“Justin led an effort to revamp and rebuild our salesforce.com instance. He worked collaboratively with my team, teaching and training along the way. The result was a much more logical, error-proof, trustworthy system benefiting the field and management. I wholeheartedly recommend Justin for not only his technical prowess at making salesforce.com do what we want, but also for his operational knowledge of go-to-market processes.”
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Explore more posts
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Costa Neofotistos
In case you missed her at the Denver Sales Enablement Summit, Seismic VP of Enablement Irina Soriano outlines the Enablement Value Chain (EVC) in a new article for Sales Enablement Collective. What is the EVC exactly? According to Irina, it's a "proven framework to align your analytics, partnerships, and enablement team operating model in a unified approach that demonstrably improves seller behavior and business outcomes." Learn more at the link:
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Sheikh Aqeel Ahsan
Revenue Operations (RevOps) stands out as the most desired strategic approach that delivers long-term value in today��s SaaS world. RevOps was never about just about short-term gains; it’s a holistic, data-driven approach that aligns sales, marketing/content, and customer success/growth teams to drive revenue growth by improving the ratio of customer acquisition cost to total lifetime value. If you’re opting for this approach as a sales/revenue manager you also need to train/hire the right people who demonstrate the following: 1. Your team needs to navigate changing market dynamics, adopt new technologies (e.g. making personalized videos to make onboarding or sales reach outs easier) and make their peace with the fact that all departments have the same end goal (can be instilled by have a collective incentive) 2. You need people who will breakdown silos between departments. Seek out individuals who not only excel in their specific role but also thrive in cross-functional environments. 3. Your hiring strategy should reflect your long term focused will to invest in talent that not only meets current needs but also has the potential to grow with the organization. Consider candidates/training regimes that will instill passion for continuous improvement and professional development. No sales/revenue manager can do this on their own. They need their team to be on their back supporting their ideas and that can only be achieved if constant feedback is being taken from them otherwise there will never be any ownership of the changing policies. Keep the following points in mind: 1. Your team members have valuable insights into what’s working and what’s not especially sales and onboarding. You can only learn the ground reality by encouraging an open feedback culture where everyone feels safe to share their ideas and concerns. 2. The feedback needs to be regular so that it allows you to identify areas for improvement and make data-driven decisions to optimize processes and strategies. 3. As Daniel Pink says when employees feel heard and valued, they’re more likely to be engaged and showcase ownership towards the organization’s success. Actively giving feedback fosters a culture of trust and accountability. RevOps is a long-term approach that requires a strategic approach to hiring/training and a commitment to continuous feedback and improvement. Invest in adaptable talent and leverage key and valuable insights of your team. #SaaS #RevOps #Sales #B2BSaas
162 Comments -
Tracy Sestili
I went from CMO to CRO just under a year ago and people seem to be curious as to how to make that leap, why make it, does/can it work, and what are the pros and cons. First, there aren’t that many of us who have made that leap, so I can see why people are curious. Second, there are a bunch of folks (SaaS influencers, CEOs, VCs) who think it can’t work, but I’m proof that it can. Here are my observations and advice if you are thinking about this career path. 1. If you don’t have a sales background then you will experience challenges with the incumbent sales team. You’ll need to prove yourself to them that you know what it’s like to be in the trenches with them. It took me 1 quarter end and a year end close to prove I knew what I was doing and to be trusted and respected by the sales team. If you come from an OPs background or DG background, you have an easier path than if you are a brand marketer, imho. 2. The benefits of course, are having a holistic view and joint KPIs, having everyone work toward the same revenue goal. If marketing is doing well and sales isn’t, then you fail together. If sales and marketing are doing great, then you win together. 🎩 one thing I did out of the gate was combine the teams, rename us to the Revenue team so that we were all talking together about the problems we were trying to solve. Plus, it’s important the company view you as one team, one dream, and see the KPIs are aligned and under one team. 3. You need to be able to forecast accurately. To do that you need to understand not only your customers, but how the deal cycles work for each segment at your organization. 🎩 you can always take a course for this. This is a learnable skill. Fortunately, I had 15 years of OPs and data analysis experience, but if I didn’t, I would have maybe signed up for Winning by Design’s Revenue Architecture course or have read Brandi Starr at Tegrita’s book “CMO to CRO, the revenue takeover by the next generation executive” or maybe do both. 4. If you weren’t already besties with Finance in your marketing role, you’ll soon become BFFs because you’ll be working closely on comp plans and reverse funnels. You now own and are holding the whole bag. 5. You should only make this move if you have strong marketing leaders you can depend on while you dive into the Sales side of things. I was fortunate enough to have 2 (one on the brand & content side, and one on the DG side). But if I hadn’t had this, I probably would not have been as successful having never run sales before. 🎩ask yourself why you want this role and are you set up for success if you take it? I took it on because we were in between sales leaders and it was offered to me and it seemed like a fun challenge I could do in a safe environment. I trusted my CEO to let me fail and he believed in me enough to win. If you don’t have the support, like any other role, it’ll be tough.
13915 Comments -
Rohan Punamia
Great dinner and discussion on the cutting edge of outbound automation and signals. Two nuggets from the discussion: 1) Email deliverability is especially critical for GTM motions with large scale outbound automation (usually selling to SMBs and wide TAM). There doesn’t seem to be a silver bullet, and banking on one deliverability vendor / approach is risky. 2) Bulllish on signals and automation for up-market GTM motions, but needs to be done thoughtfully. Likely keeping reps in the driver’s seat and less end-to-end automation.
584 Comments -
Stuart Frederich-Smith
Segment design is one of my favorite parts of TigerEye. Cutting segments with simple rules is so incredibly powerful when you consider how each rule interacts with the others. When you're editing segments in TigerEye, you're generally working in a plan scenario. While you're developing the plan it doesn't change any production data - you're in a sandbox until you decide to publish the plan. This lets you see the impact of segmentation changes without messing up current account assignment or even showing your work to others. You can explore different ideas quickly and safely. We really believe that the reliance on manual work in spreadsheets is holding back operational teams - RevOps, SalesOps, MarketingOps, FinanceOps. These are critical strategic functions in modern business and we're building tools to help empower these teams to 10x their impact.
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Marc Fuentes
Friday's thoughts: ⤵ The GTM North Star focuses on driving alignment. 😀 Marketing: We need to surface customer and prospect insights from our martech stack and integrate these insights into the sales tech stack. Insights will allow us to understand the buying journey using signals, allow our sales teams to have better conversations, and build deeper relationships, helping marketing and our sales partners be more productive and efficient. 😀 Data: We need to connect all the pipes across the organization so the data can flow freely, connect with other data, and consistently interrogate the data using different algorithms to surface insights for the next best action. We should apply these insights to the marketing and sales tech stack pipes. 😀 Sales: The market is highly competitive, and our ability to connect with customers, build trust, and deliver differentiated value is based on our ability to educate and guide customers and all members of the buying committee. We need insights into each customer and prospect and need to use these insights at the right time to enhance productivity, build pipelines, increase velocity, and improve win rates. ✳ GTM: Be in it to win it each and every day for the customer.
42 Comments -
Megan Allen
We ❤️ PG! Let's chat about how revlogic can help with: 🔍 Diving deep into targeted prospecting techniques. 📈 Mastering the art of nurturing leads to conversion. 🪄 What creativity we can use to spice up your approach. 💡 Harnessing the power of cutting-edge automation tools. Then we can sit back and: 💥 Watch your pipeline convert into opportunities. revlogic 🤝 {{insert your company name}} Don't let your pipeline run dry - let's revitalize your sales strategy together! Drop a comment or shoot me a message to learn more. #PipelineGeneration #SalesSuccess #BusinessGrowth #revlogic #sales
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Jarron Vosburg
For B2B businesses there’s a correlation between how few/many paying customers you currently have and how many ICPs you should actively target. Especially if your ACV is greater than $50,000. ⬇️Less active customers = more target ICPs ⬆️More active customers = less target ICPs Unless you have an active customer density that validates your ICP hypothesis (and yes, it’s a hypothesis no matter how certain you think you are), it’s critical to test horizontally before committing vertically. #gtm #b2b #gotomarket
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Darrell Alfonso
Revenue ops does not have to be sales ops rebranded. After meeting so many great revops practitioners at the RevOps AF conference last week, I was inspired to put this together. Revenue ops can be a unified model encompassing marketing ops, sales ops, and customer success ops. A couple of notes about this model: A - Deal desk is recommended, but can be replaced by a different function for more simple offerings. B - The “systems” role and the “analyst” role can be a stand-alone function in some models. C - Another spoke in this model could be project management or “PMO.” D - Customer success operations usually exists is mid to large companies, as unfortunately CS ops is usually underfunded and an afterthought. E - Marketing ops is missing budgeting and planning, which I have advocated for in earlier models. D - The advantage of this structure is an objective, revenue-focused operations team dedicated to the top goals of the business. What do you think? What do you like? What would you change? Thanks for your advice on this Jeff Ignacio! PS: I’m writing more about this in my newsletter next week, subscribe to stay updated https://lnkd.in/g_3YC7BZ #marketing #martech #marketingoperations #revenueoperations
14225 Comments -
Joon Choi
Of all the use cases for AMC (and there are many!), one of my favorites is the DTC brand using it for cross-channel analysis. We have several DTC clients who have gotten really creative and developed some impactful ways to take advantage of AMC in combination with our platform. Here are some of my favorites: (1) Product Launches: Identifying the most effective channels to focus your launch strategy. (2) Customer Retention: Analyzing customer interactions to develop targeted retention strategies. (3) Performance Tracking: Monitoring marketing channel performance to optimize campaigns. (4) Campaign Optimization: Comparing channel effectiveness to allocate budget efficiently. (5) Personalized Marketing: Segmenting audiences to tailor messaging and offers. DTC brands have a huge advantage when it comes to first party data. AMC can help get the most out of that data. It's a super powerful resource that not enough DTC brands, in my opinion, are taking full advantage of. #Ecommerce #AMC #Amazon
174 Comments -
Matthew Volm
Hey RevOps - here's a hack for you to eliminate all the time and money you are spending on your sandbox environment 👇 Test in production. 😏 Follow me for me RevOps hacks...and have a good weekend y'all ✌️ #revops #revenueoperations #salesops #salesoperations #sfdc #salesforce #salesforceadmin #sfdcadmin
4412 Comments -
Jeff Kushmerek
CS teams NEED to start "managing up" with execs and the board by talking about REVENUE. Yes, you can keep talking about sentiment and feelings, but start with the $. Don't lead with churn- Bottom-line-focused execs don't like that headline, so you need to tell the story better. An informal poll had CS teams owning over 50% of the revenue of many SaaS companies. Lead with this and have it be your first talking point. From there you will be able to get more things done with other departments, as your requests will be revenue-focused Need to get a Customer Success Platform as you scale? Point to revenue and the potential to lose revenue without efficiencies Need to hire more to prevent burnout? Point to Revenue potential with renewals and upsells Talk in the language your execs and board want to hear.
4413 Comments -
Suneet Nigale
We at ZUZU Hospitality are doing exactly what Dharmesh Shah said HubSpot's product and GTM strategy was - Broad featureset and SMB focus. We just happen to do it for Hospitality. One more thing, we are doing it with an added layer of services components to take away the more complex bits such as Revenue Management. Thanks you Dharmesh Shah for articulating this strategy. Gives us early builders more confidence in what we are going for.
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Rob Pappalardo
ZoomInfo Copilot is working 24/7 — surfacing important updates you should know about your top accounts. With breaking alerts delivered via Slack, you'll never miss when a buying group shifts or a key account spikes on intent. 🔔 Have a question about one of your accounts? Ask Copilot's interactive, AI-powered chat and get answers in seconds. Ready to give Copilot a try? Request a demo: bit.ly/3Kj4myP #ZoomInfoCopilot
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🌱 Allison Munro
If you want to drive impact and influence with your buyers, you want to surround them with the voices they already trust. That’s the simple explanation for the power of nearbound marketing. Including your partners in your GTM motion is a huge unlock for all parties involved. The power of ecosystem at work. At Vena Solutions, we’re focused on growth through this model and the future is bright. Orchestration for greater impact and scale through a combination of partner specialization and account based engagement, will leave you better prepared to withstand whatever comes in the future. Companies and GTM leaders leveraging these ecosystems at scale are driving: 1️⃣ More revenue 2️⃣ More customer delight 3️⃣ Happier sellers 4️⃣ More productive partners 5️⃣ Stronger bonds, both internally and in the market If it sounds too good to be true, that’s because it basically is 😉 If you’re interested in getting into the details, the team at Reveal just released an awesome resource. It’s a blueprint that can help you overlay your account-based segmentation and partner marketing strategy across all GTM teams AND the entire customer journey. Talk about a game changer… You can get a copy (for free!) at the link in the comments. #Nearbound #NearboundMarketing #Partnerships Isaac Morehouse Jessica Fewless Shawnie Hamer
222 Comments -
Steven Newman
Feeling Undervalued in RevOps? Here's How to Shine Is your hard work in RevOps going unnoticed? Are you: Excluded from key discussions? Lacking resources to excel? Left out of the loop on important decisions? Treated as a task-doer, not a strategic thinker? The culprit? You might not be effectively communicating your value. We get it, RevOps folks are: Team players who love to see others succeed. Content to work diligently behind the scenes. But here's the reality: You deserve recognition! The Fix: Strategic Communication Communicate your impact, not just your tasks. Here's how (without bragging): Highlight Achievements: Showcase how your projects improved efficiency, accelerated processes, or boosted results (e.g., faster campaign turnaround with new intake forms). Connect to Goals: Tie your work directly to the GTM team's objectives (e.g., improved data enriched contacts for more qualified leads, increased ICP penetration with better segmentation). Basically, show how you empower the GTM team's success. Examples: "The new intake form streamlined campaign launches, saving Marketing X hours per week." "The revised pipeline review process accelerated deal closure by Y%." "Data enrichment enabled a Z% increase in qualified leads for sales outreach." Remember, you don't need to brag. Just share the impact! By effectively communicating your value, you'll gain the recognition and resources you deserve.
6043 Comments -
Joe St Germain
Day -5, Customers - 4, ARR - $0 If you aren’t a force multiplier as an IC, you won’t be as a manager In some cases I have seen people make bigger impacts on culture as an IC peer vs team lead. IC’s can - set the standard - educate their peers - sympathize and empathize - problem solve by truly understanding the problem Impacting a culture can seem daunting, if you are struggling to get started, show up with relentless positivity and you will figure it out from there
132 Comments
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