insights out of customer product use, scale, retention levels to get that intelligence to be a feeder into the marketing thought process. That would be the second objective. Beyond that, marketers are scaling across all facets. The more we keep doing what we are doing, we’ll still continue to get returns. It’s not like we are anywhere close to getting diminishing returns for anything. The more we invest, the better we are going to do with marketing.

It’s not surprising you say that content is a big challenge. Who I spoken with like the different CMOS and even the VP of Marketing at different organizations so far continue to say, it’s content. If I have to bubble it down, especially around the notion of, “Am I understanding my buyer and the user well enough?” Again, it goes back to not having the bias. Going back to a startup world where you don’t have the internal bias but then truly and out of curiosity, you’re trying to understand the problems of your buyer and the user. If you package all of that into content, that’s the key.

That mindset and skillset is extremely hard in the tech industry. That’s a recurring and resonating theme that I’m seeing across in the tech space. I have some pointers and guidelines as to what I’ll be sharing with my clients. That’s something that I can do offline. We’re coming up on time, so going into closing section over here, if you were to look outside in the industry across the B2B SaaS space, Salesforce, or other industries are hurting in the Startup world, who would you give a shout out to those 2 or 3 whoever leaders from go-to-market perspective who are thinking and executing very well?

Generally, I’ve been very fortunate to have been a part of Salesforce for such a long time. To be extremely honest, marketing is a first-class citizen in a large company. There are lots of large companies in the B2B world where overtime, marketing gets relegated into second-class citizenship a little bit. In many situations, sales become more and more powerful and then it starts becoming a one-way path a little bit more. The innovation died away but at Salesforce, that’s not the case. Lots of execs at Salesforce and everyone that I’ve had a chance to engage with have been accomplished and impactful on their own. I was lucky in that as someone that initially started their time at marketing doing business planning. I was a little bit on the buy-side.

I was able to ask questions to every single entity within marketing at Salesforce, if not to understand then to probe. Over time, there’s been a lot of friendships that have been built. A number of them are CMOs. CMO at Marqeta, Vidya Peters is from MuleSoft but now that’s a part of Salesforce. She’s been a highly impactful leader at Marqeta. I wouldn’t want to not name anyone but if you think of any exec Salesforce now, a number of them have been there for a long period of time. They’ve been inspiring on their own right. For me, it’s more of a shout out to that ecosystem. I’d say more of a shout out to the fact that they have been able to be so impactful for such a period of time. It’s helping out the entire tech ecosystem with all that they’re doing there.

Well said, Ajit. I completely agree with you. Salesforce is one of the few large organizations where marketing is a first-class citizen in your own words. It’s part of the DNA and it comes from the founder. If you look at Marc Benioff, he’s completely a marketing and a sales visionary and that trickled stone. Salesforce overall has been fortunate to have that whole thing and is still embedded in the DNA. The final question that I have for you is, if you were to rewind time and go back to the early days when you started in a go-to-market function, what advice would you have or what advice would you give to that person?

Let me make a couple of comments and then I’ll get to that piece. When I started at Salesforce back from my time at Opus Capital then I transitioned from venture capital into marketing, my whole thought process was someone that is smart can come in into marketing, look at the entire landscape, use hopefully, first principles driven approach, can understand the problem, solve the problem, and optimize the situation. That was the thought process that I came up with. Years later, when I left, I was nowhere close to having a solution to any of this. There’s one learning here which is to understand that go-to-market broadly, even something that is as black and white as sales is still an art form.

It is as good as what you make of it. It is as good as the effort that each individual in that organization puts in. The goal for a go-to-market lead or even a contributor needs to augment their strengths in pursuit of product-market fit for their company. That’s one advice. The other advice that I would give to myself, which I aligned to that shortly after was simplicity wins as complex as you can think, marketing, sales, or any of these things might be. The simplicity piece is what rules every day. Do you believe in your product?

As complex as you can think marketing might be, simplicity wins. Share on X

Do you think your product is a winner? If it is, then figure out how best to showcase it in the right way. Keep it simple, keep it to the point, and think of it from the perspective of the other party. The other party understands less about your product than you do by default then bring it down to the level that they will understand it. If there is a need with your thought process, they will become customers. To the extent that they are customers and you continue to keep them happy, they will become your evangelists. That’s what it boils down to.

I think of those two words. The words that summarize everything are simplicity and empathy. That’s what I would say as well. Well said, Ajit. Thank you for a wonderful conversation. It was a pleasure to have you on the B2B Go-To-Market Leaders Podcast and good luck to you, Ajit, and to your team at Marqeta.

Same to you, Vijay.

 

Important Links

 

About Ajit Deshpande

Vice President of Demand Generation at Marqeta, Inc

 

 

 

 

Love the show? Subscribe, rate, review, and share! http://stratyve.com/

Marketing Across The Spectrum: From Startups To Industry Leaders With Shashi Kiran, CMO Of Aryaka

Posted on by stratyve_ant2yf
B2B 3 | Aryaka CMO

B2B 3 | Aryaka CMO

 

Marketing is the perfect job for people with co-dominant brains because it demands both right-brain creativity and left-brain execution. Before becoming the CMO of Aryaka Networks, Shashi Kiran had more than two decades of experience in business and technology roles across a spectrum of organizations, ranging from early-stage startups to industry leaders. Trained as an engineer but tempered in the industry as a marketer and a leader, Shashi has had the most experience in marketing and product line management, with some roles straddling the two. He joins Vijay Damojipurapu on the show to talk about the nuances of marketing for early-stage startups versus that of more established organizations. They touch upon the importance of getting everyone on the same page as to what marketing means, building a dynamic marketing team and culture, keeping the team focused on set marketing goals, and the biggest challenges and opportunities for marketing in the present day.

—

Listen to the podcast here

 

Marketing Across The Spectrum: From Startups To Industry Leaders With Shashi Kiran, CMO Of Aryaka

I have with me Shashi Kiran, the CMO of Aryaka. As a way of introduction, as well as background, the reason why I’m looking forward to this conversation with you, Shashi, is your track record with various industry leaders including Cisco and Aryaka, as well as your involvement in the whole startup ecosystem. It’s a fascinating and exciting background. Welcome to the show, Shashi.

Thank you for having me, Vijay.

I have a bunch of questions for us to get started. As you know, this is the show around B2B go-to-marketing. How would you define go-to-market?

I look at it as the way to transfer value from the point of creation to point of consumption. B2B is a fairly complicated landscape with different decision-making levels, different target personas, different geographies, and regulatory requirements. In this context, to be able to rise above the noise, there’s a degree of brand awareness that you need to bring in. There is a greater degree of messaging clarity that you need to bring in terms of clearly identifying who you are, what you do, differentiation, your value proposition. Being able to feel the resonance of that value through different stakeholders, whether it be your employees, salesforce, channel partners, technology relations, or customers. That is all of what is driven by a go-to-market entity. It’s a broad foray, but if you can successfully transfer that value from the intent of the creator to the need of the consumer, then that’s a job well done.

In your last line, you hit it well, which is you shift your focus more into the consumer that you understand. That’s where the empathy and the listening are key not just from a CMO individual perspective, but how do you build that DNA into the outbound go-to-market organization. I think that’s key. A funny story and more of an incident from early in my career. The way I was thinking about go-to-market is typically from a traditional product marketing outbound which is, “We got this launch coming up. How do we line up the various things, including the collateral, positioning, messaging, sales enablement, as far as the pipeline goals we need to hit?” That is go-to-market. It’s a one-time event. That was my notion earlier many years ago, but then my perspective shifted. You validated and explained that well. That’s a great perspective. What will also be valuable for the audience over here is if you can share your journey from a personal as well as from a professional perspective on how you grew in the ranks of marketing and how you became a CMO, that would be great.

I’ve been fortunate in my journey. I’m an engineer by education and a marketer by profession. It was clear to me as I was doing my undergrad that I wanted to go into something that involved people, a balance of creativity and logic. In marketing, you see it as a bit of a right-brain as well as left-brain activity. There is a lot of creativity that you need to apply but to the point that you were making earlier about doing a launch or doing something in a more tactical way, executing against a certain deliverable, that requires a logical approach. Usually, the most successful marketing organizations are the ones that can combine creativity with execution.

I enjoy that. Fortunately, most of the jobs that I had, the responsibility that I was given far outweighed the title I had. That allowed me to learn more, make more mistakes upfront, and establish a good network of people that value you and you value them. Technology becomes a by-product in such environments because technology keeps changing. You have to still perfect your craft of how do you message, position, scale and execute. My career has been a combination of some startups and some larger companies. I’ve had roles in product line management with P&L responsibility. I’ve had marketing roles and roles that straddle the two like in my position. I oversee the product management technology partnerships as well as marketing in all of its forms.

When you reference companies like Cisco, I had more of a product and solutions marketing role there. The portfolio I had was large, tens of billions of dollars. It was one of the largest portfolios that Cisco had in the networking domain. At the same time, we realized that in a lot of things that we do, there are multiple fast through mechanisms whether it be our sales teams or channel partners or other stakeholders. What we create and what we put out goes through a series of filters. Sometimes, it takes a long time for you to realize the impact of what you did. There isn’t an immediate feedback loop. I have worked in such companies where I have scaled a lot of these go-to-market initiatives, helping grow businesses from zero to multibillion-dollars in revenue. We’re taking advantage of ecosystems that are built with a lot of sales teams, large channel partners organizations, direct marketing or direct sales.

The most successful marketing organizations are the ones that can combine creativity with execution. Share on X

That has been one element of my DNA. At the same time, for the last few years, I have been more immersed in startups. After I decided to leave Cisco, I joined an early-stage startup, which was to help determine the new product-market fit and getting an idea off the ground. That ended up getting far fairly quickly at a series of startups in the cloud-native application delivery space. I joined a mid-state startup, which was building routes to market. It had an Israeli engineering team. For me, it was great to work with that culture. We also solidified a lot of routes to market. Part of this journey had also been getting in front of investors to raise funding. We raised the next round of funding.

I was looking to join a later state startup where you can apply these principles of scaling to grow. Amongst the other offers, Aryaka came my way and looking at the opportunity, I felt it was a good combination of a company that had already established a good product-market fit, had solid technology. The problem to solve was in terms of scaling the go-to-market. I grabbed it with both hands and I have been with this company for a few years now. We have the product management team as part of the CMO organization as well as the sales development team. It gives us a greater amount of ability to qualify things at the head end and thereby target people and messaging as well as streamline a lot of things, which is a positive thing.

Startups require more hands-on abilities, more confidence, a propensity to make mistakes, learn from them, and also be able to get feedback and not have a thin skin. You need to be able to absorb the feedback and react quickly in terms of changes that we want to make. A lot of other companies give you the ability to apply yourself at scale and it comes with its own share of complexities. For me, I’ve enjoyed both of these worlds. I frequently look at how do you infuse the startup mentality into a bigger company and how you bring that big company scaling function into a startup. That’s the dynamic that I enjoy solving.

You’ve touched upon several points over there. Initially, you were growing up in the product organization, but at some point in time you felt the urge to move more into the marketing side, the mix of both analytical as well as the creative side. You also touched upon an important point, which the people in Silicon Valley will resonate with this well, which is at some point in time, you want to experience that startup culture, the startup DNA. I felt that as well. I’ve worked at larger companies including Ericsson, Microsoft and Juniper Networks. I felt that urge to grow and go into smaller companies as well as earlier stage companies including seed, series A and several others.

I clearly see that and you have grown in the ranks well. The other question or the thought process that comes to my mind and I would like to chime in on this is, what do you see are the nuances or the variations? How do you think about go-to-market from an early stage, finding a product-market fit position point of view versus scaling and growth? Clearly there’s an overlap but there are also different approaches to both.

Marketing is a bit of a misunderstood profession. What I mean by that is when you talk to ten different people, their view of marketing can be ten different viewpoints depending on the lens you are viewing it from. Some will look at it purely as a branding and advertising activity. Some will look at it as generating collateral, getting your leads ready and a website. Some will look at it as a demand generation, “Where are my leads coming from?”

If we can be more blunt there, you can also get to hear from other teams, “Can you put some lipstick on the pig and make it look pretty.”

I’m sure we have made a lot of pigs look pretty in our careers. The point I’m trying to make is you can’t take one thing and say, “I’m done in the context of marketing.” It’s a nuanced profession. You can go deep in certain areas and you need to be good enough to connect the dots in the other areas. There are some people who come in especially when you get into the level of a CMO. I look at a lot of my peers. Some people come in purely from an advertising or a branding background. They’re good at proliferating the message on a global scale. Some others come in from a product background. They understand how to position message and craft the differentiation. Some others are mostly on a demand gen level.

B2B 3 | Aryaka CMO
Aryaka CMO: When you talk to 10 different people, their view of marketing can be 10 different viewpoints, depending on the lens they’re viewing it from.

 

Regardless of which function they come in from, maybe product event or some cross the chasm from engineering to marketing, it is important to see what is the problem that needs to be solved, and apply yourself into taking away that weak link from your marketing value chain. I look at different companies that I have been involved in. In some you hired a good product-market fit. The challenge was how do you let more people know about it.

In other cases, you had a good degree of brand awareness, but when you start to bring something out, how do you ensure that you’re maybe not cannibalizing something that’s already there or do it in a way that is non-disruptive? Those challenges will vary and you have to look at it in terms of the stage of the company, and what fuel do you want to put into the fire and see how can you scale things. It also goes into hiring the DNA in different companies at different stages. To see, is that the right background or DNA that we want to bring in? Those are all that’s going to make that whole journey work better.

Let me put you a bit more into the hot seat position over here. I’m sure you must have encountered this in a couple of startups or even the other areas. I don’t think there’s a problem in the larger companies. I’ve not seen or heard from the other marketing leaders. The question to you is I’m sure he must have dealt with situations where the CEO doesn’t get what marketing is even though they hire a CMO or the head of marketing. How do you tackle that situation?

You have to educate people and you have to get them to your point of view. That means being proactive in terms of sharing your thoughts, getting the buy-in early. It isn’t necessarily just the CEO. It could be a lot of other people, board members, sales leaders or maybe somebody even in the media around those communities. The thing that you’ll encounter is everybody has an opinion about marketing. Part of the challenge as well as the opportunity is how do you rationalize some of these opinions? Everybody wants to get involved in naming a new product or creating a tagline. Everybody feels that the version they’ve come up with is the best. You have to be able to synthesize these things.

On one hand, you have to ensure everybody is participating because you want them to feel a sense of ownership with what you bring out, which is where you create a ripple effect. You’re not going to get that scale, the ripple effect if your own organization, your own CEO, your own sales team doesn’t resonate with what you’re trying to put out. They need to be active stakeholders. For that reason, the participative nature of any engagement is important. The second aspect is once you’ve framed your PCs, once you have taken these opinions, eventually it’s your call to decide on the path you want to go. CEOs understand that well with the consensus builder’s decision-makers. They do understand that, “Yes, I’ve got these ten opinions but there is a reason I’m going to pick one.”

As a CEO or a leader, that is something you are paid to do. You have to make a decision, take a stand, and then comes the aspect of making sure others understand the reason for the stand that you have taken. In an organization that is vibrant and scalable, the best messages are not the ones that the creator is articulating, but what somebody who’s two steps away from the creator is able to articulate without things getting lost in translation. It means they need to absorb it with the same degree of clarity that you do and feel as if it is their own thoughts to carry. If we can make that, there is a bit of education, stakeholder engagement, and then stakeholder buy-in, then you will see a lesser degree of confusion and more involvement. That is the recipe for successful scaling.

You touched upon the messaging and you come up or launched a new product line. I’ve seen that with my several clients, which is each team member be it in sales or be it a GM, or even the founder or the CEO, each of them has an opinion around what the messaging should be as well as what the tagline should be. Taglines are a catchy “sexy” activity and everyone wants to get involved. At the same time, there is that aspect of the point which we discussed and you touched upon earlier, which is it’s not about us, it’s about the resonance with the consumer.

Will it resonate with that customer? That’s key and there’s that whole gray area. You will know when you launch it. You will only know it maybe 3, 6 or 12 months later on. Let’s dive a bit more into how you organize your marketing team. You touched upon that lightly, but you have the product organization as well as the outbond marketing organization. I would presume it’ll include the dimension, brand and creator. Can you share a bit more about how you structure your teams?

The general philosophy of hiring is to take somebody who complements you. Share on X

Each of these organizations brings teams in based on what problem we’re trying to solve. In my role, I have three leaders reporting to me. One is the VP of product management, the other is the VP of product and solutions marketing, and we onboarded a VP of demand gen. We also have a marketing operations team as well. Each of these functions has its own specific mandate. You will find these functions to be fairly common across different organizations. Depending on the size of the organization and the activities that they are undertaking, you will see more or less people being added to it. It’s more important to look at the type of people that we hire in general and this is probably more exacerbated now during the pandemic where everybody’s working from home.

We had to onboard people through Zoom interviews that we have never had a chance to meet in person. For them also, they have to come up to speed on a number of things being home, and without necessarily the luxury of a whiteboarding session or somebody who can walk them through things. Culture becomes important. At the same time, we look at people who don’t require a lot of hand-holding. They should be able to make decisions on their own. There is a degree of empowerment that we need to put in where they feel confident to take decisions, make mistakes. The important thing is to be able to create clear pathways for communication, information sharing, and a feedback loop. These are things that I keep pressing on. Generally, the philosophy of hiring for me is to take somebody who complements you.

I give the analogy of if all of the fingers of our hand were the same lengths, you could never close it into a fist function. The team is your fist. You do need fingers of different sizes that come together with complementary strengths. That in a way goes to form a formidable team. If you are to hire everybody who thinks like you, if you’re to hire a yes-man team, then that fist is never going to get developed. It’s like being in an army where everybody wants to march in sync. You will never get the diversity of opinions and hard processes.

If you double click and you asked your team to work on a major campaign which runs over the next 1, 2, 3 quarters. Do you structure your team in such a way that you have the product marketing, owning the messaging, and then at the same time closely working with the creator, writer, content, social media, and demand gen? That’s one thing I’ve seen with the various clients, as well as the other organizations. There’s a challenge as to how to structure because you are the CMO and you own the entire marketing function, but if one doesn’t pay attention, it’s easy to get logged into silos. Imagine product marketing having their own set of KPIs, content and social having their own set of KPIs around each. How do you overcome that challenge as a CMO in breaking down silos even within a marketing organization?

One of the key things is to make sure that everybody is sharing information. We have to proactively create forums for people to share the work that they’re doing. I view the key aspect of roles such as ourselves is being able to connect the dots. Each dot could represent as a certain function. That function needs to be good on its own merit in a standalone capacity. If you want to drive a multiplicity of outcomes in a powerful way, then we as leaders need to take ownership of connecting the dots. Part of it is the culture that we establish where everybody understands not just their roles and responsibilities but how they function relative to others. Who to reach out to for help? Who do you offer help to and you do something?

There are fleeting problems when any new team getting formed. You can bring some tools in that will help ease the process. In my career, I have never seen a tool substitute genuine human intent and the need to collaborate. We have to foster that and make sure everybody understands that it is for the common good and establish common meetings, common information sharing mechanisms, common goals where the interdependencies are clearly mapped out. You do this for the first few times then it becomes second nature to everybody.

Any new person that you bring on board assimilates into that culture, that workflow. It’s at the formational stage that we need to think of some of these things. Maybe you grow to such an extent where you don’t know all the members of your own team. There have been instances in my career in the past where the team sizes were big that I may not be knowing intimately what every person does. That is a different order where you need to make sure your leaders and the processes at all there to help make that happen.

One of your primary jobs is to break down silos in such a way that there is a constant sharing of information. That sounds like that is a big goal and focus for you and the marketing team. Do you also think about and frame shared KPIs or goals in the context of a campaign?

B2B 3 | Aryaka CMO
Aryaka CMO: Leaders need to take ownership of connecting the dots if they want to drive a multiplicity of outcomes in a powerful way.

 

We have been self-disciplined about it. At an organization level, we were aligning to things like OKRs, but OKRs are not meant to break down into a lot of execution level information. It’s for common goal setting. If you truly want to have predictable outcomes, then it is better that you have a good line of sight into the execution elements. This helps bring better structure across the different members of the team. It also aligns expectations, if you do execution reviews and if they present their plans, it allows you to connect the dots better. We have been disciplined about setting our goals for each quarter in a way that it aligns to more or less the day-to-day activities of the individuals across the different teams, and then map that to some of the higher-order objectives. If we can create that linkage, then it brings more predictability for us across the entire team.

For the leaders that I’ve spoken with and I’m in touch with, that’s the intent. It’s easier said than done. There is a challenge of what I’ve seen play out. There are quarterly offsites for doing it like a quarterly planning or QPRs. There’s great outcome, great energy during that first couple of days. People lose sight a week or even a month later. We identify the goals, but a week, a month later typically if you’re not conscious, we switched into a firefighting mode and we lose sight of the goals that we set out. When it comes to the end of the quarter, we’re scrambling. I’m sure you can relate to that. How do you handle or how do you try to avoid such situations at Aryaka?

Some of our goals are meant to be through the year. For example, we say, “We will grow at 40%.” That’s a goal at a high level. That number can be taken and a sales team can interpret its action plan for that differently. The marketing team can implement its action plan differently. I’m giving an example of how everybody can take a higher-order organizational goal, then develop plans in a way that allows you to achieve some of those objectives.

If you’re saying, “I’m going to grow 40% or 50%,” or whatever the number is across the year, it means that you need to have a certain set of building blocks in your own daily, monthly, quarterly cadence that will allow you to drive more predictability. We’ve been disciplined about taking something like that and then saying, “What should our quarterly plan be? What new products are we going to introduce? What new launches are we going to do? What agencies are we going to bring onboard? How many opportunities are we going to commit ourselves so finance can model the revenue impact?”

Each of them boils down to certain initiatives, certain projects that become the quarterly big rocks that we track, and then we communicate it. Part of it is not just setting a goal for yourself, but I make it a point to announce our goals to the entire world. We proactively share it with almost the entire company even though they may or may not be interested in the marketing goals. The moment you stand on a rooftop and say, “This is my goal,” that’s your commitment to the universe. It automatically binds you to execute on that. The team has done a good job in terms of saying, “These are the big rocks we are going to commit to each quarter and here is how it fits into the bigger picture,” and then being able to manage, track, and build upon those. It’s always a work in progress but that’s the system that we have this time.

You’ve covered how you break down silos and how you help not just the marketing team, but even the entire organization, how you educate them about the marketing goals and how you execute via marketing sales or even the engineering or finance for that matter. Going into 2021, what do you see as the top 1 and 2 challenges and then the opportunities for marketing from a good market perspective?

We have adapted well. If you were to ask me in the March and April 2020 timeframe, we were all having a sense of trepidation in terms of how the organization is going to deal with this particular situation. How are our customers going to adapt? Are we going to lose business? Are we going to be able to attract employees of the right caliber? Are we going to be able to retain them? Are we going to be able to execute the programs that we said we would? Now, I look back on what has been somewhat of a tumultuous period in the last six months of 2020. We’ve done extremely well. We didn’t lose any customers. We gained a lot more that came our way because they liked the way we were helping them, manage change in their own business, and help them transform their infrastructure.

It’s been a company-wide effort. At the same time from a marketing perspective, we have hired some good talent. We haven’t lost any significant amount due to attrition. The teams are being fairly committed and meeting their timelines. We also try to have fun in the process. Everybody’s working from home and some have gone back to other cities than the cities where they were working globally. I don’t think we’re past this pandemic yet. I would like to say that we’ve all figured out how to adapt, deal with it, and portray a sense of confidence for ourselves, our customers, and it is business as usual. With that in mind, I don’t think we have any other way of saying this than to continue to challenge ourselves.

There is no one recipe for surefire success in this digital world. Rising above the noise is a process of constant experimentation. Share on X

The metrics that we have set for ourselves, we shouldn’t be watering those down. We should be sticking to our growth targets or product delivery timelines, and how we go to market with maybe partners. We’re looking at 2021 as being another year where we will continue to gain market share and increase messaging clarity. One area I’m personally looking to put more effort in is in elevating our brand. In the last 3 to 4 quarters, we have spent a lot of rejiggering our product mix, overhauling our pricing, then we completely refreshed our messaging, positioning websites, and then we started to put in a lot of building blocks for demand generation.

We’ll get more predictability, more intent-based data-driven activities. Now, I’m ready to scale all of those and put more emphasis on elevating the brand globally. That would be an area that I’m going to put more emphasis on even as we harden a lot of the foundations that we have laid across the teams and we won some good, big deals, some of the biggest in the ten-year-old history of Aryaka in the last quarter of 2020. We would want to continue to build upon that and scale our organization.

Kudos to you and the entire Aryaka team on that. You guys had a fascinating and fantastic quarter. I’m wishing you and the team the best so that you can continue to outpace and outshine yourself. This is great stuff, Shashi. Thanks for sharing a lot of details. As we head into wrapping up this show, the last couple of questions for you is, what are the top areas that you’re curious about specifically when it comes to go-to-market? What resources are you leaning on? You mentioned growing the brand awareness globally, that might be one area. I’ve seen leaders leaning on podcasts or even peer networks and rev gen, and a couple of other communities. What do you and your team lean on?

We are constantly experimenting there. I don’t think there is one recipe that is a surefire success all the time. Especially nowadays where a lot of activities have become digital and in-person events have been curtailed. There’s a lot more of an information overload, people are getting invited to more virtual events, a lot of emails, a lot more phone calls. We have to continue to figure out what pathways allow us to rise above the noise. It’s a process of constant experimentation. I wouldn’t say what worked for us two quarters ago is going to work for us this quarter because of the behavior shifts that are happening rapidly. We do multiple things. We have gotten into a place where we can predict certain outcomes, which it is always a hard thing to do for a marketing organization to be able to forecast and predict.

That’s the muzzle that we’re trying to bring about. We are investing in more intent-based tools and more data that has refined applying principles of AI and things like that where we can, and to create greater points of engagement and conversion. I don’t think we have any big challenges in terms of attracting more people to hear what we do, but we are now putting more focus on how many of them can we convert into being active engagers and buyers in taking the next step forward. Those are bringing in some interesting learning.

For Aryaka, your customers are a mix of enterprise and telcos. Can you share a bit more about the customer space?

We call ourselves a cloud-first run company. What we mean by that is we allow enterprises to get the network and security delivered as a service for them. Many of them are used to now consuming applications from the cloud as a service. Our theses are that the network should be no different. Can you make your network as easy to consume as you could any application from the cloud? Can you make it as responsive? Can you make it as agile? Can you make the experience to be overwhelmingly positive that there is no other solution that they would consider? We are a fully-managed solution for advanced wide area networks. We fall into the category of a managed SD WAN provider.

In reality, what we do is make it easy to consume network, as well as security. We’re seeing this convergence of the two happen and deliver that as a service globally to enterprises for any site or user. We have built out a global network. This is a layer two network with built-in application acceleration and optimization capabilities. We have established points of presence globally that allow us to target any knowledge worker with a sub-30-millisecond latency then we have an edge footprint, which is our services edge node. We can host security or remote access on top of that and connect to different cloud providers, SaaS providers or private clouds, essentially delivered multi-cloud networking. The whole construct of WAN including the last mile, we take ownership of getting away the complexity and being able to manage and deliver all of that as a service.

B2B 3 | Aryaka CMO
Aryaka CMO: You need to have a certain set of building blocks in your own daily, monthly or quarterly cadence that will allow you to drive more predictability.

 

Good luck to you and your team. Brand and growing the brand awareness is one piece, but then there’s also the whole notion of how do you track if you’re growing the brand because you won’t know it until 3, 6 or 12 months later. In addition, you need to continue to do your messaging, the portfolio pricing, as well as the whole dimension. One final question before I let you go, if you were to give a shout out to your peers in the industry, who are those top 2 or 3 good market leaders that you look up to who inspire you and who you learn from?

There are a lot of people that I learned from. Some of the people are not necessarily marketing people, but they do a ton of different ideas. Our CEO, Matt Carter, comes in from a marketing background himself, probably more from B2C marketing. You draw many of your inspirations from people in startup environments. A lot of CEOs are marketing savvy. A lot of my peers have gone through a similar journey as I have. Every time you get together and brainstorm, we try to reach out to each other and say, “What’s working in your role?” I’m also an advisor to a few startups and venture firms. I draw a lot of inspiration and ideas from people who are trying out something new for the first time. They haven’t cracked the go-to-market nut, but there’s bright directional learning that happens there. It’s a combination of these different people. I’ve had some good bosses in the past as well as much as I have right here.

Any names that you want to share?

The thing with that is I’m always going to leave somebody out. I would rather keep it more inclusive than offend somebody that I leave out.

Shashi, thanks for being on the show. Good luck to you and the whole Aryaka team.

 

Important Links

 

About Shashi Kiran

B2B 3 | Aryaka CMOA proven executive with 20+ years of experience in business and technology roles. I adopt a growth mindset and enjoy driving outcomes that create impact, value and deliver a positive experience. Building trust-based relationships based on integrity, authenticity and avoiding politics are core to my personality. I’ve been involved in marketing, sales, business development and product management at large global companies and smaller startups. Love solutions and connecting the dots to win big! Meritocracy, passion and humility are key ingredients of my team-building formula.

Recent focus areas include: Data center, Cloud, Networking, SD-WAN, Software, Automation, DevOps, SaaS, Security, and Artificial Intelligence (AI) for service engagement across Enterprise and Service Provider markets

 

Love the show? Subscribe, rate, review, and share! http://stratyve.com/