“Masters of MEDDICC-Eric Marterella-3 Time CRO” is an insightful podcast episode that centers around the life and thinking behind Eric Marterella, Chief Revenue Officer at GTM Hub. GTM Hub is a software company that focuses on developing software that helps start-up companies improve their OKR (Objectives and Key Results) software and to help orchestrate a shift to a more outcome-driven viewpoint within an establishment. In the episode, Marterella is asked a series of questions that helps the viewer gain insight into his character, viewpoints, and work ethic- further helping him come across as a very genuine and honest person. The podcast covers a wide range of topics such as family life, current global events, the work of the company, and where Marterella feels he fits into this as well as his own personal views on what it means to be an “authentic” person.
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Key takeaways (with timings):
- One of the first things that is easily noticed from the very beginning of the episode is the candid nature behind Eric Marterella. He speaks of being a family driven man, being a father of four and how this is the driving force behind his work ethic. Marterella also mentions starting his journey into the workforce from the early age of 15 and how this has helped him gain experience in his field. From the get-go the viewer can observe Marterella as a very family driven man who cares deeply about his career and homelife equally (0:46-2:38).
- As the episode progresses, the viewer may see a change in the direction of conversation towards current events of the world and the impact that the COVID-19 pandemic has had on the trade. Marterella speaks of his change in work ethic and how he views his own adaptive mindset. The discussion moves on to talk about how much he values the interpersonal relationships between himself and the people that he works with, whether that is “shaking hands, giving hugs or simply meeting in backyards”. Marterella begins to mention how he feels that this is vital to helping him gain insight into making decisions. This helps the viewer see the importance he feels towards the relationships he has with his clients and how the lack of in-person communication affects his work (3:53-6:24).
- Furthermore, the episode begins to take a self-reflective turn with Marterella speaking of his desire to be “authentic” and what his definition of that term is. He outlines his change in perspective from having a very productive mindset that “is only contributing to the machine” towards a more outcome focused, efficient one. He mentions to the viewer that he has become more conscious about how he is contributing to the discussion and ensuring that when he does speak on a matter that what he says will be something valuable. This helps the viewer to gain further insight into his personality and viewpoints, showing them that he is an individual with forward thinking ideas who isn’t afraid to say that he has changed his perspective on a matter (7:40-9:58). This topic is also briefly mentioned again when Marterella speaks of authenticity becoming easier when relationships are stronger, he believes that his team shouldn’t “have” to advocate for him because they feel obligated to and should want to instead. This furthers the idea behind Marterella’s necessity to connect to his peers (20:59-22:27).
- As the viewer progresses further into the episode, the conversation drifts to discuss Marterella’s occupation- Three-time Chief Revenue Officer at GTM Hub. He denotes that measuring effectiveness is vital in a fully functioning company and it is more important for a team to remain outcome focused than to get swept up in minor issues. He also speaks of the difficulties in his line of work with the example that often it is not the selling or managing product but instead the changing and adapting of management. This helps the viewer to see Marterella’s honesty due to how freely he talks of how he overcomes any troubles he faces in his line of work (25:06-26:15). Despite the difficulties, he speaks fondly of his time being able to give to non-profit organizations furthering the positive view on his character by the viewer (37:40-38:50).
- To end the episode, there is a short but extremely valuable discussion surrounding the theme of opportunity, namely excess of opportunity. Marterella speaks of having to combat this over the lockdowns due to the pandemic and that it was a challenge to remain motivated, as well as keeping his teams motivated alongside him. However, he solved these issues by maintaining discipline within his teams to continue to move his deals forwards. Marterella finishes on mentioning his strong belief of having adequate preparation for any task as a lack of this can often be read as disrespectful in the industry, a pitfall which he admits having fallen into himself in his early years. This furthers the impression Marterella has on the viewer as a man who has wisdom and experience on his side. (46:47- 50:24).
Welcome to the Masters of MEDDICC podcast. It’s great to have you on. How are you doing?
And it’s Friday three or four days for a quarter.
And so yeah, I spelled with a Y good afternoon to you. It’s great to be with you again.
Thank you very much for welcome to the show.
You and I have a pleasure of working together in the past that the wonderful and very topical Sprinklr Who as well?
No, I care this week. I’m not sure when this will go out.
Will probably be in a couple of weeks time. I can see the smile on your face.
You’re you’re very, very happy about that.
But maybe for those of you that don’t know those that don’t know you eric you could perhaps give you give a little bit of an introduction about you know who you are and how you came into this wonderful world of sales.
▪ Well, thanks again for having me.
I I tend to introduce myself with, with not a lot of prescription other than I’m a lifelong learner.
I’m a father of four beautiful boys.
My wife of 20 years I took to Junior Prom and we I converted that deal.
I would say that’s the biggest deal.
I’ve closed in sales, but I’ve been on the on the ground, Occasionally working since I was 15 and had the opportunity with a permit to work, and started with Marriott International and had a blast doing it.
Just have an extreme appreciation for hospitality.
And my heart goes out to everyone still recovering in that sector and industry from the pandemic.
But I I tended to operate in a way which is working for vocational focus in corporate for the 1st 10 years.
And then I’m obsessing over helping early stage companies get off the ground, particularly in SAS and the coverage that I I I prefer is ▪ market transitional software ▪ typically involving lines of business collaboration, but I have lots of friends in it as I spent many years working in various points of the network.
▪ So the most recent 10 years have been ▪ intoxicating and that I’ve been raising a family, ▪ Learning How to be a better partner to my spouse and before the pandemic traveling about 200 days a year ▪ For about 10 years.
So I love travel and lastly food got to have a great deal of leaves, one great meal every day.
Yeah, I like that. I I kind of, yeah, that’s that’s a great goal to have.
I I feel like I’m letting myself down on that one.
Maybe that’s something I definitely need to get better with considering how much I like you enjoy food. ▪ Cool.
Thank you. Thank you for that intro area. It’s super, super useful.
One thing you touched on there was about you know the amount of traveling you used to do obviously you know being a I think three times chief revenue officer now and obviously working global roles as well before that obviously doing a lot of traveling not just around the U. S.
But around the world I suspect as well.
and with the pandemic and everything that’s gone on.
I can remember a time when I was still leaving a sales team inside of this pandemic and it occurred to me that our entire pipeline we hadn’t met in person any of those customers and that for me was a real sort of shock moment.
I remember thinking to myself if I have seen that you know six months earlier, a year earlier and I told myself that I would have had the chance to meet any of my prospects.
I wouldn’t have believed it if I had been told it is a fact and I think that our chances of success would have been hugely diminished.
I wouldn’t have felt like you could close it successfully.
How how do you think about that kind of thing and how have you adapted your teams and your approach to kind of make up for the the inability, have a kind of making in personal relationships now.
▪ Yes, great question in that, I am still trying to figure it out being kind.
I first of all to address your point.
Currently, I am the GTM hub at GTM event, our Chief Revenue Officer and I don’t know who made that title up, but I just will give him give him an award.
I feel as if it’s somehow we tried to make our sales leadership roles bigger and bigger seat at the table and actually tend to operate still in my third run and I’m better at it now.
I wasn’t as good in my first run and I think I can thank Andy Mon fri who hopefully is listening to this for that opportunity when I went to low to me.
But I’ve had a blast leading and building teams in particular multinational teams.
Because my curiosity about how we’re operating as a team and especially coming out of the pandemic is I think going to present the best case studies of what we all thought we were doing really efficiently.
and that’s working across functionally as a team and observing everyone’s differences in culture, but I love being on the ground.
So when I got off that plane in March of 2020 and it was definitely apparent that I was going to be leaving for a while, I struggled with it, but I will save my adaptive mindset was to start making calls to folks like yourself and reaching out.
So many folks have reinforced that I think hindsight learning of the special time that we had and I just looked and knew the day would come today, next week where I’m going to be able to get back out and move around because as I built teams, I do obsess over being more efficient and outcome driven and having better strategy in playbooks.
But my belief is that a lot of us have the same playbooks and it comes down to execution and executing at the field level is What I found to be one of my ex factors, meaning I put a heavyweight, earn the interpersonal skills that you need and the connections you can make when you have a meal or a quick conversation with somebody in a city.
that may have taken you 12 hours to get to.
But the R. O. I was met when you got off the plane and you were able to shake a hand, give a hug and meet somebody in their backyard and specifically learn with the physical.
And I’ll say the editorial, the conversation you have on the Uber ride over or the drive back to the airport.
I’ve often given me the best insight to make decisions. Yeah. Yeah, I agree.
I was this is a very interesting topic to me and this is something I was talking to a previous guest on the show, Tebow Sarah from formally at Snowflake Gm and set up a mere for them there.
And we talked a bit about this and that’s what I think you’re talking about, that we kind of defined as trust because it’s such an important element in interpersonal relationships.
You mentioned that. I think it’s such a it’s such a such an I think an undervalued or underappreciated element in relationships is trust.
We don’t talk about enough. I think we all know it needs to exist, but we don’t talk about enough.
And I think it goes both for customer relationships and Pierre and you know, colleague relationships as well.
It’s just something that just yeah, it just strikes me that we don’t mention it enough.
▪ Well I think we mentioned it a lot in the last year and a half and it was very apparent if we’re just going to pick on one of one of my favorite channels to digitally engage on and support one another and that’s Lincoln so encourage anyone listening, please Lincoln often said, if I can connect you somebody in my network, I will, if it makes sense.
But I saw a lot of folks over rotating on this topic of wanting to be human and wanted to appear to be trustworthy.
And I believe you can see it very clearly and the authenticity of the pros, the content, what the what the focus of the conversation is.
when you are forced to do it in several characters, in the case of linkedin, you have plenty of opportunity to even use video.
but it was very apparent that this was going to be a popular thing to talk about.
And Andy I felt a bit of an aversion of contributing to the conversation.
And why is because I think folks will know often when you meet them, if they’re sincere and no matter how you invest in that, you will, you will often fail.
If it’s not felt so I’ve had this give and take with contributing in a way back to the community.
I I love to absorb, I’m more of a boyar as it relates to social.
Of course, we had some time together.
Sprinkler and I spent probably seven years and I’m fascinated about how that industry is evolving and changing as it relates to what’s possible for the journey on the experience.
But I’m more obsessing these days over learning how to be more outcome focused and effective versus just productive and trying to contribute to the machine because that’s the popular thing to do.
Yeah, I think, I think what you’re reflecting on there is your self awareness of how you’re coming across in those situations.
And I think what comes back is, you know, whether consciously or subconsciously people that are self aware with, with high EQ tend to be very, very conscious of how they’re contributing towards the conversation and whether it’s, you know, whether they’re giving value back or not.
And I almost always think like, you know, credibility comes into play as well and you know, if you’re always just chipping in, then people will become aware of that, that’s not necessarily a bad thing, but it’s almost like the person that rarely speaks and when they do speak, you tend to kind of sit up and take notice a little bit more.
I think there’s something that comes into play there as well, so kind of having that, that thing to say, and it’s like, hang on.
I mean, I haven’t seen any mark post for a while and here he is, He’s saying something, I’m going to really make sure I read this.
I think there’s something in that as well.
▪ So here’s the thing I was looking and obviously we mentioned you now sorrow at DTM hub and I was looking and I noticed that, you know, there’s a, there’s a serious amount of talent that I know of that’s gone there and it’s that I know of it because I remember these folks as being the talent, we got to work with a sprinkler.
And so now there’s, you know, a number of our former colleagues and now still your colleagues over with you at TCM have people that, you know, I know like, you know, some of the best people I’ve worked at in their chosen roles, their chosen professions, in areas of expertise.
▪ ▪ How is it, ▪ do you think that those few people of a players are gravitating together like that?
How does that happen? Because that’s something that a lot of people try to replicate, but it’s very, very, very rarely, you see it certainly with the amount of people that you’ve got with you over at DTM hub, ▪ ▪ Well, it’s pretty decisive when I when I onboard best team wins, and, you know, you want to be in a position where you can call somebody and that a plus category and have the believability index to bring them in.
I’ve been on some submissions that I’ve had some pause in doing that, and in this role, not even before I joined that, I have one ▪ ▪ shadow of doubt that this was bigger ▪ then the S.
Word. it’s bigger than the S word and it has all the risk that the S word had for me when I left a very strong, strongly positioned role at Cisco, managing a very large relationship amazon and marry up, and took a shot and and believed in an entrepreneur.
And the the growing opportunity is related to the addressable market, but more importantly in vibing with what the mission was.
So it’s very keen to that.
And you know, I believe in early-stage building, you have to get some of the band back together and often times it doesn’t work.
In this case. I’ve taken a run at some of the folks that have, I’ve always wanted to work with again, and I’ve been successful about half the time.
So I’m not, I’m not ever batting 100%. And I think I close the dawn of doing early stage.
It might go into a little later stage if I’m batting 500 at least the North American sports reference, you’re typically in the Hall of Fame as a baseball player.
but this has been, an easy conversation to have.
and I’ll go back to the other point of having an understanding in self awareness from being a sales leader.
I cannot produce the results and put smiles on my client’s faces.
The product ▪ isn’t amazing and I can’t give them, ▪ any amount of discount or easy and great experiences in a process that will be appreciated if they don’t drive results in metrics.
So I obsess over that. So when I’m recruiting and building teams, I’m trying to understand what they want out of the journey and it may in some cases take 5-10 years to get there.
But my, my believability index is very high because I spent a lot of time with the Ceo and I will also share that I purchased this software and went through the entire buying journey ▪ without having any preference, not even a call for retained recruiting opportunity to join this company.
▪ And so selecting the software for a client, I was advising for seeing the impact, the results, understanding where we were needing to improve and then spending several hours with the Ceo and also bested folks in the review process, including the Vcs, ▪ I couldn’t say no.
So most folks haven’t been able to say no when I call them, but I’m also cognizant of fully aware that it is, you can never force somebody to do anything and I never aimed to do that, but it is called recruiting, right?
▪ Not just interviewing and onboarding.
So I’m pretty, I’m pretty aggressive as I am in my styling pursuits when I’m doing that.
Yeah, I love that. One of the things you were talking about there was the, you know, you’re sort of alluding to the sort of overall life cycle of a deal and a customer and that sort of thing.
And how, how important is to have the good product to back up.
They could go to market and actually they go to market is an interesting one for me.
not only because go to market is an acronym of the same name as your company, which is confusing for me and I’m sure you probably get a lot of good inbound that way actually, but because you have, for me, one of, if not one of the, one of the greatest, not the greatest sas marketers in that I’ve ever seen, that I’ve ever been sort of a part of a team with Jeremy Epstein.
So he, for me is we call him jerry berry and I knew that, but I always get it wrong, so I didn’t want to say so.
I’m glad you correct. He actually calls himself Yuri there and he does not want to be confused with the other Jeremy.
said so, yeah, you’re not, you’re not, he’s probably was one of the reasons, but not the reason.
In fact, I independently went through the review process without even speaking to him because I’ve often seen people make mistakes when they follow leaders or they follow folks that once they built something great with and it didn’t work out well.
So I was very cognizant of that coming into because I learned that lesson before, but I’ll question one of the top community marketers on the planet and a great friend of mine and someone I always enjoyed fighting and all the struggles that go into sales and marketing.
So I think that’s a probably an interesting intersection of our conversation of how that actually works.
▪ ▪ happy to expose if you have a question to see it up, otherwise I’ll just give you a story or two and I’ll try not to focus on my good friend too much as I explain these, maybe we can’t protect us anonymity anymore, ▪ but I would love to him, I was actually going to try and direct the conversation that way because you know, it’s for me, you know, marketing is such an important part of our success in let you know that was part of the revenue team, but really, you know that type of funnel and then, and driving the traction through this funnel is a big part as well.
So I’d love to hear more. ▪ Well this is this big push and pull.
I mean, the Horowitz book, hard things about hard thing says I should be fighting more with the product and engineering team and Rato and Jordan here and Ivan are all co-founders.
They’re all product and engineers and it’s probably not a good, good adage to follow to fight with the folks that are innovating to the future, especially when one of them is your boss.
But I have no problem with the conflict and I think there’s beauty in the conflict.
In fact, there is a lot of things that you should establish day one, especially in early stage, that are the rules.
There is a lot of operating rhythm that you inpart when you go from an inbound to outbound motion, which is one of the things that I was doing and consequently marketing has to change.
And it’s 2021, So I’ll only share a quick story about one of our first encounters so Jer (Jeremy Epstein) came over here and sat in this very small space and we had a reckoning within the first half-hour, which was the things that we’ve done before and building out to a double unicorn and all the other accolades, etc ‘that a boys’ ▪ Doesn’t mean anything.
And we have to look forward and recognize its 2020 and we have to embrace new process, new technology, new ways of working, and most importantly, observing the new opportunity in talent acquisition.
So we have built a team together very differently than we ever have now credit to him and that he will be very innovative always in terms of where talent is located.
So we have folks in nine countries are in his team and so he builds a bit different in a great way because through that you could get diversity of thought alignment to cultural views and customer POV’s.
But we’ve taken a very hard run at this and are building in a unique way unlike I’ve ever done before.
And my ▪ My lean towards technology is that I’m fascinated by companies like Six Sense and other opportunities.
And when you Federate it as an architecture, my belief is that for the first time I’m seeing sales and marketing ▪ ad nauseam come to the table and truly create a sales enablement.
But thinking about it also inclusive of marketing and it’s not easy and you will fight, ▪ but when you fight through it and you do the hard things and you plan it out and you execute.
My belief is you’re going to see a much better process.
And most importantly, if I think about my customers beyond the ones that our customers, our sales leaders, our sales team, ▪ they’re happier.
▪ They’re more efficient at what they do and they are better knowledge workers when it comes to executing the goals ▪ you set them up for success.
Yes, indeed. One of the things that I always found was really strong about the way that Jer would do marketing when we’re Sprinklr was that he was fantastic at fueling and giving you kind of the both the collateral and the kind of the backing to build champions inside of your deals, inside of your customers.
And you touched on it a little bit with that community piece. What do you what do you think?
Why do you think he’s so effective at that?
What do you think it is that he kind of focuses on to get those goals?
▪ ▪ I believe we’re both ▪ sharing the mindset and you wrote a book about it and calling to the Champion.
Just 1 particular chapter, that’s one of my favorites, especially at quarter-end.
As we talk about testing your champions and creating opportunities for the next play.
A champion is really an advocate of the brand and they will as a proficient enterprise seller and anyone listening had one or two customers know what I mean when you’re badged at a corporate headquarters if you were to be let in today and you are interchangeable with the team, ▪ then it’s natural and you, you will be more effective from all of the things that you’re aiming to do in terms of your execution of plan.
And so when Jer and I spend the time and energy creating an ecosystem of advocates and champions of our brand, they may not be part actually ▪ our commercial, business at all.
In fact, that’s, I think in some ways, some of the magic, which is hard to prescribe and is probably a book that he could write, but it’s something that I have a particular passion play around because As I’ve gotten a bit older in this, and we go back 25 minutes to that topic of what being trustworthy authentic is.
it’s not so forced when you have great relationships and folks don’t necessarily see whether it be digital or a physical event.
a pane of glass of people that are basically advocating for your brand because it’s contrived and they should.
So sometimes we risk in that losing some of our you know, potential people to be mouthpieces and shout from the rafters and I’m not, I’m not being, in terms of the analyst coverage saying that that’s not a different motion that is, and you spend good money to have that type of voice and quadrant placement, ▪ but, but when you, when you build an authentic community, it’s sort of like an alliance channel firing on all cylinders ▪ sort of sells itself.
Right? And you can only hope to make it more efficient in the example of a sales leader by having really disciplined operating rhythm and process in place like MEDDIC.
Like Yeah, indeed, Yeah, I like that.
▪ ▪ You talked on the, the partner, the partner ecosystem there, the alliance’s how I obviously a GTM hub, that’s that’s a pretty big for you guys, right?
Because you’re such a, you’re working in such a space that is so business led and almost sort of consulting in a lot of ways, consulting lead.
How do how do you folks, how are you guys building the alliance business there?
How important is it to you? How how do you kind of work with your partners in enterprise sales?
▪ ▪ Well, I’ve been a raving fan of this and I can credit you know, john Chambers and the team Carlos Dominguez who is one of my great friends and mentors who sort of taught me this and I learned it before I met them and john is more of a level five, we’re not on, hey, how’s it going, john hey eric had I stayed at sprinkler perhaps but he is level five and I would say define those level five leaders, it’s just a quick public service announcement because I have many, but the net is, I had, I’ve never achieved any great amount of success in a sales function, whether I’d be an individual contributor leader without a partner ecosystem, a great product, okay, solution consultant, solutions engineers, dan Woodward, john to me, Philippe bukaka, Drew Tjoflat, I’m naming them because Rachel waters from Cisco.
I mean when, when I’ve exited those journeys, in the case of Rachel, I think we were tearful Because they drive so much of the process for you because of the teeming aspect of their, their proficiency.
Now back to partners. If you could look at Cisco as an example and have 99% of your revenue attained through an indirect channel, I believe that’s what great looks like.
You take the operating costs down.
you have a better, better experience as it relates to coverage, potentially some disciplines that you just could never build in scale, especially in an early stage.
and lastly ▪ when I say experience matters what I want is our customers and prospects to be served in the life cycle.
And while I may have our customer success team ▪ alongside the ride, there are certain things that we just won’t address and so partners fill that hole and they create a much stickier relationship by virtue that they’re experts and what they do.
▪ And with GTM hub, we are in early days, well say across the planet of folks adopting a mindset of becoming less industrial economy focused and productivity-oriented focus, and more about our knowledge, economy and outcomes and how we measure effectiveness and what I shouldn’t be doing when I wake up, what mission matters you have them up to ▪ ▪ and, and I’ll make a closing point on that, that ▪ the technology parts pretty easy, ▪ the change management, the behaviors that have to shift inside a business.
That’s the tough stuff. And so, fortunately, I’ve always had great relationships with partners who have helped me, you know, we’ll say across the chasm when it hasn’t been about the technology sas or widget that I’ve been providing, but more about all the preparation and continued refinement to how they actually execute, right?
▪ ▪ ▪ That is a that is an interesting topic as well in itself as much as ▪ ▪ I think there’s a real big divide in enterprise sells, it doesn’t, I don’t think get defined enough or as regular as it should be, which is that there’s a real big difference between having a category, creating products and proposition compared to being like the 2.0 of something that already exists, all the three point if you’re talking about things like email marketing and that sort of thing and I think that there is a real that there’s a real difference there in in how you approach the opportunity and how you kind of engage with the customer and the kind of, you know, the tactics from everything from from you go to market your in person, you know, the things you’re focusing on to try and differentiate.
and with a proposition like you have GM hub which is for those that don’t know and you you probably hate me for the way articulate this, but it’s it’s software to help organizations enable.
Okay ours. Is that how would you describe it? What would you how would you define?
▪ I was going to offer you a marketing ▪ role. ▪ ▪ Simple.
Simple is a better way to describe it, what you just did and the fact that the ▪ just to give you a frame of reference, I was okay.
What for me prior to me looking at GTM hub is a potential solution.
What the problem statement was there before was For our commander message fans out there is most organizations, whether they be a Fortune 500, that’s 50 plus years old or just in a series company, that is getting started with 15, 20 people all obsessed over the same things.
It’s going faster. It’s creating effectiveness through measuring what matters. A book was written on it, google.
It is one of the early adopters, but the before statement today is when you, when you do all that in a spreadsheet and you have an opportunity to meet with the team, you’re not necessarily going to get The lift and the after the meeting, meaning to quote, actually Roger Thomas after our first kick off aren’t a weekend in 2012 came up to me, put his arms on my shoulders and he goes, make sure this wasn’t a movie ▪ and I’ve used that before and again and again, but I knew what he meant, he was saying, I don’t care what was on that white board, but I care about it, but most importantly, make sure it sticks, make sure that we follow through on what we just Stratton planned around with mike Logan in that early stage team.
and that that was a very riveting moment for me and I understood what he meant, similar to a sales rep, getting off a call and forgetting to put in the notes and informing the cross functional team members of what our next steps are like that.
Those are those moments of truth where you know that data leakage is a big, big challenge.
So working with the opportunity to work with an early stage or late stage company and helping them with software come together to drive focus and alignment, transparency.
Haven’t been dynamic because it’s not about okay are it’s the framework and how we orchestrate, but this is the results orchestration that is fed by the data and the inputs.
So we’re just getting started and a lot of folks are spending time with us because they have been doing this as a spreadsheet, they’ve been using the ghost smart goals V SCM ▪ but they’re starting to understand that it’s not about necessarily just the company ▪ top line goals that everybody wants to see, everybody wants to see what everyone else is doing.
But most importantly, ▪ if you could help contribute to somebody else’s KRS for a particular quarter, when they have an okay are set ▪ and be able to have that visibility, but also functionally go in and do something to help improve that metric.
▪ It just is what great looks like for me.
And as we go through the journey with customers, we’re seeing mark differentiation of crawl walk run and folks wanting to take 20 integrations in day one and some just wanting to get out of a spreadsheet in a system of record together so they can see ▪ each other’s focus, transparent alignment and lastly good use case one of my clients every week was running a call with the C suite where it was just 10 power point slides provided and collated into one and they just put the news to each other ▪ and that way of working ▪ still works.
But what if the meeting ended and you could still be in a transparent way of looking and keep that ▪ conversation going.
So it wasn’t a movie between monday and the next monday call. That’s what we do, ▪ right?
I like that. And I’ve been in that position where I’ve been working on my, you know, the updated okay, are slides in PowerPoint and you know, we weren’t even using google slides so you have like this the latest version, then someone would work on one late version and then you hang on a minute I’m working and then my God, emerging slides together nightmare.
So that’s that’s a million miles away from the utopia state that you’re talking about.
▪ ▪ It is, and I will say from an I. C. P.
Any of my brothers and sisters listening, I’m not necessarily calling chief Revenue Officers, but I will say they are great champions.
And often coaches haven’t found a saboteur yet because they obsess over understanding what’s going on in marketing.
What’s going on in engineering? How is finance performing?
Because it impacts if you’re on a piano like myself, your decision making ▪ and you know, the the ability to just do a self service is an interesting attribute of what we do and I just want to bring it up as a as a point of not contention but an early day situation that I was looking at now we’ve had a run together and we had a competitor that had a self service model.
So I I perceive it as a flywheel and I actually perceive it as a big benefit to our business because our business is fueled by our customers and if you have a prospect that can go in and download or log in for a free trial and experience the software, okay?
They’re not going to have the experience data with A S. E.
And a sales process in motion but it doesn’t matter. Can they use it? Do they see value?
Do they talk to one of their changes and say I think I could solve your problem.
So that was actually, ▪ the company was actually the genesis of, it was data company you to play but it also evolved into a self service platform.
So we offer both and we believe growth can be achieved through ubiquity. So, I, I am agnostic.
I want folks to leverage this platform.
I’m passionate about them evolving the way that they work if they’re a solar procure or they have 15,000 people in a division that they managed.
But it has to be simple, it has to be, and I guess I’m up for that difficult stuff still because I wouldn’t be in a transition offer space.
▪ but what I’m not up for is complicated. Right?
Well you touched on something that I’m very, very interested in which is product led growth, where you’ve got your, your self service model as you, as you, as you call it, there, where you’ve got obviously inbound people I imagine from all sizes of company.
We’re not because I think traditionally when we talk about self serve, you get kind of gets sort of badged as being small, medium sized businesses, companies you’ve never heard of, right?
But actually in the modern, the modern self serve model, you can have someone from a car manufacturer pop up as you know, like you say using it in their, in their internal team.
You know, I know that, you know, with the aim to roll it out further.
And I think if you look at some of the greatest software companies of the moment of where we’re at right now, companies like slack companies like notions companies like Air Table, these companies are all doing that self serve model and you know, I’m sure, I’m sure one, I mean put many more slack that’s more mature.
But some of those companies like Air Table like notion like miro like sigma I’m sure that they’re probably being used inside of your organization and they would have probably 95% of the time started self serve.
But you know as they kind of proliferate around the organization then you start to sort of see them sort of rise up and that that for me is really exciting.
It’s a whole, it’s a whole new channel of sales and it’s a whole, it’s really all the signs have been there for so long about you know customers doing, you know all those data points around customers come to you and they’re 70% informed about the decision and they’re really just trying to get the final 30%.
Well in a lot of cases now there then weigh more than 70% really.
They’re actually made their decision, they’re coming over to you and it’s now your job as a as a revenue team to try and sort of, well, first of all this is your job as a product team to deliver the experience where they want to stay and I want to use the product, but then once they start to use it, then, you know, those must be, I imagine I can sort of see a situation where ▪ there’s almost like a little like you have it.
I can imagine if you had, if we’re in person and you’re in your office, I can imagine you having like a like a bell rigged up, like an alarm ringing up.
If if if x email address from this top 100 list signs up self serve, like, wow, let’s go, let’s get in the war room, we’re gonna, we’re gonna how can we make discussing successful and you see much of that, you see much of the, you know, ▪ the self serve people coming inbound that way and then what do you do, How do you, how do you approaching it?
▪ ▪ Well, we approached them the way they want to be approached and that the sense of if somebody at a university as an example is a customer at GTM hub because it will help them in the, in the sense if I think of other reasons I’ve done this role, it’s actually very personal in the sense that I have had coaching from mentors that have observed how I built and executed and receive feedback that I need to be more focused in line of sight on strap and plan.
Like what’s the plan on paper?
Excuse me, it’s like the hardest thing sometimes to do is you’re just flying this plane raising money adopting to a new team culturally aligning and how does that change from an A.
To A D. Round? I know in every stage felt like and I’ve done a couple since that have been late, but also A to B and and it’s just different, right?
But if I could be better, if I, if I could work on myself, it was to be more disciplined in this way.
so when somebody is taking the time and energy to work with our software in a self serving way, we’re actually very self aware and allow them to do it.
Now we of course leverage technology and have the ability with a lot of different ways that Federated back to crm to pay attention, but we have a very decisive approach around allowing them to explore and and truly reach their own impasse because there are people that are using our software that are in philanthropic areas.
I mean we just closed a deal with the United Way.
We actually give our software away to any non profits, any great cause.
Working with a good friend to do a segment around how our software is helped, Advanced Cures.
This is not a GTM up commercial.
These are things of which I’ve been doing this for a long time and it’s really important for me to be working with a software that could potentially change the way as Cisco said, it lives, works in place.
I’m back in that seat again.
And you know, it’s not easy as a sales leader to have you get the feedback loop from your team.
They don’t want to be competing against a self service model.
But I heard that same team in 2000 and seven as I was supporting amazon in particular, the AWS team, that’s how that company started.
In fact, they didn’t even write a contract, at least that I was aware of until 2000 and nine and so folks were using their Amex, so look no further than okay, yes, Andy, Jassy and basis who were, you know, striving to create modules that folks could just bend, ▪ brilliant, right?
Yeah, a lot of efficiencies. Yeah, I love that. I love that. So, changing gear a little bit actually.
one of the things I was really fascinated to dig into a little bit was, you know, you, you, you went, I tell this story, I always think about how I first met you and I was on boarding in new york full sprinkler at what they would call splash.
I’m sure they still do call it splash.
I’m sure there’s probably a few more people there than I was there.
But I was thinking about this actually, this is just ▪ an interesting point.
The amount of people from my splash that are still at sprinkler is is quite remarkable, that sort of 67 years ago, I think.
So that is, that’s kudos to Sprinkle there for for retaining those people because they are hugely talented people in that case.
So that’s really interesting, remarkable to me.
But you would describe you came in and I can’t remember what the topic was, but I remember how you were introduced, which was to be, they were talking about how long and how hard they were trying to to lure you over to Sprinkle it.
And so ▪ he came into Sprinklr, had a great, great tenure there. How many years were you at Sprinklr?
▪ ▪ 5 years, five years, and Sprinklr incredible.
And then obviously stepping, you know, in a global VP sales role and then stepping out into low to me as, as Chief revenue officer there and then a number of other roles since then to where you are now.
So a lot of sales leadership experience in different organizations, how, how much this is a question always like getting into, how much does your playbook differ based on the product you’re selling, the proposition, the sector you’re selling to all that kind of stuff?
Does it differ a lot. Is it mostly the same?
That’s always a super interesting question I love to hear about, it’s always different because I learned from every one of those runs and journeys and I will be self amazing and saying Andy this was one of the first conversations we had ▪ as I aimed in that role at low to me to, to really put the discipline and operating rhythm that was at the time lacking and that was sales qualification.
So I have some core tenants that I, I’m unwavering from, I think Jon Kaplan said it best and maybe it was brian Walsh and one of the trainings we did when we were going through command a message maybe the fourth time sprinkler.
But the point was like, you you can do a lot of other things here, right?
But you can’t not do these three, right?
So if you don’t want to, you just don on my team and that’s okay.
And I think it was brian Walsh, big fan of them, Great, great trainer, brilliant mind, lots of good Xerox references to, I think we can learn a whole lot from those playbooks.
Back to your question from those early eighties men and women that were driving around in the cake are pulling the Xerox out and demoing, right?
So it’s activity driven, of course.
Okay, so you know value framework and how you have a conversation because when I buy software and I bought nine different sales tax tax so far I wanted to be a great experience that I want it to be about me.
Let’s be selfish for a moment like my pain.
So there are there are things in which I am just wet it too because I haven’t seen something better.
But every day I am open to a better way to delight a customer or move a sales stage quicker through the funnel or just honestly have an employee feel like they’re contributing beyond just a decimal point.
That’s super important to me because the vocational path why we make that choice to go from individual contributor where you have things forced upon you is still like right in my frontal lobe.
And I’ve had some really great sales leaders and I’ve had some really bad ones and the bad ones, I can only characterize blacked 52 minutes back, self awareness of what was too much.
So I’m constantly on that edge of ▪ Trying to test myself awareness because we all think we’re self aware in 98% of his arm.
▪ ▪ Another fact, I think my wife brought that to, you know, the last Friday nights glass of one as I was feeling very confident.
But my point is, you know, DP very cognizant of what’s too much, especially in early stage.
So adapting to to where you need to be, ▪ can’t be more ▪ point of what I want to say is it relates to just even coming into this journey.
I mean, I’m meeting smart people in some case much smarter than me.
So I have to be cognizant lee aware that I can’t put everything out and play books. ▪ Yeah.
It just comes down to execution. I think everybody had.
I have my competitors are listening and by the competitors welcome in the result orchestration space.
We want to really crowded quadrant. We’re just going to be in the top right if you’re okay with it.
But I think we all have the same playbook and we all read the books.
But I believe in the sense bringing back the gift that you’ve given us in your words and study giving practical examples or what I’ve learned.
I don’t I don’t need any more philosophy.
I’ve got enough practical examples are really fascinating one for me because they I recently learned this more about myself and trying to like discover more about how my own brain works.
And I’m actually pretty sure that if I was actually located in the U. S.
That I have been diagnosed with A. D. H. D. As a kid I never got the diagnosis.
But I’m like I would bet 99% sure that I have that.
And it’s it’s it comes back to how I digest information and how I by contrast how I will not digest information.
I will just things will go completely over my head. Unless they have that metaphor. Unless they have that analogy.
Unless they have that creative way of describing how it comes across.
And I think the that’s where examples come in so much.
And I think maybe a perhaps an overlooked element of ▪ of experience is not just having the experience to know you know that all that flow child if this then that then you know how to act with it.
But it’s it’s the if this, by the way, follow me on this path because I’ve got an anecdote here that’s going to explain to you.
Make you understand why if this then that and then now if we’re here here’s the next example from my experience.
And so I think that’s something that’s so often missed when when when people talk about these things and so that’s a super interesting 11 final.
▪ ▪ I’ve not met anyone profession.
It sells that hasn’t had which is clinical and I have no problem admitting that that I’m not diagnosed either but a bit of a PhD.
And I think that sellers deficit disorder has been brought of.
and I don’t think it’s branded by by some of our friends that taught us that.
But I think it actually is a one of the more brilliant things about unity.
So the fact you can you focused and wrote a book to me. I’m not a doctor.
But would say even if you had tenants of A. D. H. D.
It actually is probably help you more than it’s ever held you back because of your strong grit and fight two in the discipline you imparted to actually take the time to even orchestrate something like this conversation.
It’s pretty easy right? But it takes energy and effort and discipline to actually do it.
And that’s that’s I think what you struggle with at times in the field or as a sales leader what ▪ You could you could occupy 24 hours of the day because there’s an excess of opportunity and if you get out there he’ll see it.
If you stick stay inside, you hit refresh from salesforce at the end of the quarter.
▪ You’re you’re not doing your job, not doing your job.
That’s a good point, excessive opportunity and maybe a good way to kind of wrap things up with the final, my favorite final question, which is excessive opportunity is one thing.
So especially where you’ve got so many brilliant propositions today, you know, by the time people like yourself get involved, it has to be a good proposition.
Right? So your team is going to always have a a compelling proposition that customers should listen to.
So how do you qualify ▪ ▪ that?
The time is being spent in the right places and keep you keep your team focused on outcome driven and sort of progressive sales opportunities, not ones that were, you know, they’re just happy to continue talking about stuff, but actually where we can tangibly move deals forward, what what what sort of tools, I guess, or pass your playbook cover.
That you could, you keep wanting to dig into my playbook, can’t give the secret sauce away.
▪ ▪ ▪ It’s the discipline that in in the sense of every, every great sales later listening and it took me a while to learn this and be actually pretty proficient at it myself.
Is that when you’re spending time and energy with your teams in one or ones or your front line leadership discussions that you’ve done your homework and you have the ability, of course with technology to get things to advance and leverage qualification methodology is which you wrote on with medic or med pick or ec Mark, just saying another another I got a sequel book for you.
But my point is that the the ability to have also, yes, I’ve got to say Gtmo helps be identify what is important and what isn’t.
Because my team leverages Gtmo to set their own KRS and they are beyond the metrics that you can already see in salesforce.
So my closing point on that is when you’re bringing folks together.
If you are just having them read the news or you’ve done nothing in the way of preparation, my permission as you as a seller or my team bidirectional, you end the call and we’ve had some abrupt ending since I’ve had this kind of motion.
We just end the call and it’s because it’s disrespectful.
And if you think of the opportunity to to really show at the onset how you’re going to be helping someone be more productive in a role or efficient rather you need to you need to first start with respecting the individual.
This is not a hierarchal, serving you know, servant leadership, the people that put it that are charlatans at it, go have that call and then you know, have a Q B. R.
And sit there with their arms crossed and have done nothing in the way of doing the pre work.
And that to me is it’s offensive and I made the mistake by the way several times.
So the only reason I get a little bit triggered is because I it’s something that as a seller bothered me the most and when I’ve made the mistake, I know it’s held us back.
But beyond that there’s lots of tech that can create signals of being more productive.
One of which is G T. Mm ▪ Indeed indeed. Well thank you very much.
I think we’ve just about used up all of our all our time. We have allocated for this.
Which is a shame because I feel like we could go on and talk for hours about this stuff and really digging deep.
But where can you mentioned earlier people to reach out and connect linked in.
Is that the best place to find you? ▪ That’s the best channel for sure.
I I welcome you to do that and I will of course broker introductions but Andy thank you for having me armed.
It’s a bit cathartic to have a great host like yourself, just ask a few questions.
I always learn things as I go through this, but I’m continuing to learn through you and I encourage everybody that’s spend some time reading the book or actually listening weekly to your updates and your podcast released to keep doing so because it’s better in two X speed.
I’m not gonna lie. Probably something.
▪ ▪ But it’s become a bit of a habit and I’ve really been intrigued by some of the guests and the candor that you bring to the conversation by your line of questions.
So Hopefully it lands in a top 10, but I didn’t enter this conversation trying to do anything other than get to know you and hopefully this audience a little better.
Yeah, no, thank you. It’s been super, super good and thank you for that kind words that goes up there.
I’ve got my kind of a little sound bites of like, you know, if I’m having a bad day that’s going on the playlist as I called john McMahon saying that I was the medic guy, which is quite funny.
And so I’ve got that, that’s at the top of the list.
I bet you can’t play john and three X speed, you wouldn’t want to try anyway.
But ▪ ▪ ▪ ▪ I can’t believe we went a whole hour and different reference john McMahon, but I actually will close with it and say that guy profoundly changed my life in many ways and not because we were on the phone a whole lot, but he taught me a lot of things around another, We’ll call it segment that we could talk on and that would be recruiting.
And then also when you make that decision to voluntarily leave a post in which you had a whole lot of sentimental reasons to stay, but maybe not a lot of business reasons.
He was the one guy that actually coached me through that change management in my head.
And so for that we’ll say yes jOHn McMahon, thank you for your support. Yeah. Indeed.
And and the and the the guy has as I think probably everyone listen to this.
But if you, if you’ve been living under Iraq, he’s got a book out the qualified sales leader.
It is a tremendous every single person I’ve spoke to.
A lot of people with books especially sells books and say I’ve got that one with with john’s book.
Everyone I speak to says yeah, I got that.
Read it like and it’s is there something about the story it brings you in the way it’s written?
I can’t speak highly enough about it.
So yeah, for sure if anyone is listening hasn’t picked up his book, anyone’s wondering who are all these people who are in the John McMahon mafia of CRO out there?
Yeah. Just there’s no other there’s no other cells leader like it. So yeah. What a way to finish.
Thanks very much. Eric ▪ ▪ Quite welcome Andy all the best and I look for to speaking with you soon.
Thank you sir.