Ep. 372: Latané Conant is the Chief Marketing Officer at 6sense, the company that allows you to achieve predictable revenue growth by identifying accounts looking for your solution, prioritize efforts and then engage the right way. To date, the company has raised $120M in financing from Battery Ventures, Insight, Venrock, Costanoa, Bain Capital, and Salesforce Ventures to name a few. As for Latané, before 6sense she was CMO and sales leader at Appirio where she drove 5X more effective field marketing programs and an increase in inbound leads by 300%. If that was not enough, Latané is also on the Advisory Boards of both Mediafly and Atrium.
In Today’s Episode We Discuss:
How did Latané make her way into the world of SaaS and come to be the rockstar CMO and ABM thought leader she is today with 6sense?
What does the preparation process look like pre-sales kick off week? What is involved? Who is involved? What needs to be ready? How does Latané feel about putting comp plans as part of the week?
How important is a theme to having an engaging week of content? What can teams do to bring their themes to life? How does Latané advise others when it comes to keeping the content fresh and exciting?
What is the right way to end the week? What are the right follow up steps to take? Where do many people go wrong here?
2020 — the Strangest of Years in SaaS and Cloud. Global pandemic, economic destruction and yet … Cloud is on fire.
So it’s time now to start thinking about how to help the team for next year. Your job is to help.
What are some things you can do that are actionable? A few ideas:
Hire dedicated sales ops. Many of you will have little to no dedicated help in sales operations. Who’s making sure the reps have the right collateral? Getting routing the right leads? Are being trained properly? Are being paid properly? If that’s you, or your VP of Sales, or even your VP of Marketing … that’s a bad use of time. Hire a director+ of sales ops to take the administrative side of sales off the plate of folks that should opening and closing.
Ep. 365: The Office of the Future, How Everything’s Changed and What 2021 Will be Like with Justin Bedecarre, CEO @ HelloOffice and Jen Nguyen, Founding Partner @ TEAMWERC
Centralized HQs with all the perks and amenities “under one roof” have traditionally been used as recruiting tools to attract and retain top talent. In this episode, Justin and Jen discuss what the Office of the Future will be like.
This episode is sponsored by Linode.
SaaStr’s Founder’s Favorites Seriesfeatures one of SaaStr’s best of the best sessions that you might have missed.
This episode is an excerpt from a session at SaaStr Summit: Enterprise. You can see the full video here, and read the podcast transcript below.
Ep. 366: The buzz that accompanies digital transformation trends is infinite. Cut through the noise with Aaron Levie, CEO of Box and Jason Lemkin, CEO & Co-founder of SaaStr as they share insights on what will make a lasting impact and what may fail to materialize in the future of work.
Ep. 343: Kyle Parrish is the Head of Sales @ Figma, the company that helps teams create, test and ship better designs from start to finish. To date the company has raised over $132M in financing from some of the best in the business including Sequoia, a16z, Index, Greylock and Kleiner Perkins to name a few. As for Kyle, prior to Figma he spent over 5 years at Dropbox achieving some incredible milestones including launching and scaling the Austin, Texas office from 3 to 80 people and being responsible for growing Dropbox’s leading partner ecosystem. Before Figma, Kyle spent close to 3 years as an Account Executive at ADP.
In Today’s Episode We Discuss:
How Kyle made his way into the world of SaaS and sales and came to be Head of Sales at one of the fastest-growing companies in Figma.
Kyle was in charge of creating the Austin, Texas sales team @ Dropbox, what were some of his biggest lessons when it comes to moving sales outside of HQ? What worked? What did not work? At what stage does culture and process really start to break?
Why is it so hard moving from 0-1 in sales? How does Kyle advise founders when it comes to making your first sales hire? Does Kyle agree that it has to be the founder who develops the sales playbook? How does one create sales targets that are both ambitious but also achievable? What is the balance?
What does it take to create a performance led sales culture? Where do many people go wrong here? How is the best way for sales and product to work together? What can one do to proactively make those discussions with sales and product both frequent and productive?
David Sacks, General Partner at Craft Ventures joins the New New in Ventures to discuss The Cadence and how to structure around it while building a start-up.
David Sacks | General Partner @ Craft Ventures
When you start growing above 50 employees, and certainly get to 100, things change, you now have teams, which means you have functional leaders. Rather than the CEO running around telling the engineers exactly what to build, you now have product managers.
So, the company starts getting divided up into functional areas, or silos, product management, sales, customers support, marketing and so on, and this siloing of the org chart I think means that not everyone knows what everyone else is doing, and there’s a general feeling of disorganization or chaos in most startups. Really, the better the startup is doing, the more chaos there is, because they’re growing faster, this isn’t a problem
Hear from Michelle Zatlyn, co-founder and COO of Cloudflare. Michelle started the company during an economic downturn in 2009. Now, Cloudflare runs one of the world’s largest networks that helps make the Internet more secure, fast, and reliable, with a market cap of more than $6B. Despite the challenges of uncertainty, money not flowing, and a generally dark mood, she was able to do it and learned a lot along the way. In this talk, Michelle will share how she made her business idea come to life and some lessons learned that can help other entrepreneurs—from solving a real, meaningful problem, to communicating in a crisis, prioritizing when there’s a true lack of resources and more.
Michelle Zatelyn | COO + Co-Founder @ CloudflareMichelle:
During the economic downturn right after the financial crisis in 2008. And so we started to work on this in 2009. And while
Ep. 342: On this episode of the SaaStr podcast, our CEO, Jason Lemkin, chats with Zapier CEO, Wade Foster, on Distributed Teams and Building a Cloud Product. Zapier is a global remote company that allows end-users to integrate the web applications they use. Although Zapier is based in Sunnyvale, California, it employs a workforce of 250 employees located around the United States and in 23 other countries.
Ep. 341: David Politis is the Founder & CEO @ BetterCloud, the company that helps IT discover, manage and secure the digital workplace. To date, David has raised over $186M in funding with BetterCloud from the likes of Accel, Warburg Pincus, Greycroft, Flybridge and Dropbox to name a few. Before founding BetterCloud, David was an early employee of Cloud Sherpas (acquired by Accenture), where he led the company to become the leading cloud services partner to SMB worldwide. Prior to Cloud Sherpas, David was a founding employee and General Manager of Vocalocity (acquired by Vonage), which he grew into one of the top providers of cloud PBX technology.
In Today’s Episode We Discuss:
How David made his way into the world of SaaS and came to found BetterCloud. How has David seen the rate of cloud adoption within enterprise over the last 5 years? Has it been faster or slower than he thought?
People often suggest operators are suited to certain stages of a company lifecycle. Does David agree with this? What are the leading indicators an individual is struggling to scale? How does one communicate that to them effectively? How does David think about the decision to move an individual to another role vs release them?
What does radical transparency really mean to David? How does the ability to have radical transparency within your org change when the org is 10 people vs 100 people? What are the biggest challenges of scaling transparency? From a meeting structure view, what can leaders do to encourage transparency?
How does David feel about the method of OKR setting? How has his mindset changed towards OKRs? What does the decision-making process look like for deciding which OKRs to focus on? What OKRs do they focus on at BetterCloud? How does one know when they need to change their OKRs?