The Wisdom Wall

“You need to be a highly systems engineering focused CRO to survive over the next two to five to 10 years. Yeah. If you don't have the acumen to be able to understand how customer journey connects to systems and infrastructure and connects to the rep process, And how this whole orchestration works, you will greatly…”

“don't bother hiring more than one or two BDRs until you figure out this data piece. Cause it just, the economics won't make sense.”

“just look at your reps calendars. And if they don't have three or four customer facing meetings on their calendar, every single day of the week, you don't need more reps.”

“I'm not into the full cycle rep because I believe much more in specialization. A's don't want to prospect. Cold calling's hard.”

“I'm, I'm very anti-attribution in general. Like, I think we get into problems where we say, oh, this is a marketing-attributed sourced deal versus a sales-attributed one. You end up making local maxima decisions as opposed to saying, all right, how do we maximize this entire system?”

“I believe even for an in-person experience, people should be a lot more asynchronous in their communication than they are. I believe heavily in being able to write and document to drive rigor in your organization.”

“So many people run one-on-ones as like, okay, this is your time. You know, I'm here to be a resource to you. I think that's a sort of a delinquent version of running one-on-ones. I prefer to give people a structure to use. And if you can bring some structure, those meetings will be more productive.”

“80% of the time companies that I work with have a pipeline problem and not a rep capacity problem.”

“This also makes the customer problem your sales leader's problem, which means there's no more finger pointing. And I think that's really valuable. So I'm a big believer in single threaded ownership. Make your post sales problems your sales leader's problem somehow.”

“Even if they're doing okay, if people are only okay, but they show up In the bottom of your stack rank, you just gotta move them out because the talent market is really good right now for startups. There's a lot of, there's less companies competing for talent. So you can probably go replace that person with somebody…”

“As you build more and more structure, comp should match sort of the complexity of that role. We've got scripts and playbooks and training and people you can learn from now, and the product is so proven. And so we're finding more efficiency by right-sizing comp.”

“Seems crazy to have two BDRs for every AE in an SMB business, but if your BDRs are generating six to 10 to 12 closed-wind deals cold every single month because we figured out the data piece, it's a compelling product, then it's counterintuitive. It might feel weird, but it, that makes total sense.”

“I think I see this mistake where you have RevOps people investigating tools and then applying them, but then there's no thought of, okay, how does this get to a rep? How do they follow up? How does the manager then look at what's going on?”

“What is the top line revenue growth? What's the close one number that that's important, but you can't manage that. I can't manage day to day deals closing. I can only manage the inputs of, of my team, and that's where I want to spend time.”

“This is how you understand what's happening in your business at any given time at the snap of your fingers. This should be quite easy. You shouldn't need biz ops or data to requests to understand what's happening.”

“And again, we use this synchronous time for discussion, problem solving, brainstorming. We don't use synchronous time for updates. Don't, don't show up and like tell me what's happening. I will already know what's happening because you will have written it and I will have read it. But what do we need to problem solve…”

“And so we can have concepts of a plan in our head and ideas of where things are going to go. But until you write that down, you're just juggling things. And this is, I think where people often go wrong is just a lack of documentation.”

“your ability to win as a leader is your ability to change the behavior of your teams. Startups win or lose on speed. Can you change and adapt and iterate faster than your competitors and keep ahead of the market?”

“And it's not the key mistake people here, people tend to make here is they assume that it's the number of reps times the quota I give them is the revenue that they produce. That's not really how revenue works. It's the pipeline that you generate. The ability for you to, to, to, uh, convert that pipeline into revenue,…”

“Don't, don't jump to automation at the beginning. Cause you'll automate a bunch of stuff that like doesn't work. And then you've wasted all that time on the automation, get your rhythms in place in a, in a really good spot and then find opportunities to automate.”

“Go into any deploying any of this stuff, knowing that if there is going to be some challenge, but it is critical, especially as you grow, especially if you want to get into that hyper growth, two X year over year above ten million when there's a lot of things happening, uh, at any given time. Uh, having a system for…”

“take on less segments, less customer types, less reps, just do less and just nail one small niche of a, of a market before you hit the gas to scale.”

“Typically like a BDR, an outbound BDR wastes like half their time calling bad leads, you know, like having to do research of their own to enrich the leads that they've been given.”

“Do not read the deck in MBR. This is like the old way of doing it. RevOps builds a deck. They spend 60 minutes flipping through the deck, telling people things. You don't ingest the data as much as, as much as you should to make or to have thoughtful discussions in my opinion.”

“If you wanna make the leap to being like mediocre to great, you have to build P and L fluency. It's the like massive missing ingredient for revenue leaders today. You need to be able to focus and, and think outside of just your like close one number and founders need to hire for it and coach it.”

“And one of the key components here is about being able to see things before it's too late. And to give you a couple of tangible examples, this is about seeing win rates slipping in a team or a segment or a channel and not seeing that fast enough. And all of a sudden six weeks has gone by and your inbound win rates have…”

“And so just as much as we have control towers for us as leaders to understand the business, we need to equip our individual contributors, our frontline teams with a similar level of understanding, but framed a little bit differently.”

“You'll have to do a cleanup, but I can, I could produce content at probably like two to four X the speed doing this.”