Pawel Nical

Hot take: only 1/10 AE & SDR partnerships actually know what they are doing. Since the beginning of the year, Jovan Jankovic and I have been working side by side, booking over 130 meetings with investors & buyers. Now while Jovan and I aren’t a regular AE & SDR partnership, we do act like one, but on steroids. This is what our day looks like: 9am: standup, quick sync on highest priorities for the day. 9:15-2pm I’m in back to back meetings which Jovan is queuing up briefs for me. He researches 2-3 potential referral for me to ask for. Which almost always leads to 1 meeting PER meeting held. I stopped asking the generic “do you know anyone that would be interested in this” to “I noticed you are connect with Jane from redmonster.ai, would it be impossible to connect me?” In turn, we then started doing the opposite, we researched who from MY network can help the person I’m speaking to. I’m making 1-3 referrals per call now. Value value value. During the day, Jovan will identify prospects who are engaging with our outreach for me to personally call them. Jovan will do the same for his outreach. Jovan will usually call subordinates to get info on contracts, tech stack and priorities. I’ll then connect with their leadership with that info. We’ll have 30-40 interactions per day on average. When I was a sales rep? I had to wait half a day to get a thumbs up on slack… What’s funny is that Jovan and I grew up playing football together, I was a striker and we was a midfielder. He always set me up with the best balls through on goal. EOD: We’ll end the day off with an opp review, and plan out the next day. This is just the beginning though… #buildinpublic

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Ideal CSM to customer or ARR ratios entirely depend on how high or low touch the engagement needs to be. Start there, this is what drives ratios. #customersuccess #cs #saas #b2b

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Almost 2 years ago, I abandoned the SDR model But that does not mean that SDRs have no more place They certainly have in some environments Here are the criteria I would use to evaluate whether the SDR model makes sense for you 1️⃣ Customer Acquisition Costs: I would not use SDRs for low ARR contracts. Here is my rule of thumb: < $5'000 ARR 👉🏻 Product-led & marketing $5'000 - $20'000 ARR 👉🏻 Full-cycle sales roles $20'000 - $100'000 ARR 👉🏻 AE/SDR model with a 2:1 ratio 2️⃣ Complexity of the sale: If sales are really complex and SDRs face a lot of technical, complex questions early on and need industry knowledge, the full-cycle model might make more sense. This typically means: > $100'000 ARR 👉🏻 Full-cycle sales roles However, you can always hire SDRs for a specific product that is much easier to sell than the rest. If you sell several products 3️⃣ Availability of salespeople: AEs who can and want to do outbound are a rarity. You might not find anyone, or it takes months. Hiring hungry SDRs you can develop to AEs later can bridge that gap. And you teach them your philosophy of "always be prospecting" from the start. Additionally: If you personally know a really good person for either role, prioritise hiring that person no matter the environment. Hiring salespeople is a costly, high-risk game. 4️⃣ Availability of knowledge: Do you have the capacity and capability to train new salespeople? What exactly can you train them really well? If you can provide a great environment for coaching and development, the SDR model is still interesting, given the other points above You can train them, test your ICP and give them more and more responsibility If you have no sales skills yourself or in the company, go for an experienced full-cycle AE and add SDRs later Bonus: Always hire two people at the same time so that you can benchmark them

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In the last 12 months, Rev has increased our close rates by 300% and shortened our average deal cycle from 100 days to 40. Here's the 3-step playbook we used to increase sales velocity (without adding headcount): BACKGROUND Since 2021, sales benchmarks in SaaS have trending down: - Win rates have dropped 18% - Deal sizes have shrunk 21% - Deal cycles are 16% longer We’re all working harder and longer in every deal for less money! Unfortunately, this environment is here to stay. So what’s a Sales Leader to do to generate velocity in this market? At Rev, we follow a process that I call “SLC” - for “Stalled, Lost, or Churned.” Here's how it works: 1. Convene a SWAT team of your GTM leaders (Head of Sales, RevOps, Marketing, etc). It all starts here. Without getting the right people in place who can impact change across the org, nothing matters. The team is going to meet daily at first to generate a new and valuable report (see #2); then they will divide and conquer to resolve the issues slowing down your GTM. 2. Generate your Stalled-Lost-Churned Report The key insight here is that a standard “closed-lost” report isn’t going to cut it. Instead, you’re going to create a new report of every deal that closed-lost, but also any customer that churned and any deal that “stalled” (i.e. where there hasn’t been a positive change of close-% within three weeks). 3. Map your sales cycle and attach to each step exactly HOW MANY and WHY deals stalled-lost-churned. The WHY is the hardest part — the simple answers in Salesforce will not be good enough. You need to scrub the heck out of the opportunity list to dig deep and figure out real “why” answers. For example:  “Customer went dark” is not a good enough reason. What was really happening in the deal when the customer stopped responding? Were they not impressed enough by the demo? Missing a key feature? Scared off by pricing? Did a key persona refuse to engage or fail to see value? Talk to your AEs and listen to more Gong calls. The answers are there. You just have to find them. 4. Assign each of the WHYs to a member of the GTM team and work through a meaningful improvement Are we missing a slide that speaks to a key persona? Mishandling a certain objection in the sales cycle? Is our order form sitting in procurement too long? Each SLC issue gets assigned to an owner and worked until it no longer slows deals down. Here’s an example: One “SLC issue” we found at my past company NetBase was that our order form was being sent to legal review by our customer 90% of the time. So we removed the legalese from the order form and referenced online terms and conditions with a URL. The result was our buyers only sent the form to legal 10% of the time! That was a savings of 2-3 weeks on 80% of deals! TAKEAWAY Want to improve sales velocity? Find out the real reason WHY deals aren't closing. Not just why you LOST deals. But why deals stalled and churned. Use SLC.

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When I was the top-performing #CSM in my earliest days in #CS, I always asked myself these 3 questions every Friday: ✨ 𝐖𝐡𝐚𝐭 𝐰𝐞𝐫𝐞 𝐭𝐡𝐞 𝟑 𝐭𝐨𝐩 𝐯𝐚𝐥𝐮𝐞-𝐜𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐭𝐡𝐢𝐧𝐠𝐬 𝐈 𝐝𝐢𝐝 𝐭𝐡𝐢𝐬 𝐰𝐞𝐞𝐤 𝐅𝐎𝐑 𝐦𝐲 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫𝐬? Too often, as a CSM, the focus is on what "good" looks like - a good week, quarter, day, result - is solely focused on internal metrics. Did I hit KPI A or KPI B? But if you flip that mindset around, measure your own success based on 𝐬𝐩𝐞𝐜𝐢𝐟𝐢𝐜 value-creation you are delivering to specific customers, it will be a game-changer. That is when you start creating real customer value, and results will follow. 💡 𝐖𝐡𝐚𝐭 𝐧𝐞𝐰 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠𝐬 𝐝𝐢𝐝 𝐈 𝐡𝐚𝐯𝐞 𝐭𝐡𝐢𝐬 𝐰𝐞𝐞𝐤? A lot of people talk about this, wanting to learn, develop. But few people are intentional about it on a weekly basis. Learnings do not only have to be "big" things like mastering a skillset. It can be learning something new about your customer. It can be listening to a great podcast and learning about a new concept. It can be learning more about a new feature of the product your company offers. It is all about being in a learning mindset and being intentional about it. 🪫 𝐖𝐡𝐚𝐭 𝐝𝐢𝐝 𝐈 𝐥𝐞𝐚𝐯𝐞 𝐨𝐧 𝐭𝐡𝐞 𝐭𝐚𝐛𝐥𝐞 𝐭𝐡𝐢𝐬 𝐰𝐞𝐞𝐤? All of us in CS leave something on the table every week. It is just part of the CS game. There is SO much you can do, should do every day, every week. So inevitably, something will be left on the table. Did I create enough momentum towards a goal, did not fully execute on a customer project, did not prioritize my time in an optimal way etc. Here is the trick though. When you think about what you left on the table, you are more likely to know WHY you missed those things, HOW important they are, and WHAT to do better the coming week. If you stop leaving the high impact things on the table, you will fuel your productivity and results. *** There are of course many other questions you can ask yourself to evaluate the past week - and prep for the coming one - but I always found these 3 very impactful. And the most important thing? Have some questions to reflect on vs. finishing up and moving on every Friday! Because small progress compounds over time 💹 *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network #customersuccess #cs #accountmanagement #revsetter

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Has #customersuccess became exhausted? #revenueoperations as a partner has seen this function also take the brunt of the lean and mean spirit ▶️ Accounts per #CSM are up for high touch and medium touch motions ▶️ ARR loads are also higher ▶️ They have the least attention from RevOps ▶️ Sometimes will have to just use the software that sales uses ▶️ An increasing weighting of their incentives towards NRR So where do we go from here? I think it's time to bring the voice of the customer back into the room What would your customers say and how would they want to be supported? ▶️ In addition to NRR, let's also talk about GRR ▶️ Let's make customer value maps or journeys a thing again. A fulfilled customer that's growing themselves will also grow with you ▶️ Customer wellness metrics should start to push back against NRR as the sole weighting criteria ▶️ Reexamine who owns the upsell and cross sell. Who has the in-house training and skill set to execute this? ▶️ Invest not only in knowledge bases, but actual training and coaching My two cents 👋 More musings on the Substack (link in profile)

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10 RevOps Plays you can run today. Increase revenue and reduce friction for demand gen, sales and CX. 🏃‍♂️ ICP Fast Lanes Setup an inbound tool like Chili Piper, enrich inbound leads and create a Fast Lane router that sends high ICP accounts straight to AEs. Skip the SDR/Qualification call. ✅ Quote PreApprovals Unblock your reps. Use DealHub.io to setup preapproved quotes. Getting deals out faster and easier increases your win rate. 🤝 CQL (Customer Qualified Lead) Get your CX team involved with deal flow. Add SPIFFs and incentives to identify cross sell and upsell opportunities. Create an easy handoff process to move expansion deals from CX to Sales. ✒ Renewal Playbook Who is doing what and when. Map it out, train to it. Create workflows to reduce friction for the team running renewals. Treat renewals with the same science as you do leads. 💚 💛 ❤️ Account health scores: Getting a No at month 11 of an annual contract is too late. Flagging an account as Yellow in month 3 gives you 9 months to win the customer renewal. Create health scores, give exec support to reps when accounts need them. Early and often. 👋 Onboarding and Activation Playbook Customers that don't properly onboard and activate, dont renew. Create playbooks for CX to onboard and activate every customer. Want to know who doesn't renew? Someone who didnt activate after onboarding. Create playbooks for CX so you can take action at the start of the customer journey. ⬆ Usage Driven Upsells Low hanging fruit. Bring in product data to the CRM. Create easy upsell opps based on usage. If a customer has used 90% of their seats, create an expansion opp, and notify the reps that a customer is nearing capacity. 🔻 CRM Field Reduction Moving faster = selling more. Review required fields and process steps quarterly. Create a spreadsheet that requires VP sign off on each field. Its that important. Is it still needed? Can you combine fields? 🔢 Create a pricing calculator in Google Sheets/Excel Drafting pricing live on a call helps reps understand pricing options faster than creating a full quote. ⚖ Scaled CS: Add a 1:Many CX strategy to support your entry level customers with scaled solutions. ie Group onboarding vs 1:1s, automated QBRs vs live 1:1 QBRs, etc. You’ll you spend more time on your key accounts with 1:1 coverage as result Follow if you want to see more tips for RevOps and founders. We offer RevOps services, send me a DM if you want help to implement any of the above!

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Who would win this deal? Imagine this scenario: Sarah, Head of Sales @XYZ, wants to help her BDR team scale their cold calling efforts. On Monday, she reads 3 articles on Aircall's blog about cold calling best practices. However, she doesn't request a demo yet. The next day, Emily, a sales rep from Ringover (a direct competitor of Aircall)—𝐰𝐡𝐨 𝐬𝐨𝐦𝐞𝐡𝐨𝐰 𝐡𝐚𝐬 𝐭𝐡𝐞 𝐬𝐮𝐩𝐞𝐫𝐩𝐨𝐰𝐞𝐫 𝐭𝐨 𝐤𝐧𝐨𝐰 𝐒𝐚𝐫𝐚𝐡 𝐫𝐞𝐚𝐝 𝐭𝐡𝐨𝐬𝐞 𝟑 𝐚𝐫𝐭𝐢𝐜𝐥𝐞𝐬 𝐨𝐧 𝐀𝐢𝐫𝐜𝐚𝐥𝐥'𝐬 𝐛𝐥𝐨𝐠—reaches out to Sarah and books a meeting with her. To make it even trickier, Ringover and Aircall offer solutions that are 95% the same. Who has the better chance to win this deal and why? 👉 Scenario 1: Sarah chooses Ringover because… 👉 Scenario 2: Sarah chooses Aircall because… I have my own answer but.. I'm curious about yours! Leave a comment below with your thoughts 😇

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Is RevOps real or hype? Revenue Operations (RevOps) has gained significant traction in recent years, emerging as the fastest-growing job, according to LinkedIn. Numerous communities and influencers have fueled discussions, and educational programs are now supporting professionals in grasping the intricacies of revenue science. Despite this growth, skepticism persists. Recent trends include widespread layoffs among seasoned revenue operators, and career progression for RevOps practitioners in leadership roles remains limited. A recurring sentiment I've heard is that "Revenue Operations has no power," underscoring a misconception that views RevOps as merely a job title rather than a strategic approach to integrating marketing, sales, and customer success around efficient revenue growth. Having once been a skeptic, I initially distanced myself from RevOps, frustrated by manual processes and disjointed CRM design. But what keeps drawing me back to RevOps is the nagging feeling that there is something real here, something profound representing a paradigm shift in go-to-market that could redefine business practices. To determine if it's real or hype, let's examine what makes revenue operations confusing and vague. 🤔 There is a pressing need for unified definitions and understanding. We struggle to agree on what even to call RevOps. It's not just a matter of semantics; it's a fundamental issue that affects our ability to provide clarity and understanding around this practice. 🙉 The hype is crazy! It seems we think that hiring someone with RevOps in the title will immediately give us divine insight and understanding of our business. The problem is that hype generally masks reality. The longer the hype goes on, the harder it will be to see what's good underneath it all. 💪 Despite the hype, there is a notable lack of respect for those in RevOps roles. As mentioned previously, the problem starts with most people thinking of revenue operations as a role, not a business practice. Unfortunately, the role is often reduced to managing dashboards and policing processes. But we also must look within to see how we got here. Are we adapting to new techniques in RevOps to drive impact? The impact is achieved by leveraging the massive feedback loop that surpasses the data practices of our past. Technology, particularly the data collection that comes from using technology, is how RevOps bridges insights with revenue-generating activities. Skepticism in revenue operations holds merit due to its nascent stage and fragile ideas, but its reality lies in leveraging unified insights and improved actions. Therefore, RevOps hinges on data design. Organizations can optimize actions, insights, and communication by prioritizing data engineering and data science practices, fostering a cohesive revenue strategy that enhances the customer experience. RevOps requires clarity, standardization, and a commitment to improved techniques to realize its full promise.

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Some great advice here for those in the Biz Dev world! Let's go!!!

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SDRs are so critical to success, depending on company size, yet like many GTM functions, they too are under reduction pressure. Data from Jason S. of Live Data Technologies (article in comments) showing that SDR function may be normalizing some, not wholesale decreases like the headlines suggest. SDRs are the glue between the Marketing and Selling function. 3 years ago on one of my LI posts, we all said that SDRs would be future CEOs. Now the headline is cut them. It's an incredibly challenging job for a junior person. And may be better suited for inbound and/or transactional type selling with narrower buying committees. What are you experiencing with your SDR function? ___________ 👏 Follow B2B Fusion on Go To Market best practice strategies. 👍 Like and subscribe to B2B Fusion YT videos, 200+ GTM best practices! 🤙🏽 Struggling with faster, more efficient growth? Let's talk.

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28 CCOs and Post-Sales leaders have spoken 📢 What is the CURRENT STATE of Customer Success? -- Over the past 6 months, I asked 28 podcast guests this question. Nearly everyone had the same answer. What's the Current State of CS? ➡ "Unsettled" ➡ "Identity Crisis" ➡ "Transformation" ➡ "Really messed up" (but don't listen to me, hear for yourself directly from folks who feel this way... totally unprompted). -- Why is this function in SUCH a state of flux? ✳ The problem is not CS... it's a CEO / Board problem Very few Enterprise SaaS companies today actually have strong Product-Market Fit (PMF). There are tons of non "mission critical" products out there justifying themselves for a spot in the stack. For 70% of leaders I speak with, they say their CS teams are filling key product and value gaps that the company has not yet addressed. Just because you had PMF at $10M does NOT mean you will keep it at $20M, $200M or beyond. It's always changing and the only way to keep it is to listen to your customers selflessly. ✳ Without strong market fit, CS becomes focused on "Checklist Management" rather than Change Management Tasks, journeys, and "busywork" that comes out of a lot of CRMs and CSP workflows are designed to show CS activity is up... but it is not at all aligned to moving the needle for the Customer. In order to become "mission critical", post-sales MUST. DRIVE. ADOPTION. And that has very little to do with what your company thinks is important (sentiment, engagement, usage) and everything to do with what your customer feels is important (improving their workflows, achieving their business goals, hitting their leading indicators). ✳ CS efforts do not correlate to Revenue nearly as much as they need to CEOs, CFOs, and Boards look at two metrics: how much $$$ did you bring in, and how much $$$ do I need to pay you? If the first is less than second, you are literally a cost center (not just perceived as one). CEOs, CFOs, and Boards are expecting the payback period of investing in CS to be one-year. If teams are expecting CS activity to generate revenue WITHOUT a Customer Value Framework proven to increase adoption... teams will end up spinning cycles and burning cash (and unfortunately RIFs are not far behind) -- So... what does the FUTURE of CS and Post-Sales look like? (teaser: video coming out in 2 weeks) This is really a question that CEOs, CFOs, and Boards will have to answer. They have to see demonstrated quantifiable value coming out of post-sales to continue investing in the function. To position CS and Post-Sales in the best possible light, we have to reimagine our function through the lens of our Customer. It's less about how we define Customer Success. We need to ask: How does our Customer define Success? What is your take? #FutureCustomerValue #CustomerValue #CRO #CCO

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Outbound is moving in a new direction and revenue teams must keep up or get left behind. UserGems 💎 asked 100+ SaaS revenue leaders to weigh in on what's fueling their pipeline generation, what's breaking down, and how to navigate the road ahead. #marketingops #saasfounders #ceo #entrepreneurs #startupfounders #ai #playbook #techstack #bestpractices #expertadvice #b2bmarketing #saasmarketing #softwareindustry #softwarecompanies #outboundmarketing #saas #marketingtactics #marketingstrategies #cmo #marketingadvice #personalisation #marketingstrategy #marketingtips #growthmarketing #marketingdata #marketingpersonalization #martech #marketing2024 #marketingai #aipowered #aienabled #outboundstrategy #marketinginsights #saasbusiness #saasstartups #saasproduct #customervaluecreation #productvalue #valuecreation #successstrategy #gtmomentum #gotomarket #earlystagestartup #revenueboost #monetization #revenuegeneration #productgrowth #customerengagement #customeracquisition #gtmmotion #gtmplays #customerintelligence #marketingintelligence #gtmstack #revops #revenueoperations #revenueenablement #salesenablement #signalbasedselling #revops #revenueteams

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One thing that stands out when studying high-performing RevOps teams: they do more than simply enable the different GTM functions. They also serve as a critical bridge between them and as a conductor of multiple go-to-market motions and activities. Consider Zapier, a profitable company generating over $250 million in revenue. They’ve built a massive self-service business and four years ago added a cross-functional sales-led motion supported by marketing. Combining product-led with sales-led growth is, in many ways, an ideal business model. The product flywheel builds a vast database, effectively forming a private ecosystem for sales prospecting, full of granular first-party data. No problems with lead flow here—their only challenge is how do they identify the most promising accounts. With the PLG motion handling top-of-funnel activities, sales-led team can focus on • Crafting micro-segments within their extensive user database • Identifying the most valuable first-party product signals for sales-led expansion efforts • Running experiments that blend automation with human input • Analyzing results and iterating based on findings   However, there’s also challenges when combining multiple motions this way. There is a high risk of channel conflict, mixed messaging, or teams stepping on each other’s toes. This model only works when you have tight collaboration among GTM functions and a unified RevOps team. RevOps plays a pivotal role here by: • Designing a CRM architecture that integrates product signals • Leading a cross-functional "tiger team" to driveGTM experiments • Crafting custom automations to scale these experiments, driving significant incremental revenue • Providing an impartial perspective to diagnose funnel issues without finger-pointing For a deeper dive into these strategies, check out my recent conversation with Lindsay Rothlisberger, Director of Revenue Operations at Zapier.

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My last post about sales cycles at Salesforce generated interest in how to build a business value map drawn from a discovery process, below is my approach: Problem(s): Identify the issues encountered. I list up to three problems, which may or may not be directly related to the solution you are selling. Keep them brief but concise. Impact: I focus on 4️⃣ aspects: Revenue, People, Processes, Emotions 1️⃣ Revenue: It's often difficult for people to quantify revenue lost due to the problem. Instead, ask for information that can populate your ROI calculator, if you have one. If not relay it back to a customer success story of an organisation that is roughly same size and similar problem faced. 2️⃣ People: Assess the impact within the person's organization. Did they cut jobs, have a churn issue, are people moving roles 3️⃣ Process: Determine what is not working, what is broken, and what the ideal process should look like. 4️⃣ Emotion: Understand the emotional impact (tension, fear, excitement). This is crucial as you are selling to humans who have emotional responses to change. Solution: For each result, provide a solution, whether it's userled, another product, or an internal change. This aligns with a consultative sales approach. Not all problems can be solved by your SaaS product, and that's okay. Offer guidance where you can and highlight your features that address the solvable problems. Product Alignment: Connect each problem to a high level feature of your product that you'll demo to alleviate the issue. During the demo, remember to link back to the problem. Show how each feature enables a specific solution. Expected Result: Outline realistic expectations once your solution is implemented. Customize your ROI estimates based on the size of the company and similar businesses you have worked with. Explain why the client should endure a lengthy sales process for your solution. Below is BVM template from salesforce - Comment "BVM" and I'll send you my template via DM.

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Why do many early-stage companies rush to hire a CRO or VP of Sales? It’s a common trap: the belief that a senior sales leader will instantaneously streamline sales and scale revenue ☠ CEOs, particularly those not rooted in sales, generally try and fill this role as fast a humanly possible. Without a foundational sales team or a predictable revenue pattern - it's premature. 🗝 The first true salesperson in an early-stage startup should be the CEO. 🗝 Once sales become repeatable, it’s time to build a small team. This team should mirror the CEO’s successful strategies to ensure consistency and effectiveness. 🗝 Once team begins to yield predictable outcomes begin the search for a sales leader 🗝 Find someone who thrives in similar stage - not someone from a significantly later stage - they won't get it What are your thoughts on scaling sales teams in early-stage companies? 🚀 #SalesStrategy #StartupGrowth #BusinessDevelopment #RevenueGrowth #Leadership

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Outbound > Inbound - here's why Especially when starting out, this can't be more true. (I learned this the hard way) 3 reasons why I firmly believe so: 1. Feedback Especially in early-stage (especially pre-PMF), you don't know if you offer is ACTUALLY valuable to the market - you NEED to talk to potential users. Outbound is the only reliable way to get feedback and interact with prospects. Inbound works well when you have a proven concept and want to replicate and scale on the same persona. 2. Costs Once you set up your cold email infrastructure (which is easy) and found a good power dialler, you can scale infinitely at a marginal cost increase per contacted prospect, especially on the email side. Creating a lead-generating content machine takes LONG, and ads are expensive. 3. Measurability While post impressions, CTR, etc. can be measured on ads and content, outbound gives you more RELEVANT data than anything else. You don't only see who positively responded, but sometimes you get an actual response with feedback and stimulus (or any type of insult). One meeting with a prospect is worth more than 1.000 impressions. Should you focus on inbound or outbound when starting out? 👇

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Some thoughts to add to your #revenueoperations dashboards Steal this 👇 ▶️ Rolling ARR (starting, new, expansion, conctraction, churn) ▶️ New bookings ▶️ Opportunity Win Rate ▶️ New Leads (and by stage), Lead Conv. Rate (and progression by stages) ▶️ Pipeline: New Pipeline (and by Lead Source), Pipeline by funnel stages, Pipeline Conv. Rate (bookings/starting pipeline, instead of the bookings/closed for win rate) ▶️ Net Dollar Retention + ARR Churn Rate ▶️ Average selling price, Median selling price ▶️ Average Sales Cycle Length / Duration in Stage ▶️ Forecasts: weighted forecast, bottoms up forecast ▶️ Coverage: CQ pipeline coverage, NQ pipeline coverage ▶️ Pipeline Health Score All metrics by segment, area, product My two cents 👋 More musings on the RevOps Impact (ROI) Substack. Link in profile

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Outbound makes up 54% of Champify's qualified pipeline. The key is ~70% of our outbound targeting is powered by first-party data. Here’s how we built our outbound playbook: 1. First-Party CRM Data - Champion Job Changes: Engaging former customers when they change jobs - Champion Surges: Targeting accounts when 3+ former customers join - Closed Lost: we run a play every quarter - Nurture S1 → S2 drop off: The market is early so we have a lot of educational calls, especially from cold outbound. This is how we stay in front of great accounts. 2. First Party Intent Data - Companies with 2+ people visiting the website, with 1+ high intent page - Organic Linkedin signals (comments, likes, connection requests, profile views) - Company-level linkedin signals (paid engagement, engagement level) 3. Relevant Cold Outbound - Targeted account list based on signals from Keyplay and Clay: # of Customers or Community, Has a Demo CTA, High Review score or TrustRadius or G2 TAKEAWAY: Your CRM is a goldmine of data that leads to high converting opportunities. But you need systems to surface this data. Good ops is the key to making this vision a reality. P.S. Always keep your outbound omni channel - we use email, but LinkedIn messages (NOT InMail) and phone calls are our most effective channels.

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