POPULARITY
16 episodes with demand marketing
2 episodes with demand marketing
2 episodes with demand marketing
A seasoned global marketing leader with more than two decades of experience at IBM, Cheryl Caudill is passionate about client-centric marketing and ABM. She leads the Global Center of Excellence for ABM and Demand Marketing, orchestrating strategies that blend data, insights, and AI to improve client relationships and drive revenue growth. Watch this episode and learn:The structure and role of IBM's ABM Center of ExcellenceHow the ABM CoE coordinates two-way communication with regional ABM teamsHow ABM plays a role in shifting enterprise brand perceptionWhy success in ABM starts with patience, sales buy-in, and long-term relevance
In this replay of a popular episode, Mike Campion and Jered Robinson tackle one of the most important topics for cleaning business owners: mastering your marketing. Many owners waste money by outsourcing their marketing without understanding the basics. Mike and Jered break down how to track your ROI, hire the right people, and avoid getting stuck with vanity metrics like "engagement" that don't drive leads. Jered shares why running a trial period for marketers is key and how you can get hands-on with simple strategies before committing big dollars. This episode is packed with actionable advice to help you take control of your marketing and build a thriving business. We thought this classic would be super valuable to revisit—don't miss it! Love the idea, but find it overwhelming? Want to learn the next steps like, what to actually say on the call? Jump on a call with one of our coaches and learn strategies on how to grow your cleaning company and start loving your job every day! Book here
In this episode, we explore the three critical distinctions for driving revenue growth: what you see, what the market thinks, and what your ICP believes. We break down how aligning your perception with the market's reality and your ideal customer's needs is key to unlocking growth. You'll learn why it's not enough to just launch a business, create content, or set goals. It's about understanding how your positioning fits into the bigger picture. We dive into practical steps to help you rethink your strategy, adjust your messaging, and position yourself for sustainable success. Key Points:• Perception: Understand how what you see might be clouding your judgment and holding back your business growth.• Positioning: Learn how to adjust your brand's message to match what the market truly thinks and values.• Profit through Clarity: Focus on what your ICP (ideal client profile) believes and how meeting their needs will drive profitability.• Bridging the Gap: Discover how to align your personal intentions with real-world actions that lead to results.• Actionable Strategies: Gain a clearer path to drive meaningful change in your marketing, positioning, and growth approach. Beyond The Episode Gems:• Grow Your Business Faster Using HubSpot's CRM Platform• Use The Same Recording Platform I Use For My Podcast, Try Riverside.fm For Free• Buy Troy's Book, Strategize Up That Is Referenced In This Episode: StrategizeUpBook.com• Discover All Podcasts On The HubSpot Podcast Network#####Support The Podcast & Connect With Troy: • Rate & Review iDigress: iDigress.fm/Reviews• Follow Troy's LinkedIn @FindTroy• Need Growth Strategy, A Keynote Speaker, Or Want To Sponsor The Podcast? Go To FindTroy.com• Follow Troy's Instagram @FindTroy• Subscribe to Troy's YouTube Channel
What's up everyone, today we have the pleasure of sitting down with Amrita Mathur, VP of Marketing at ClickUp.Summary: Building a brand from zero is all about diving deep into what makes your audience tick and tailoring your messages to hit just right. Amrita digs into this, stressing the gold in blending hard data with your gut in order to spot what truly connects. It's not about the immediate wins; it's hunting for those less obvious cues that hint you're on to something. When it comes to team-building, she's clear: bring on board folks who are curious, the ones who ask all of the questions and are unafraid of constructive criticism. For Amrita, the secret sauce to thriving in marketing, beyond all the strategy and insights, boils down to enjoying the ride and the people you're with, transforming work from a mere grind to an adventure worth every second.About AmritaAmrita kicked off her career at a startup in Toronto that was later acquired by OpenText, there she wore many different marketing hats, and later progressed to Redknee as Product Marketing ManagerShe briefly shifted to customer success at Jonas Software, concentrating on customer growth and retention and later returned to product marketing at Toronto Region Board of TradeShe then became Director of Marketing at PriceMetrix/McKinsey, where she led marketing planning and team hiringShe also led Demand Marketing at Vision Critical where she focused on go-to-market strategies, demand generation, and martechAmrita then moved over to Top Hat as Vice President overseeing Demand Generation, Marketing Operations & GrowthShen then joined a startup called Konsus founded by two Norwegian entrepreneurs who secured seed funding from Sam Altman and the Slack Fund. There she led the rebrand of the company to Superside and built a team that helped the startup grow from 0 to $4M in year 1 and reach $60M by year 4Finally, Amrita has recently joined San Diego-based ClickUp, the popular productivity platform valued at over $4B, known best for their SuperBowl ad or their music albumThe Myth of the Ivory Tower in Tech LeadershipAmrita's journey at ClickUp shatters the common myth of the ‘ivory tower' often associated with leadership roles in substantial tech enterprises. Despite the company's impressive valuation and extensive team, she emphasizes a hands-on approach that defies traditional expectations. At ClickUp, there's no detachment between the upper management and the operational workforce; instead, the organization champions a flat hierarchy. This structure not only promotes visibility across all levels but also encourages direct involvement in operational tasks, regardless of one's title.The ethos at ClickUp, as Amrita describes, mirrors what's often referred to as the ‘Stripe model'—a reference to Stripe's renowned flat organizational structure. This approach ensures that despite rapid growth, the company maintains an environment where every individual, from interns to VPs, is expected to dive deep into the minutiae of their work. It's a testament to the belief that understanding and engaging with the details are paramount to effectiveness. ClickUp's CEO reinforces this by advocating for a culture where being ‘in the details' is not just encouraged but required.This philosophy stands in stark contrast to what Amrita experienced towards the end of her tenure at Superside, where she could afford to step back, confident in her team's ability to manage without her direct oversight. At ClickUp, the scenario is vastly different. The expectation to remain operationally involved means leadership roles are as much about rolling up your sleeves and getting your hands dirty as they are about strategic oversight.The ClickUp model demonstrates a pivotal shift in how companies view leadership and organizational structure. It challenges the notion that senior positions are synonymous with distance from the day-to-day operations, highlighting the importance of a collaborative and transparent work environment. This approach not only ensures that leaders remain grounded and connected to their team's work but also fosters a culture of accountability and shared responsibility.Key takeaway: At ClickUp, success is found not in the isolation of leadership roles but in their integration within the operational fabric of the company. This model serves as a compelling blueprint for marketers: to stay relevant and effective, immerse yourself in the granular aspects of your work, foster transparency, and maintain a willingness to engage across all levels of the organization.Choosing Between Testing and Informed Decision-MakingAmrita sheds light on a prevalent misconception in the marketing world: the notion that every decision should be subjected to testing. This idea, while rooted in the desire to make data-driven decisions, often becomes a stumbling block, delaying action and fostering indecision. With ClickUp's significant web traffic and signup volumes, one might assume an endless capacity for testing. However, Amrita points out that this isn't always the most effective approach. Traffic isn't uniformly distributed across all initiatives, necessitating a more discerning strategy for deciding what to test and what decisions can be made based on informed hypotheses.For instance, the launch of ClickUp's AI product, Click AppBrain, presented a scenario with zero initial traffic, making traditional A/B testing impractical at the outset. Instead, ClickUp opted for a bold approach, deviating from conventional landing page norms to create something distinctive and engaging. This strategy, as Amrita describes, is about ‘zagging' when others ‘zig', striving for uniqueness in a crowded marketplace. The success of their unconventional approach is evident in the substantial interest generated for their launch event, demonstrating that not all marketing initiatives need to be prefaced by rigorous testing.Amrita's philosophy extends to broader marketing decisions, where not everything falls neatly into the ‘testing' bucket. Certain endeavors, like sponsoring a podcast, defy straightforward measurement. The decision to proceed often hinges on understanding the audience and trusting the medium's reach rather than on direct testing outcomes. This highlights the importance of leveraging different marketing disciplines to create compelling campaigns that might not initially lend themselves to A/B testing but are nevertheless rooted in strategic thinking.The approach to testing at ClickUp underlines a crucial balance between data-driven decision-making and intuitive marketing strategies. While A/B testing remains a valuable tool for optimizing conversions and understanding user behavior, Amrita's insights remind us that marketing's artistry lies in knowing when to rely on data and when to trust in creativity and market understanding.Key takeaway: Marketers should focus on cultivating an ability to discern which initiatives require validation through testing and which can advance based on informed hypotheses and innovative thinking. This approach not only streamlines decision-making but also encourages creativity and differentiation in a competitive landscape.Optimizing for Velocity of Learning in Early-Stage MarketingIn the formative stages of Superside, Amrita encountered the challenge many startups face: limited traffic and the pressure to demonstrate growth through experimentation. Instead of focusing solely on the quantity of tests, the emphasis was placed on the ‘velocity of learning,' a concept introduced by her CEO. This shift in perspective, from quantitative to qualitative insights, paved the way for a more flexible and insightful approach to growth.
In this special episode, brought to you by Ceres Talent, a marketing recruiting firm run by modern-day marketing matchmakers, we're going to talk about a few things, including a brief review of the state of the marketing hiring landscape, the top in-demand jobs for 2024, and what hiring managers should keep in mind about AI and hiring for marketing roles. To help me discuss these topics, I'd like to welcome back to the show Sue Keith, Corporate Vice President at Ceres Talent. Resources Ceres Talent website: https://www.cerestalent.com Sign up for The Agile Brand newsletter here: https://www.gregkihlstrom.com Get the latest news and updates on LinkedIn here: https://www.linkedin.com/company/the-agile-brand/ For consulting on marketing technology, customer experience, and more visit GK5A: https://www.gk5a.com Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company
In this special episode, brought to you by Ceres Talent, a marketing recruiting firm run by modern-day marketing matchmakers, we're going to talk about a few things, including a brief review of the state of the marketing hiring landscape, the top in-demand jobs for 2024, and what hiring managers should keep in mind about AI and hiring for marketing roles. To help me discuss these topics, I'd like to welcome back to the show Sue Keith, Corporate Vice President at Ceres Talent. Resources Ceres Talent website: https://www.cerestalent.com Sign up for The Agile Brand newsletter here: https://www.gregkihlstrom.com Get the latest news and updates on LinkedIn here: https://www.linkedin.com/company/the-agile-brand/ For consulting on marketing technology, customer experience, and more visit GK5A: https://www.gk5a.com Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company
Episode Summary In this episode of Sunny Side Up, Gareth Noonan interviews Alex Donics on Spotify's evolution in mastering engagement and measuring success. Alex highlights the importance of personalisation, noting that Spotify prioritises individual user experiences. This focus on personalisation, coupled with an emphasis on the needs of creators and listeners, has contributed to Spotify's incredible reach across 184 markets with 550 million listeners. Podcasts, especially during COVID-19, have emerged as powerful tools for topical exploration, allowing creators and brands to connect deeply with audiences. Alex dives into how Spotify has refined its strategies to offer brands effective means of engagement and debunks common myths about audio advertising's measurability. About the Guest Alex is the Global Director of Demand Marketing at Spotify, where he leads a global B2B marketing team that is responsible for growing demand for Spotify Advertising. In his five years at Spotify, Alex has held leadership roles that span marketing, strategy, and partnership development. Prior to joining Spotify in 2018, Alex held several B2C marketing roles at PepsiCo, covering product innovation, channel marketing, and brand communications, working with several of the company's most-loved trademarks. Before his time at PepsiCo, Alex spent over six years on the agency side, working in communications planning at Publicis Groupe's Starcom Worldwide. Connect with Alex Donics Key Takeaways - Personalisation lies at the heart of Spotify's user experience, ensuring no two listener experiences are identical. - By focusing on the needs and preferences of creators and listeners, Spotify has ensured consistent growth and user engagement. Their emphasis on discovery features enhances their value proposition to both parties. - Spotify's reach across 184 markets and 550 million listeners is a testament to its adaptability and understanding of global music and audio content trends. - Collaboration and open-mindedness in leadership can lead to unexpected successes, as in the evolution of the "Discover Weekly" feature. - Personalisation isn't just a feature—it's a core philosophy that drives growth and user loyalty. - While scale is essential, ensuring quality reach for brands is paramount for impactful advertising. - Audio shouldn't be boxed into just upper-funnel campaigns; it has potential across various marketing funnels. - Successful audio campaign measurement hinges on three pivotal metrics: reach, resonance, and reaction. - Effective communication is more than just data-driven precision; it's about connecting with audiences on a deeper level. Quote "What drives our engagement is that we always put the creator and the listener first.” – Alex Donics Recommended Resource Exit Five - B2B Marketing with Dave Gerhardt The B2B Marketing Podcast The Bigger Narrative with Andy Raskin Connect with Alex Donics | Follow us on LinkedIn | Website
Meet Marketing as a Service! A platform to organize a flexible marketing team powered by only the best freelancers. Not just a marketplace, we built smart solutions like flex team, playbook AI planning tool, and fixed price packages. We help you to focus on the right marketing channels and get the work done smart, fast, and cost-effective. Connect with Louise
In this episode of Women in B2B Marketing, Jane Serra interviews Elizabeth Hague, Senior Director of Brand and Demand Marketing at Very. They discuss authenticity in the workplace, the challenges and appeal of B2B marketing, strategies for successful rebranding, and how brand and demand work best together. Elizabeth delves into the world of rebranding, highlighting the inherent risks involved in making changes to a brand. She shares her experiences, both good and bad, and emphasizes the importance of having an organized operations plan for a successful rebrand.Elizabeth talks through:the value and cost of rebrandingher framework for rebrands (which involves interviewing the head and lieutenant of each department twice!)consequences of a rebrand gone wrongbuilding a high performing teamcreating a space for experimentation and learning from failurepersonalization and authenticity in marketingsynergy between brand and demand marketingunderstanding customer pain points to ensure effective marketing and product market fitKey Links:Guest: Elizabeth Hague - https://www.linkedin.com/in/followelizabeth/Host: Jane Serra - https://www.linkedin.com/in/janeserra/
Very is the premier, end-to-end IoT engineering firm who partners with clients to build industrial systems that change the world. Very's old identity had become a hindrance to the company's overall growth strategy. Their independence, work ethic, and spirit of continuous improvement was so strong that we wanted to connect that to its name in their new identity. In this episode of The Debrief, Focus Lab CEO Bill Kenney chats with Very's CMO Emily Maxie, and Elizabeth Hague, Head of Brand and Demand Marketing. See more of our work together at focuslab.agency/work/very and check out Very at verytechnology.com - Focus Lab is an established B2B brand agency that believes, without question, that the most successful companies are the ones who invest in branding. Focus Lab creates transformative B2B brands that resonate with their customers and stand out as industry leaders. Through a proven process and a shared commitment to create unforgettable experiences, we develop true partnerships that help B2B brands become their boldest, most original selves.
Rates are up. Volume is down. Winning every potential borrower is more important than ever. Are you delivering the experience they prefer? In this new series, we're sitting down with industry leaders from ICE Mortgage Technology® to discuss the latest insight into borrower expectations. In episode one, we're joined by Sara Holtz, VP of Demand Marketing and Communications at ICE Mortgage Technology, to share an overview of their 2023 Borrower Insights Survey. Tune in to learn how borrower preferences have evolved over the past year and what lenders need to do to deliver an exceptional experience and drive repeat business in a shifting market.Come SHRED with us!Download our free “What Borrowers Want” eBook to access more valuable data.https://www.icemortgagetechnology.com/explore/borrower-insights-survey?utm_source=linkedin&utm_medium=social&campaignID=7016g000000ecPfAAI&utm_campaign=BIS-Shred
Rates are up. Volume is down. Winning every potential borrower is more important than ever. Are you delivering the experience they prefer? In this new series, we're sitting down with industry leaders from ICE Mortgage Technology® to discuss the latest insight into borrower expectations. In episode one, we're joined by Sara Holtz, VP of Demand Marketing and Communications at ICE Mortgage Technology, to share an overview of their 2023 Borrower Insights Survey. Tune in to learn how borrower preferences have evolved over the past year and what lenders need to do to deliver an exceptional experience and drive repeat business in a shifting market.Download ICE Mortgage Technology's free “What Borrowers Want” eBook to access more valuable data.
Ensuring that your marketing and sales teams are in lock step is key to building a customer-first organization. By staying closely connected, you can drive more business organically, maximize the ROI of every dollar you spend, and better identify and address customer challenges. In episode 5 of our “Women in Mortgage Technology” series with Shred Media, we're talking with ICE Mortgage Technology's VP of Sales, Patty Canady, and VP of Demand Marketing and Communications, Sara Holtz, about proven strategies for creating and maintaining alignment between their two organizations. Join us to hear these leaders share their approaches for effective collaboration and how together they are developing meaningful, lasting relationships with their customers.
2023 is just around the corner! What marketing strategies are you bringing to the new year?In episode 5 of our “Women in Mortgage Technology” series, we're talking with ICE Mortgage Technology's VP of Sales, Patty Canady, and VP of Demand Marketing and Communications, Sara Holtz, about proven strategies for creating and maintaining alignment between their twoorganizations.Join us to hear these leaders share their approaches to effective collaboration and how together they are developing meaningful, lasting relationships with their customers.
Pat Oldenberg, Vice President of Demand Generation Operations at Motive, joins us in today's episode of the OpsStars podcast to share his insights on scaling business processes while transitioning from small and medium-sized clients to account-based enterprise-level customers.
Nearly a third of charities have reported a decline in income over the last 12 months, according to research from Blackbaud. But while funds are required to help charities continue delivering their services as demand continues to rise, organisations also must balance this with looking after their donors too, particularly as money worries grow. In this podcast, Charity Digital's host, Laura Stanley, is joined by Emily Martin (Senior Fundraising Manager, Mass Participation, GOSH Charity), James Grant (Head of Individual Giving and Legacies, SSAFA), and Phillip Hunt (Senior Manager, Demand Marketing, Blackbaud) to discuss the current state of fundraising in the UK and what this means for the sector. Listen to find out the fundraising trends that matter and how charities are adapting to them moving forwards. You can read Blackbaud's full report here: 2022 Status of UK Fundraising Report | Blackbaud
You may have heard about a center of excellence or operational excellence but do you know what it is? And do you know the value or how to architect for operational excellence at your org? On this week's episode we sit down with https://www.linkedin.com/in/kimmah-shah/ (Senior Director of Demand Marketing and Operational Excellence at Actian )who takes us through what operational excellence is to her and how she has architected and positioned their people, process, and technology in a way that supports the marketing and sales teams to be aligned and reach their goals. This is a must listen and I think you will have some laughs as well! To connect with Kimmah, https://www.linkedin.com/in/kimmah-shah/ (please connect with her on LinkedIn.)
Viral Solutions: Your Chief Marketing Officer | Marketing and Business Strategy
Businesses now use demand marketing to connect with potential customers and close deals. But what is it really about? Read on! Read this article: https://viralsolutions.net/demand-marketing/
Business can get complicated quickly with all the jargon and leave you feeling confused. In this introductory episode, we walk through our mission to bring the audience clear, to-the-point information to help simplify concepts and help to grow audience businesses. Hear the conversation with Scorpion co-hosts: Joe Martin, VP of Digital and Demand Marketing, and Andrew Adams, Content Strategist & Editor: What to expect from the podcast First things to do as a business Narrowing your customer base More information about Joe Martin and Andrew Adams and today's topics: Joe's LinkedIn Profile: https://www.linkedin.com/in/joemartinmba/ Andrew's LinkedIn Profile: https://www.linkedin.com/in/andrewsadams/ Company Website: https://www.scorpion.co/#~3O4f5y4 To make sure you never miss an episode of the Locally Grown podcast, subscribe on Apple Podcasts, Spotify, or our website. Listening on a desktop & can't see the links? Just search for Locally Grown in your favorite podcast player.
Joe Martin is currently the VP of Corporate and Demand Marketing at Scorpion. He formally was the CMO at CloudApp and did marketing at Adobe.
There are many things that go into building a successful business. But one of the most important ones is a well-developed business plan. This is a working document that lays the groundwork for success. Building a successful business is not an overnight process. It takes hard work, dedication, and a lot of time and effort. However, if you are passionate about what you do and you have the right people on your team, anything is possible.In today's episode, Ron and Rusty are joined by Jill Blankenship, CEO at Frontline Group. They will talk about what it takes to build a successful business, how Jill has become successful in a male-dominated industry, and what led her to trust others with running her company.Jill Blankenship embodies the entrepreneurial spirit by constantly honing her curiosity and sense of innovation into concrete business plans. She is an entrepreneur who develops solutions to provide excellent customer care for companies where customer retention matters. Jill's success speaks for itself by the accolades she has received since founding Frontline in 2005 including her recognition in Forbes, who referred to her as a “serial entrepreneur.”Frontline Group is the leading professional contact solutions center for remote support staffing, which showcases and supports your every need through Frontline Services, Frontline Call Center, and Ternio. Frontline Group understands the importance of the customer partnership and can deliver solutions to address the customer's needs to fit the mold and scope of any project.Enjoy! In This Episode00:58 - How Rusty and Jill built their professional relationship06:04 - What it takes to build a successful business08:26 - How Jill started her entrepreneurial journey10:38 - The importance of a business plan15:55 - How Jill has become successful in a male-dominated industry17:36 - Does being a woman present challenges in the technology field?25:56 - What led Jill to trust others with running her company30:19 - How mentoring, coaching, and empowering employees are critical to delegating tasks31:40 - What Ron has to say about JillFavorite Quotes04:16 - "One of the most exciting things that I get to do in business is the collaboration, to work with leaders and really share, combine, and to work together to execute what we want to accomplish in the end." - Jill Blankenship06:24 - "It's critical to put together a business plan, and the business plan is a working document. When you come up with a concept of a business, it's exciting, you're seeing the big picture, you're seeing the highlights, and you're seeing the end result. But you don't always see the little steps that are going to get you there. So by writing the business plan, that really becomes your playbook." - Jill Blankenship17:36 - "Being a woman in technology, does that change the game a little bit? I'm a firm believer that as long as you know the rules and how to play the game, gender doesn't matter. The problem is a lot of people don't take the time to learn the rules of how to play the game." - Ron Halbert and Jill Blankenship28:58 - "It's been nice to bring in leaders, empower the leaders, pay that forward, give them something they love doing, which is being a president of one of the companies, that achieves their goals. And they're now happy and proud. I'm proud, it's a win-win situation." - Jill Blankenship30:22 - "You don't just throw it over the fence and hope someone grabs it and runs with it. And that's where that mentoring, that coaching, and that empowerment really comes into play. It is preparing that person for success. You don't want to set somebody up for failure or frustration or even disappointment. You want to set them up to be the best that they can be." - Jill BlankenshipEngage with Jill BlankenshipLinkedInFrontline GroupOurDivorceConnect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedInThe Sales Prescription on LinkedInConga WebsiteListen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
Businesses that succeed in the marketplace do more than create a great product or offer a fantastic service. They also take the time to understand their target market. Knowing who your ideal customer is, what they want, and where to find them is the key to creating effective marketing messages and strategies. In today's digital world, how can marketers win the digital market?In today's episode, Rusty and Ron are joined by Randy Littleson. They will talk about the different marketing models that marketing leaders employ, how marketing organizations identify and target the right people, and what it takes to win the digital market.Randy Littleson is the Chief Marketing Officer of Conga, the global leader in revenue operations transformation, delivering the most scalable revenue lifecycle management solution to help companies crush operational complexity.Randy is a Senior Executive with progressive track record of accomplishments in both public and privately held companies. He has held executive management positions in marketing, business/corporate development, software development, professional services, and product management. At Conga, Randy is responsible for driving market leadership as a strategic catalyst for growth.Enjoy! In This Episode02:06 - Randy's perspective on the most important thing in marketing03:12 - How marketing organizations identify and target the right people06:29 - Tips and tricks for finding good contact targets09:28 - Different marketing models that marketing leaders employ15:04 - How to create awareness to people who are or aren't in the market21:04 - How Randy spent his 6 years as a c-level marketing executive at inContact23:09 - What it takes to win the digital market27:38 - What does it take to be a marketing executive? Favorite Quotes09:16 - "So you wanna be generating awareness broadly in the market. you wanna be really focusing on where you're generating demand, as we've talked about, and intent is the best way to actually target where you're going to be putting your energies today." - Randy Littleson02:22 - "If you think about marketing today, it is a blend of art and science. It always has been, especially today. You do need a good message. You do need good creative. But at the end of the day, I think targeting is the most important." - Randy Littleson05:51- "You can have the best sequence, the best cadence with the best messaging. But if you're sending it to the wrong people, it's a waste of time at the end of the day. " - Ron Halbert07:14 - "More is not always better. Having a smaller, more targeted list sometimes can be way more efficient." - Randy Littleson19:41 - "There's a lot of groundwork that's going on ahead of time that lays the foundation and sets it up for you to be successful." - Rusty Jensen Engage with Randy LittlesonLinkedInConnect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedInThe Sales Prescription on LinkedInConga Website Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
hen it comes to sales pitches, most people think of manipulation and persuasion. This simply isn't the case. A great sales pitch is about making a connection. It's the process of bringing a prospect into the conversation, getting to know their goals, and helping them find a solution to their problem. The best salespeople know that having a well-crafted sales pitch can make the difference between making a sale and losing a customer. How can sales professionals create a pitch that gets prospects engaged?In today's episode of The Sales Prescription Podcast, Rusty and Ron talk about cold calling and the perfect pitch. They will speak about what makes a cold calling pitch different from a classic sales pitch, Rusty's thought process for creating the perfect sales pitch, and how salespeople can be very good at delivering pitches.Steps to writing the perfect sales pitch:Acknowledge the interruption.Validate the prospect's role.Do a quick introduction about your company.State your intention.Go right into questions.Enjoy! In This Episode01:46 - What makes a cold calling pitch different from a classic sales pitch03:59 - Ron's first experience with sales and doing a pitch07:39 - To script or not to script when selling10:12 - Rusty's thought process for creating the perfect sales pitch24:13 - How to get prospects to show up after setting up an appointment27:33 - How salespeople can be very good at delivering sales pitches Favorite Quotes32:26 - "Don't become a clone. Don't become your boss. Don't become the top rep on the team. Be you, but be prepared on what you should say and follow these principles. Make sure you master the principles we put down. The principles stay, your personality comes in and it's applied to this framework." - Ron Halbert and Rusty Jensen08:31 - "The reason that salespeople are in the top earners at most companies is that it requires more. It requires human connection, the ability to connect with other people." - Ron Halbert15:59 - "One of the things that'll beat down a salesperson is having a lot of negative interactions with people where people are aggressive and mean to you. And if you don't acknowledge that you interrupt them and you don't go right to validate their role, you're at risk." - Rusty Jensen29:01 - "If your company is not facilitating a situation where you can embarrass yourself and do role plays, facilitate them yourself. Find ways. Get with people on your team, schedule meetings, do pitches in front of them, and allow them to correct you. Take it with a grain of salt and just make yourself better." - Ron Halbert31:40 - "You've heard us talk about authenticity. You've heard us talk about character. You've heard us talk about communication. All of this is designed to humanize who you are. All of it is designed for you to be yourself. That's why we want diversity in our sales organization because we know that different people are going to connect with different types of people." - Ron Halbert Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedInThe Sales Prescription on LinkedInConga Website Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
Sales is all about connection. It's about connecting with customers and establishing trust. And the best way to do that is by being genuine and authentic. Customers can see through a fake persona, and they will be less likely to do business with you if they don't trust you. Customers want to connect with the person behind the product or service. They want to feel like they are buying from a real person, not a faceless corporation.In today's episode of The Sales Prescription Podcast, Ron and Rusty are joined by Jairus Oliver. They will talk about how Jai developed a sense of reading people, why being authentic matters in sales, and how trust affects a salesperson's ability to sell or enter into a sales process.Jairus Oliver is the Director of Sales Enablement at Replicant, a company that develops AI-powered technology and provides always-on support to resolve customer issues quickly and naturally over the phone using Voice AI. He created the company-wide sales enablement strategy from scratch along with supporting stakeholders across Sales, Pre-Sales, Product, and Services.Enjoy! In This Episode01:25 - How Jai developed a sense of reading people03:50 -The Lightsaber scale: What it is and how it can be used to measure people07:43 - How Jai defines the word authentic11:38 - Why being authentic matters in sales16:16 - How trust affects a salesperson's ability to sell or enter into a sales process23:11 - Why diversity is beneficial for a sales team24:07 -A real-life example of Jai applying the principles of mirroring and paraverbal communication34:26 - The key to trust35:14 - Jai's perspective on using curse words in the workplace Favorite Quotes22:32 - "You have to accept this fact, if you are authentic, if you are you, there will be people that do not like you, plain and simple. If you're comfortable with that, then you're comfortable with everything. That's the key, the secret sauce." - Ron Halbert and Jairus Oliver07:53 - "Authenticity to me is being who you are, but you're never afraid to be who you are." - Jairus Oliver12:51 - "Trust is the main factor in sales. Because if you can get someone to trust you early in the sales cycle or early anywhere, people are buying the messenger not the message." - Jairus Oliver13:41 - "The definition of trust is where character and competence combine. If I believe that you are competent, if I believe that you know what you're talking about, then I'm willing to listen to you." - Ron Halbert34:26 - "The key to trust is to be trustworthy. Just be a good person. Don't try to screw people over. Just try to be decent to people. You can still make millions of dollars and be very, very successful in this world and be a decent person at the same time. You do not have to choose one or the other." - Ron Halbert42:04 - "Try to be you because people can tell when you're trying to be someone else. It forces them to see you as an entity. It doesn't allow them to see you as a person. So, take some time intrinsically. Think about who you are when you're with your friends, when you're with your spouse, when you're with your family and try to let that come out as you communicate with others." - Ron Halbert Engage with Jairus OliverLinkedIn Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedInThe Sales Prescription on LinkedInConga Website Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
It is common for people to think that building wealth is all about earning more money. Although this is definitely part of the equation, spending habits and debt are equally important. These are powerful forces that drain your finances. Too often, making more money is a trap that leads to lifestyle inflation. What can you do to break the cycle and build wealth? In today's episode of The Sales Prescription Podcast, Rusty and Ron talk about what most salespeople find most exciting about their job, the money. They will discuss how Rusty developed a deep understanding of finance, his wealth-building strategy, and how to break the spending addiction. Enjoy! In This Episode01:36 - What makes Rusty different from other leaders when it comes to financial leadership 04:29 - How Rusty developed a deep understanding of finance 11:13 - How Rusty influenced Ron's financial journey 12:05 - The key to breaking the spending addiction 18:46 - Rusty's advice on managing finances effectively 22:17 - Ron's story about Rusty and his Corolla 26:33 - Rusty's wealth-building strategy 34:37 - Why paying off debts plays a crucial role in building wealth Favorite Quotes19:48 - "You cannot out earn a lack of discipline, you cannot. You cannot make enough money to be able to go through and survive this force of taking your money away, you can't. You have to change your behavior. You have to develop discipline if you want to build wealth." - Rusty Jensen 04:01 - "There are too many people who live in a situation where people can't make the choices they wanna make. They can't do the things they want to do because they feel trapped doing a job. They live in this quiet desperation where they have to perform, they have to do this job, they have to do this thing and they can't do what they really want to do. They can't let their passion come out because they're trapped." - Rusty Jensen 12:14 - "This is a powerful principle; we are not spreadsheets. You and me, we are not robots. We are not cold calculators." - Rusty Jensen 12:52 - "If you want to build a great career, it takes time, investment, work, education, discipline, and things that you learn that actually lead to that outcome. It doesn't just happen." - Rusty Jensen 15:53 - "You have this need to be able to spend. You cannot underestimate that force. How do you break that? You have to go through a process, a disciplined process of controlling your money, changing your behavior, and cultivating your psychology to actually be able to influence true control over your money. You have to have accomplishments to build up that strength because you're a human, not a spreadsheet." - Rusty Jensen 27:15 - "When it comes to building wealth, it really is about being able to free up your income, pay off debt, and save." - Rusty Jensen 37:16 - "Use your income as a salesperson that builds your wealth, use it to become great. Use it in the future to be able to do what you really want to do for your family." - Rusty Jensen Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedInThe Sales Prescription on LinkedInConga Website Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
It can be difficult to find the power to keep going when times get tough. At some point in our lives, whether in our professional or personal lives, we have felt like giving up. It's during these challenging moments that it's essential to keep motivated in order to move forward. But when it comes to motivation, there is no one-size-fits-all solution. What motivates one person may not motivate another. However, there are certain things that are universally motivating, and knowing your 'why' is one of them. Knowing your purpose makes it easier to stay motivated, and motivation awakens inner strength and power.Believe it or not, your inner strength is a powerful tool that can help you achieve anything you set your mind to. In today's episode, Rusty and Ron are joined by Craig Terry, Director of Medicare Sales at GoHealth. They will talk about the many ups and downs of Craig's personal and professional career, how inner strength can accomplish the impossible, and how knowing your motivation can help you reach your full potential. Enjoy! In This Episode3:33 - The many ups and downs of Craig's professional career 07:06 - What drove Craig to bring himself back to a peak point 09:00 - What you believe is what you will achieve 11:44 - An event that shook Craig's world but never let him down 16:50 - How to become a leader who pushes people to reach their full potential 19:51- Craig's leadership philosophy 25:18 - The power of inner strength to make impossible things possible 27:49 - Success stories about people who were able to tap into their inner selves 31:16 - Craig's advice on how salespeople can tap into the reservoir of motivation and pull themselves up Favorite Quotes32:29 - "Always figure out what your motivation is and then just don't give up. Don't let things that come in your way, be in the way. I firmly believe that we can do whatever we want to do. You just have to do it. Just find out that grit, that inner thing that you have, that's gonna separate you from everybody else." - Ron Halbert 06:32 - "Sales career in life is just like a river. Sometimes you're going through rapids and you got to hang on, you gotta face the storm and just do what it takes to make it through. Other times you're floating along, getting a suntan. It just all boils down to what your motivation in life is." - Craig Terry 06:55 - "Life is just a series of ups and downs. And you have to hope that you have more ups than downs. But when you are down, you need to climb your way out. You need to get your way back up." - Ron Halbert 07:47 - "You have to believe that you can do better. You have to believe that you can be in a better spot than you're in right now. And it's that internal belief that I can do better than this. I just have to find a way to do it." - Craig Terry 08:21 - "People don't realize what human potential is. We have the potential to do unbelievable things. But the people that actually show that potential are the people that believe that they can." - Ron Halbert 11:04 - "To get people to become motivated, sometimes they have to dig deep. They kind of have to have grit and they have to dig deep into a reservoir to kind of pull up who they really are. And sometimes it takes traumatic events for that to come out." - Rusty Jensen 18:02 - "There are core things within people that drive them and motivate them. You just have to be able to understand how to lead somebody from within themselves. You can't lead them from outside. You have to lead them from within." - Craig Terry 26:51 - "Human beings can do anything they want to do if they just tap into that inner strength." - Craig Terry Engage with Craig TerryLinkedIn Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedInThe Sales Prescription on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
Is outbound calling dead? This is a question that has been asked a lot lately. With the rise of new technologies and generational changes, many people are turning to other methods of communication, such as email and social media. Outbound calling used to be one of the most popular ways to reach customers, but is it still a viable option? What steps can be taken to maximize success with outbound prospecting? In today's episode of The Sales Prescription Podcast, Ron and Rusty are joined by Derek Keller. They will dispel the myth that outbound is dead and discuss what premier outbound is as well as how prioritization should be done when prospecting. Derek Keller is the VP Global Business Development at GoTo (formerly LogMeIn), a flexible-work provider of software as a service (SaaS) and cloud-based remote work tools for collaboration and IT management. Derek is a phenomenal sales development leader. Prior to joining LogMeIn, he has worked at great companies like RingCentral and run sales development organizations at Talkdesk and Weave. So, a lot of software companies that have been very successful are due in part to the work Derek has done. Enjoy! In This Episode02:36 - Derek's perspective on the movement, Outbound is dead 04:04 - What dead means when it comes to prospecting 08:07 - What premier outbound is and how it differs from what is dead12:47 - Why multi-threaded prospecting is essential 15:10 - How account-based marketing and account-based prospecting can be successful 16:54 - What small companies can do to make a big impression 20:36 - How prioritization should be done when cold calling 26:44 - Maximizing success through a balance between micro marketing and prospecting 29:14 - How salespeople get sucked into the trap of too many leads Favorite Quotes32:47 - "Making a thousand phone calls a day to random lists that convert at super low percentages, that's dead and it should be. The idea is, outbound is alive and well when it is targeted." - Ron Halbert 14:46 - "As salespeople, we want to get on the phone. That's the value that we actually provide. It's our ability to talk to people, connect with them, help them feel comfortable, and help them feel that we're competent to help build trust." - Rusty Jensen 18:32 - "Smaller companies that are aggressive when they do a really good account-based prospecting program, it allows them to really show presence in those accounts and it makes them feel like they're really well established." - Rusty Jensen 32:16 - "Phone calls have to be made. You will not be successful as a prospector over long periods of time without phone calls. You can do the spray and pray mentality but that's not scalable. What's scalable is targeting." - Ron Halbert Engage with Derek KellerLinkedIn Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedInThe Sales Prescription on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
It's no secret that communication is one of the keys to success in any career. The same goes for sales professionals. In order to sell effectively, salespeople need to be able to communicate with their clients in a way that builds trust and rapport. Have you ever wondered why some salespeople are more successful than others? It may not be entirely due to their ability to sell. In fact, paraverbal communication may play a larger role than you think. This type of communication happens when you use your voice to convey meaning, and it's more than just what you say. Today's episode of The Sales Prescription Podcast features the second part of the topic on communication. As Ron and Rusty continue their conversation on paraverbal communication, they discuss six essential elements - volume, tone, smile, mirroring, silence, and subtext. They will explore how these elements play a crucial role in the success of salespeople. Enjoy! In This Episode01:41 - One of Rusty and Ron's favorite high school moments related to paraverbal communication 8:37 - Why the volume of voice matters when trying to connect with people 15:31 - Why doctors are excellent examples of people with an even tone 18:47 - How even tone portrays expertise 19:37 - How the tone of voice can be used to emphasize a product without attacking its competitors 22:30 - The power of a smile 25:49 - The psychology of mirroring and why it is important in sales 30:18 - Why mirroring does not imply manipulation 32:52 - What makes silence important for salespeople 36:30 - How subtext can help you in your sales career Favorite Quotes00:01 - "You can hear a smile. And if I'm selling to someone that's in this negative frame of mind, and I bring a smile, I bring positive energy to them and they feel that positive energy, they want to internalize it, and really they're gonna want more of it. And so they're more likely to keep you on the phone. They're more likely to engage you in conversation, but it also helps you come across as a human." - Ron Halbert 9:45 - "When you're trying to connect with another human, they need to see you as they see themselves as a real, authentic, and honest person. And what you're doing when you use that telemarketing voice is you're dehumanizing yourself." - Ron Halbert 13:33 - "Lowering your volume has so much power. In fact, when we talk about public speaking, it carries power as well." - Ron Halbert 15:23 - "Using a lower volume will make you come across as more natural, honest, and genuine when speaking to others." - Ron Halbert 19:00 - "Even tone is what portrays confidence and expertise in what you're discussing because people tie that even tone of conversation to, 'you're an expert, I trust you'." - Ron Halbert 19:50 - "You shouldn't ever talk poorly about your competitors. You shouldn't ever speak negatively about others to a prospect, to a candidate, or anything else. It's important though, that when you talk about the competitor, you can use a tone to emphasize that your product might be better without saying that your product is better." - Ron Halbert 24:36 - "You have the power as a person to make other people happier, to make other people more positive, and to bring joy to someone else's existence. We have that power simply through a smile and simply through being positive with other people around us." - Ron Halbert 28:13 - "This is something that is built into humanity, this desire for connection. We are and always have been a tribal people." - Ron Halbert 33:15 - "I feel like a lot of salespeople are extroverts. A lot of them love to hear their own voice. They love to be the talkative person in the room. And that's what comes naturally to them. But you do need to shut up at times. There are times that you need to just keep your mouth closed and listen." - Ron Halbert 35:12 - "When you're talking to someone and you ask a question or you make a statement, when you use silence, you can actually put the ball in their court and you can actually encourage engagement." - Rusty Jensen Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
Sales is all about communication. It's the process of understanding a customer's needs and desires and then helping them find the best possible solution. In order to do this effectively, you need to be able to communicate with your customers in a way that resonates with them. This means being able to build a rapport and establish trust. Successful salespeople understand the importance of communication. Their ability to communicate clearly, confidently, and portray themselves as experts in their field sets them apart from other salespeople in the organization. In today's episode of The Sales Prescription Podcast, Rusty and Ron talk about the importance of communication in sales, its key components, and how learning this skill can help salespeople succeed. Enjoy! In This Episode00:41 - Why communication is extremely important in the sales industry 2:12 - How Ron developed his great communication skills 5:34 - The 3 components of communication 7:02 - The power of nonverbal communication 10:46 - One of the biggest mistakes salespeople make when trying to sell 11:53 - How Ron coaches sales reps to be more effective 14:13 - How paraverbal communication works 20:08 - The essentials of paraverbal communication 23:22 - Why the speed of speech matters in a sales process 26:57 - How intonation affects the receptiveness of prospects Favorite Quotes12:25 - "People can feel when you are authentic, when you are real, and when you are raw with someone. People can feel that. And they like it because they want to be real. They want to be with real people. They don't want to see this fake version of the salesperson stereotype of who you are. They want to know who you actually are." - Ron Halbert 1:28 - "When it comes to sales, there are certain cues that are given by salespeople that make people feel uncomfortable. They make them feel like they're going to get sold or they're walking into a trap. There's this stereotype of how salespeople interoperate and how they act." - Rusty Jensen 2:43 - "There's not a lot of great communicators out there in the world. And when you find a really good one that can create connection quickly with people and clients, that is a special person to find. Now what you need to do as a leader is you need to know how to coach communication, how to teach it, and how to make people better at it. Not only is it a learned trait, but it's also something that no one's perfect at." - Ron Halbert 7:21 - "Nonverbal is one of the best and most efficient ways to communicate feeling. And feeling is a huge part of communication and connection." - Ron Halbert 18:34 - "The fear of rejection is why we put on our fake faces. Because if someone rejects the fake version of me, doesn't hurt as bad. But when I'm trying to be real, authentic, and genuine with someone and I get rejected, it's going to hurt because you presented who you are and they rejected that person." - Ron Halbert 23:27 - "Reps are not trying to be untruthful, they're not lying. They're not trying to communicate information that they don't necessarily believe, but it's picked up that way because they talk quickly." - Rusty Jensen 30:00 - "So we would recommend that you end every sentence in a downward intonation when first meeting someone. That will portray confidence, that you know what you're saying, and that you are an expert in what you're discussing. That what's going to help lend the level of trust in you." - Ron Halbert Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
When it comes to the success of a company, many factors are at play. One of the most important is the positive culture of the organization. It's a culture where everybody strives for the same goal, wants everybody to succeed, and celebrates each other's successes. While creating a positive culture can be a challenge, how can leaders foster this culture at work? In today's episode of The Sales Prescription Podcast, our guest, Craig Wendler talks about the impact of positive culture in the organization, how to create it, and why it is important to foster a positive culture in the workplace. Craig Wendler is the Director Of Business Development and Lead Generation at LiveVox, a next-generation contact center platform that seamlessly integrates omnichannel communications, CRM, and WFO capabilities to deliver an exceptional agent and customer experience while reducing compliance risk. He joined LiveVox for the challenge of creating scalable business development efforts across the organization. Craig is highly effective at planning, developing, and executing business strategies under challenging market conditions. He is a high-energy leader with distinctive people skills and knows a ton about building a great culture. Enjoy! In This Episode3:19 - How Craig values culture in the organization4:04 - Why business leaders should hire for culture5:49 - How Craig defines a good and positive culture8:12 - What it means to have a healthy and positive competition14:56 - Craig's hiring process for a positive culture16:43 - The concept behind the theme 'LiveVox's way'18:15 - How Craig keeps the company culture strong20:38 - How negativity breeds more negativity24:02 - How to break the vicious cycle of toxicity in the workplace24:55 - How Craig deals with top performers but are aggressively competitive30:12 - Craig's advice to salespeople on how to contribute to a culture and be a team player Favorite Quotes15:40 - "And you look for, is this person gonna be a force for good inside of my organization because we're hiring people that we know can perform, but I'm looking for more than that. What can they do to help the rest of us elevate. High tides raise all boats and I'm looking for those people that are going to drive those things up by really understanding what more can they contribute besides those numbers." - Craig Wendler 3:43 - "It's important to me to create an environment with which people can thrive, where they feel they belong, that they feel like they're important, that they're valued, that their opinions matter and they can actually make an impact on the organization." - Craig Wendler 4:03 - "If you're a leader, it should be a conscious decision for you to hire for culture. You should be looking for people that are great team players. You should be looking for people that are highly recommended by their peer at a former company." - Ron Halbert 5:52 - "A positive culture is one that celebrates success. I think a really positive culture has a lot of healthy competition. A positive culture is one where everybody is striving to the same goal together and they're willing to take everybody with them. It's a culture of wanting to see everybody else succeed. It's a culture of seeing people accomplish goals, get promoted, move up and on. And everybody celebrates those successes." - Craig Wendler 20:48 - "One of the only things in life that get bigger, the more you give it away is emotion." - Ron Halbert 21:16 - "Don't be the person in your organization that brings negativity. There are good things and there are bad things that happen every single day. There's a proper way to handle negative things." - Ron Halbert 24:08 - "The way that I view the problem is, the problem is the problem and people are solutions to the problem. But if you look at the person like that person is the problem, you create a vicious cycle of toxicity that is very hard to back out of." - Craig Wendler 27:01 - "It's your responsibility as a leader to make sure that it (your company) is a safe place for everyone to work and to make sure that the people that work for you can accomplish their goals. And if they're in a situation where they're going to work and they're dreading it because of someone that they work with that brings constant negativity, it's your responsibility to change that." - Ron Halbert Engage with Craig WendlerLinkedIn Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
Most people believe that they need to be born a natural salesperson in order to excel in the world of selling. This is not true at all. The art of selling is not something that is natural, it's something that people have to learn. Anyone can become a salesperson, but becoming a great salesperson is not something that just happens. What does it take for anyone to master the art of selling? In today's episode of The Sales Prescription Podcast, Rusty and Ron talk with Tony Glick, Channel Sales Director at NICE CXone, about what it takes to be a successful salesperson, how delivery of message matters in sales, and why delivering a product the right way has no shortcuts. At NICE CXone, Tony is responsible for the overall direction, strategy, and leadership of the 7 Inside Partner Managers and 8 Sr. Channel Managers. The team covers all partners for NICE inContact in the US and Canada. Enjoy! In This Episode1:35 - The driving force behind Tony's decision to become an entrepreneur 6:27 - What Tony's life was like in Central America 8:41 - The defining characteristics of a successful salesperson 13:48 - How confidence and passion can be translated into sales skills 21:05 - How anyone can become a good salesperson 22:51 - Why 'message delivery' matters in sales 27:35 - Why delivering a product the right way requires no shortcuts Favorite Quotes28:37 - "Honestly, what people have to realize is if you believe in yourself, if you have the motivation, doing it the hard way and delivering it the right way is going to bring you better rewards. You're gonna get referrals from that person. There are so many added benefits to doing things the right way that are unforeseen. You can't foresee the added benefits that come." - Ron Halbert 14:02 - "Nothing comes easy. You don't wake up and be a salesperson. You got to read books, you got to study. You got to obsess over the craft to actually earn the right to be confident and have belief in something." - Tony Glick 19:48 - "If you at some point, when you're trying to develop a new craft, and you don't end up dreaming about that craft or you're not pitching inside of a dream, you're probably not working or obsessing enough over that craft." - Tony Glick 21:05 - "I don't think there's anybody that's necessarily born a salesperson. This is why anybody can step into sales. Enough work is put in, you can be great at anything. You obsess over something, you're going to rise at whatever you do. It doesn't matter who you are, what your personality is. You'll figure it out if you put enough time and work into it." - Tony Glick 25:00 - "The biggest mistake some salespeople make is they want the deal closed. They want out. And a lot of times you leave a huge mess if you just think like that." - Tony Glick 31:20 - "Sometimes you get these deals that seem really easy and everything seems right. And those are the ones that end up sometimes becoming a disaster. Some of the best friends that I've developed over the years have been through hard negotiations. The ones that have gone sour usually seem like it was an easy entry. But when time is taken and it's hard and everybody's looking at everything usually develops good friendships." - Tony Glick Engage with Tony GlickLinkedIn Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
Salespeople are often faced with the dilemma of making as many calls as possible. They are so focused on their sales numbers that they lose sight of the bigger picture. This approach usually leads to a lot of wasted time and resources. While the number and quality of sales calls are equally important in a sales process, there are steps that sales reps can take to improve their conversion rate and increase their bottom line. In today's episode of The Sales Prescription Podcast, Rusty and Ron talk about the numbers game fallacy, why sales reps fail, and how organization is the key to some of the science of selling. How salespeople can stop playing the numbers game:A good amount of effortFocus on organization Rusty Jensen is the VP of Revenue Generation for Direct and Indirect Channels at NICE CXone, a worldwide leader in AI-powered contact center software. Rusty is responsible for all pipeline generation activities and oversees the channel and sales development organizations for all of North America. Ronald Halbert is the Sr. Director Global Sales Development at Conga, a global leader in commercial operations transformation and helps businesses simplify and automate their approach to the essential quotes, contracts, and documents that drive commerce. Ron is responsible for overseeing direct pipeline generation globally. Enjoy! In This Episode00:52 - Why economics is important in sales 1:52 - The numbers game fallacy 2:57 - Why sales reps fail, even when they have the skill 7:14 - The formula for generating a steady flow of leads 10:12 - Rusty Jensen as a young sales developer 11:51 - What Rusty and Ron learned from Dana Coates 15:42 - Rusty's advice for sales leaders 17:54 - What sales leaders can do to help their reps 21:21 - Breaking the cliché: work smarter, not harder 24:59 - How the balance between work, family, and personal time is the key to a happy life Favorite Quotes00:01 - "You can find success in all aspects of your life. But I will tell you this, if you are not organized, you will have to work a hundred hours a week to hit the same amount of output as someone that is organized working 40. So there is 'work smarter and work harder'.” - Ron Halbert 1:22 - "When you talk about Math, when you talk about Science, and when you talk about the dynamics of sales, it's not just the actual numbers. It's also the art associated with it. It incorporates human behavior. And human behavior is a huge aspect that you have to consider and that's what economics does." - Rusty Jensen 6:47 - "When you're trying to reach out to someone and you're trying to get hold of them, they have to see you everywhere. You have to establish a presence. It's not just like a random chance you connect to someone." - Rusty Jensen 15:18 - "You can't get analysis paralysis.There are people that focus so much on making a clean list that they never make a phone call. You do need to have a combination of both. You can make a lot of phone calls in a day, but make sure that you're calling that same person multiple times, leaving multiple voicemails, multiple emails, and it's the right person to talk to." - Ron Halbert 17:54 - From a leadership perspective, when it comes to organization, you need to be able to be a doctor. You need to be able to diagnose exactly where your rep is breaking down." - Ron Halbert 22:55 - "When you become good and you start figuring out how to become effective at your job, don't back down. Don't burn yourself up, but don't back down. Take that time to learn new skills. Take that time to learn the next job. Take that time to earn more money." - Rusty Jensen 24:29 - "You don't need to work a hundred hours a week. You need to work 40 hours a week very hard, that's it. Then make an amazing family life. Have an amazing outside of work life. That's what true work-life balance is. It's putting your best foot forward in the office and then putting your best foot forward at home." - Ron Halbert Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
Welcome to the premier episode of the Sales Prescription Podcast.The Sales Prescription is a podcast series hosted by Rusty Jensen and Ron Halbert. It is a cutting-edge educational series around complex sales processes, sales development, sales leadership, and demand marketing strategies. Both the art and the science of selling are explored and discussed in this educational and entertaining series of podcasts.At the Sales Prescription, Rusty and Ron realize that much of the sales coaching out there is not specific, it's not easily applicable, and it doesn't really help you to build successful teams or your career. All the concepts discussed are real-world proven and highly effective. In today's episode of the Sales Prescription Podcast, Rusty and Ron will talk about how storytelling is a powerful tool for creating human connections. They will also discuss the framework for writing effective stories. Therefore, breaking down barriers between salespeople and the people they're trying to do business with.There are all kinds of problems that can afflict a sales organization. Let Rusty and Ron write you some highly effective and broad-spectrum sales prescriptions, and all you have to do is fill them.Enjoy! In This Episode00:52 - Why relationships matter in sales2:00 - How salespeople can overcome people's natural dislike of them4:40 - How storytelling can influence buying decisions7:30 - Breaking down the cliche: "People love to buy, but don't like to be sold to"8:28 - The framework for writing a great story12:46 - Three types of stories that should be told in a sales process18:05 - The 'Who Am I' story of Ronald Halbert22:27 - How showing vulnerability in your ‘who am I story' can build human connection26:09 - The core values of Sales Prescription31:20 - How Rusty and Ron have helped people become financially successful37:34 - Why the 'who I've helped' stories are the most fascinating conversations you'll ever have Favorite Quotes"Storytelling can really help build a bridge between people and not between someone who's trying to buy and someone who's trying to sell them something. But it's actually a conversation between people who can interact with each other." - Rusty Jensen "People always say that sales is all about relationships. It's not about buying people lunch, making friends, or playing golf. What we're talking about is distinguishing yourself from a typical salesperson." - Rusty Jensen "There is a subconscious dislike of salespeople that people have. When somebody identifies that someone's a salesperson, they almost have an unnatural knee-jerk reaction to not want to talk to." - Rusty Jensen "Buyers do not like being told. They want the ability to opt-in." - Ron Halbert "You need people that you work with to know who you are. You need to have connections with those people because they need to trust you." - Ron Halbert "Storytelling works. And the reason it works comes down to something very basic, human connection. Develop real honest relationships with the people that you want to work with. You'll be happier as a person because human connection is what brings joy to all of us." - Ron Halbert Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
Prospecting is one of the most important tasks for any salesperson, but it can also be the most challenging. Effective prospecting not only gets you in touch with potential clients, but it helps you develop a relationship with them and understand their needs before they know they need something from you. Today, it seems that dialing is a thing of the past. However, there's still no substitute for a human connection despite the advances in technology. The effectiveness of a live conversation with someone on the other end of the line is unparalleled. How can cold calling effectively help salespeople reach their goals? In today's episode of The Sales Prescription Podcast, Rusty and Ron talk with Matthew Lampros, CEO at Sellemental Inc., author of top-selling books at Amazon, and a cold calling expert for closers. Matt chats with Rusty and Ron about sales development and pipeline generation, his strategy for coaching people, and why calling is still the best way to connect with people. He will also provide great tips and advice that salespeople can use to close more deals. Enjoy! In This Episode2:57 - Matt's strategy for coaching people 6:32 - Why dialing is not dead 8:49 - Mastering the art of prospecting 11:58 - How Matt qualifies prospects 13:25 - How Matt gets people to connect with him 18:39 - The two words salespeople should never use at the front desk 20:19 - The golden hour to make a call 23:56 - How Matt helps reps get people to say yes 28:49 - The number one selling strategy pre-COVID 31:02 - How the tone of voice conveys authenticity Favorite Quotes00:01 - "What they're saying is, are you worth my time or are you a waste of my time? If they get even an inkling that you're worth their time that having a conversation with you in the future will be valuable, they'll take the meeting. So your focus needs to be, how do I convince people that I'm worth their time? And when you tell that to almost every salesperson, they immediately make a switch in their approach. They know what to do to tell people, I'm worth your time." - Matt Lampros 3:50 - "From a business perspective, I learned pretty early that a one call close is the best, most inexpensive thing I can do as a company. And that comes from word of mouth or from repeat buyers. When you make your customers really happy, then they buy from you again or they tell other people about you, you have a one call close." - Matt Lampros 7:09 - "I don't think dialing is dead. The number one tool everyone uses for business is the phone, whether we're looking for a connection or not. We've got a hundred years of experience picking that thing up." - Matt Lampros 11:33 - "Every hour you spend on perfecting your list is much more effective than hours asking these questions to individuals on the phone trying to qualify them." - Matt Lampros 18:39 - "Every salesperson says something like 'available' or 'in', those two words are the worst. If you say the word available at the front desk, you will not get through. Get rid of that word." - Matt Lampros 28:13 - "Think the way they (prospects) think. They're not thinking about your company, they're thinking about themselves and whether or not they're going to gain value from a few minutes with you. And if you can approach them that way, I'm worth your time, they'll give you the time and then you can have the door open and then you can go sell." - Matt Lampros Engage with Matthew LamprosLinkedInMatthew Lampros Books on Amazon Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
Every business needs to know who their ideal customer is in order to grow. When you have an ideal customer profile, it becomes much easier to make decisions about your marketing strategy and product development. It is a powerful tool that can help guide your business in the right direction. It can be challenging to figure out who your ideal customer is. But luckily, Rusty Jensen and Ron Halbert have prepared a prescription to help individuals and organizations create their ideal profile of a customer. In today's episode of The Sales Prescription Podcast, Rusty and Ron discuss in-depth the key aspects of prospecting from a B2B perspective, why customer profiling is the foundation to effective prospecting, and how the salespeople's success should start at the leadership level. The key aspects of prospecting:Market profileAccount profileContact profile Enjoy! In This Episode2:16 - Why getting caught up in the numbers game when prospecting hurts salespeople 3:23 - Ron's story about how working hard in the wrong direction is demoralizing 6:04 - How the sales machine is similar to an actual engine 7:34 -The three aspects of prospecting from a B2B perspective 8:38 - The most important aspects of building a market profile 10:55 - What new sales reps need to do to sell their products 13:41 - The power of ‘intent' when it comes to sales 17:55 - How to decide which persona to target within an account 22:11 - How to determine if you have targeted the right account, market, and contact 23:56 - Why data is important from the sales perspective 27:14 - How ‘the sales prescription' works for both individuals and organizations Favorite Quotes9:33 - "So it's not to say that you can't pursue any market. But when you look at your customer base, you'll start seeing these trends of which markets are actually fit. And then one of the things you have to avoid is this temptation that comes from scarcity to try to go after everybody. And you can, you just have to do it in order of priority. That's a secret sauce." - Rusty Jensen 21:51 - "You do not want to be working super hard, running the wrong direction. You're not going to finish the race running in the wrong direction. So you want to make sure that you're directed in the right way." - Ron Halbert 26:29 - "If you don't set your people up for success, you're doing the opposite. And so all this profiling that happens, there are tools out there that can do it. But it should happen at a leadership level. A rep should be able to walk into work and know exactly what market, what account, and what contacts they should be targeting because that should have been built out for them." - Ron Halbert 27:14 - "The sales prescriptions we're writing here, they're for you and they're for organizations. We want you to have the kind of skills where you can be thrown into any pond and you can swim. But what we also want to do is help clean up the pond." - Rusty Jensen Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
Promotion is a topic that comes up often in the workplace. It's seen as the holy grail of professional advancement, and it can be something that people spend their whole careers striving for. Promotions are sometimes considered to be an end-goal or even a goal in itself. However, getting promoted isn't something that happens overnight. How can employees know that they are going in the right direction to get promoted? In today's episode of The Sales Prescription Podcast, Rusty and Ron talk about what it takes to get promoted, how leaders play a vital role in the advancement of their people, and why leaders and their teams alike need each other's support. Enjoy! In This Episode2:10 - What it takes for someone to be promoted 7:24 - How Ron acknowledges performers 8:27 - The role of sales leaders in the promotion process 10:22 - The dark side of some leaders 16:37 - Rusty's advice to sales reps who want to be promoted 23:35 - The challenge of becoming a leader of your peers 26:21 - How leaders can help their people advance 29:32 - How leaders and employees can support one another Favorite Quotes22:52 - "Look at Ron Halbert, did he become a leader from when he was a sales developer? No, he was building processes, creating systems, leading people, and developing relationships. When you want to get promoted as a leader over your team, do you know how you do that? You have your team say, 'I want to work for him/her. She's the best. That's who I want to work for because she helps me.' That's what you want." - Rusty Jensen 2:39 - "We do not live in a culture where people are okay in one position for 30 years. It's different now than it was back then. And if you don't realize that as an employer or as an organization, then you're sorely mistaken. There needs to be career progression. There needs to be a career path." - Ron Halbert 8:27 - "Good sales leaders that know how to help their people to get promoted actually are 'as involved' in the conversations and the promotion process as the person who's trying to get promoted." - Rusty Jensen 9:50 - "Don't do yourself a disservice by going to a hiring manager and asking, I want to be promoted or I want to interview for this position. If you're an underperformer, don't hurt yourself." - Ron Halbert 20:37 - "When you create time in your job because you become efficient, use it to build the skills for the next position. Learn what that job is and start studying, learning, and doing it." - Rusty Jensen 26:35 - "You (leaders) need to build programs. You need to build certifications where you are making your reps the best candidate for the next position." - Ron Halbert 30:06 - "Leaders really need people who will line up, follow them, support them, and help them. It doesn't have to be like a lonely position where you're dictating to people. People need to work together, collaborate, and work to accomplish a goal. And as an employee, you've got to be able to get behind your leader, show a high degree of loyalty, support the plan, support the vision, participate in the conversations, really get behind them, and help facilitate it. Genuinely not fake. You're not gonna get promoted unless you get pulled up." - Rusty Jensen Connect with our HostsRusty Jensen on LinkedInRon Halbert on LinkedIn Listen to more episodes of the Sales Prescription PodcastSpotifyiTunesGoogle Podcast
The opportunity to work from home may be taken for granted a bit more within the last year and a half, but for years Rev.com has been providing opportunities for tens of thousands to work from home. Adri Nowell the VP of Marketing at Rev, came to our studios in Austin, Texas to talk about what it means to her to see so many people able to work from home with Rev. Adri's experience as a marketer and a leader gives her a unique ability to serve both the Rev customer, as well as the tens of thousands of transcriptionists that Rev employs in a massive remote workforce. “We work with about 70,000 professionals who, some of which don't have great options for how to make money [because] they have an elderly parent or they're a primary caregiver for a child. When I connect with the Rev-ers in our community, it brings me so much joy. I've talked to mothers who have sick children in the hospital who are transcribing at the foot of a hospital bed. Being able to put your child first and be able to provide that type of love and compassion and care for your child while also being able to make a living. Those moments make me so proud.” Learning how Adri runs an ABM campaign, what skills she uses as a leader, and how she thinks about scaling her team will give you great insight into your own exciting growth and leadership. It was so great to speak with Adri in person about her experience in marketing and how they're growing at Rev. Get inspired with Adri, up next here on Marketing Trends. Main TakeawaysThe transition from Doer to Leader: When you're in the trenches doing the actual work, your actual day-to-day responsibilities are different from those of the leadership of your marketing team. Transitioning to leadership isn't for everyone; some really enjoy the work of making the campaigns happen. When you're the leader you have to rely on the savvy of the marketers on your team and give them the tools that you know work and watch them make it happen! Account-Based Marketing Challenges: One of the biggest challenges of running a successful Account-Based Marketing or ABM campaign is getting the structure of the accounts right. Define what a segment is, define who your tier one in the funnel is; define what an account is. If you go through this legwork and really take the time to build a good foundation, you'll have set yourself up for a great campaign. Working with Speed and Excellence as You Scale: When your company is experiencing massive growth it's tempting to just start moving really fast and being okay with things breaking. If you can take a little extra time to make sure that you don't go too fast and make needless mistakes, that is way more profitable in the long run. You need to quickly automate whatever you can when you're in a high-growth environment so that you can leave that task with confidence as you go to solve the next big problem. Key Quotes“Now that we're going after [more] market segments the marketing responsibilities are going to shift around. We generally test everything that we can; learn quickly; fail quickly; fail cheaply, and for the things that work, invest in them. When you have that type of mindset, you get scrappy marketers that are willing to tackle new challenges, and test new channels or test new tactics.“People get really nervous [about transitioning to leadership]. It's an emotional thing. It's a natural, emotional reaction. And Molly Graham actually describes this really well. And she talks about this concept, this emotional rollercoaster that people go through during these transition periods as she uses the metaphor of building a LEGO tower and then giving away your LEGO tower, which is so relevant. You have all these smart marketers that can jump in and they can tackle a challenge. And they built up their Lego tower and made it successful and then they have to hand their LEGO to the next person coming in. It can be really nerve-wracking. ‘What if someone breaks the LEGO tower? What if they build it back up in the wrong way, or maybe they don't expand upon it in the right way?' And I've found her description of this to be really relevant and taken her advice to talk about it." “Marketing is never settled. You're never done in marketing. Consumer behaviors are always changing. You always want to go back and retest or test different variations. We measure [our success] by getting people to respond. ‘Are we getting them to the next action?' Whether that's actually converting into a paying customer or taking the next step with us in their journey… and when new channels work, we expand them; when they don't, we abandon them. [We're] constantly just exploring new outlets.”“We work with about 70,000 professionals who, some of which don't have great options for how to make money [because] they have an elderly parent or they're a primary caregiver for a child. When I connect with the Rev-ers in our community, it brings me so much joy. I've talked to mothers who have sick children in the hospital who are transcribing at the foot of a hospital bed. Being able to put your child first and be able to provide that type of love and compassion and care for your child while also being able to make a living. Those moments make me so proud.” “With any launch, you start all the way at the timeframe of ‘What's the problem that you're trying to solve?' My philosophy is to listen to the market. You should be talking to your customers; you should be talking to your prospects. You should be talking to people that want to do business with you should also be talking to people who don't want to do business with you.”“The most important thing with account-based marketing is in how you structure the accounts that you want to go after. How do you define what a segment is? What is an account? Who are the customers? Who do you want to reach? What are the contexts within each of those accounts? Who goes into your tier one bucket? And then who's kind of your catch-all for what you want your one-to-one for your tier one accounts. You want your tier one accounts to receive more of a personalized experience, but you don't want to overdo it. If you're going so extreme that it feels forced, people are going to reject the marketing material. There's definitely a place for it, but it's really about finding the right balance.”“Speed is tough and the thing that I've found the most difficult is balancing the speed at which you accelerate growth and operational excellence is it's not hard to go fast. It's hard to go fast and not break things. And so that is where we've found probably the biggest challenge is how can we continue to accelerate growth, but at the same time, establish a foundation that is going to scale. And so with marketing, that's incredibly important because you need the right operational pieces. It is acceptable for some period of time to do things manually, but you can't stay there. You have to put operational pieces in place so that you can scale. Finding the right balance is very challenging.”BioAdri Nowell is VP of Marketing at Rev.com. In this role, she serves as the executive leader accountable for the strategy and execution of marketing programs across all segments - individual users (B2C), Enterprise/Mid-market (B2B), and developers. She provides leadership and management oversight across Product Marketing, Performance Marketing, Email Marketing, Demand Marketing, Content Marketing, Web, Brand, and Creative for the company.Before joining Rev, Adri served as the Senior Director of Product Marketing at Bazaarvoice and before that as Director of Marketing at Volusion. Prior to that, Adri held a variety of roles at engineering technology provider National Instruments including Product Marketing Manager and Support Engineer. Adri began her career at the University of Oklahoma as a Software Developer in the Robotics Institute of Machine Learning. Adri holds a Bachelor of Science in Computer Science from The University of Oklahoma, in Norman, OK.---Marketing Trends podcast is brought to you by Salesforce. Discover marketing built on the world's number one CRM: Salesforce. Put your customer at the center of every interaction. Automate engagement with each customer. And build your marketing strategy around the entire customer journey. Salesforce. We bring marketing and engagement together. Learn more at salesforce.com/marketing.
On this episode of The Marketer's Journey, I interview Amy Holtzman, SVP of Marketing at AlphaSense. On today's episode we chat about the important role of demand generation and how it builds an earned platform for other forms of marketing. We also discuss Amy's career journey and hiring strategies to build out her team at AlphaSense; and how you know both when you need to bring subject matter experts onto your team and when you need to reinvent yourself as a marketer.Check out this and other episodes of The Marketer's Journey on Apple Podcasts, Spotify, Stitcher, and Google Play! Key takeaways from this episode:Your demand performance is what gives you the right and the budget to do other, cooler things like invest in brand and do cooler executions. Amy says she always spoke in terms of metrics and demand and this earned her a seat at the table.Good content always prevails-- find out what content works for you and prioritize making it great.There is always a debate of who should “own” things in marketing. When we have projects where there isn't a specific owner, this actually builds opportunities for partnerships and teamwork.Learn more about Alphasense here: https://www.alpha-sense.com/Learn more about Amy here: https://www.linkedin.com/in/aholtzman/
Having trouble getting your Print on Demand sales to go sky high? Don’t get discouraged! ►► OPEN A FREE MOTEEFE ACCOUNT: http://bit.ly/moteefesellpod9 ►► JOIN OUR FREE FB ADS COURSE: http://bit.ly/moteefefreefbadscourse9 In this week’s episode, Thomas Gentleman and Aidan Kessel will let you in on all the tips and tricks you should follow to stay motivated and grow your Print on Demand business. Q4, the time of the year when most of our sellers make the majority of their POD sales, is just around the corner. Listen to this episode for an inside guide on boosting your sales in Q4. ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬ WANT TO START A PRINT ON DEMAND BUSINESS?
This week we look into what On-Demand Marketing is, its ramifications for the future, and how we can use it to get messages to customers when and where they need them.
Guest: Nicolas Draca - Chief Marketing Officer @HackerRank (Formerly @Twilio, @LinkedIn, @Infoblox) Guest Background: Nicolas Draca has over 20 years of experience in sales and marketing. He is currently the CMO at HackerRank. Prior to HackerRank, he was the Vice President of Marketing at Twilio. Prior to Twilio, Nicolas spent five years at LinkedIn, holding the position of senior director, global marketing operations. Before LinkedIn, in 2004, he co-founded Ipanto and served the same company as the chief marketing officer. Ipanto was acquired by Infoblox in 2007, where he spent another 3 years as a Director, building their Demand Marketing function globally. Nicolas holds a master's degree from ICN Business School, France. He is also an advisor and early investor in several startups and incubators (like Y Combinator). Guest Links: LinkedIn Episode Summary: In this episode, we cover: - The Science of Marketing Playbook - 4 Pillars (Talent, Insights, Operations, and Lifecycle) - The Formula for Hiring, Onboarding, and Developing Successful Marketing Teams - Critical Alignment w/ Your Manager and Stakeholders: What is your job? - Data and Measurement - Moving from Data to Intelligence - The Account-Based Marketing Method Full Interview Transcript: Naber: Hello friends around the world. My name is Brandon Naber. Welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest growing companies. Enjoy! Naber: Hey everybody. Today we have Nicolas Draca on the show. Nicolas has over 20 years of experience in Sales and Marketing. He is currently the Chief Marketing Officer at HackerRank, who have raised $58 million in capital. Prior to HackerRank. He was the Vice President of Marketing at Twilio. Twilio IPO's back in 2016, and they currently have a $17 billion valuation. Prior to Twilio, Nicolas spent five years at LinkedIn holding the position of Senior Director of Global Marketing Operations. LinkedIn IPO'd back in 2011, and they were acquired by Microsoft in 2016 for $27 billion. Before LinkedIn. In 2004, he co-founded Ipanto and served the same company as the Chief Marketing Officer. Ipanto was acquired eventually by Infoblox in 2007, where he spent another three years as a Director building their Demand Marketing function globally. Nicolas holds a Master's Degree from ICM Business School in France. He is also an advisor and early stage investor in several startups and incubators like Y Combinator. Here we go. Naber: Nicolas, awesome to have you on the show. How are you? Nicolas Draca: I'm doing fantastic. Thank you for having me. Naber: Yes, I'm so glad to have you. Hearing your French accent makes me think about the French holiday I just had, the French holiday that you just had, in addition to being in Greece and having all the amazing food. I am so excited to have you on. I've learned a lot from you in a short space of time when we've worked together in the past. Gotten to know you a little bit personally. Many of the people I've worked with have gotten to know you personally and professionally, and there's just so many good things to say about you, as a person and as a professional operator. So I'm more than excited for the audience to hear what you have to say. So why don't we jump in? What I think we'll do is, we'll get into some of the professional jumps that you've had through your career, talk about your career, as well as a bunch of the frameworks, the mindset you have, some of the methods that you've gone through and used in your playbook, if you will. But first, I think it'd be helpful, if it's okay with you, is to start to get to know you a little bit personally so that they can build up the same fascination as I have with you as an individual, and maybe we'll start back in the day, if you will. Maybe, we'll start in your childhood. So why don't we start with...I mean, you grew up in France, you were based in Strasbourg, you were born in Strabourg and grew up there, you were based in Frankfurt, then Strasbourg again, San Francisco, you've got so many global experiences. What was it like as a kid growing up as Nicolas Draca? And what are some of the things you're interested in? Nicolas Draca: Yeah. So I grew up in France, in Strasbourg - border with Germany - East. And what was it to be Nicolas Draca? Well, I would say not much, pretty shy kid. Just following my friends wherever they would go. I was not the leader, that's for sure. I was average in every single sport. I was okay with it, no ego there. It's just, like, anything I would play, I was just average. I think that summaries what it was when I was young. I think school, I was average. Sport, I was average. I think great friends. I lived in the countryside. So after school, I was more about going outside, playing in the forest, playing with my bike. And that was my life as a young kid. Naber: Very cool. And what were some of your hobbies, your interests as you were growing up? Nicolas Draca: It was being outside, and I think this is still the case today. We lived in a small village. There were like 200 people, in my class were nine, on my level. Being with friends, outside, playing whatever, playing soccer, running around, jumping on our bike, whatever you can imagine. Naber: Very cool. Very cool. And as you're going through high school, were there certain subjects or anything you acceled at where you thought at a young age, you were pretty good at it naturally? Nicolas Draca: Yeah. I specialized pretty quickly in math and physics. I have boys. I was a boy. I was just going with the flow. I'm just no big plan, no ambition, no nothing. To be fair, ,when I talk to friends today, and they look like where I am today, they struggled to connect between what I was when I was young, and what I do today. Like, really? That's what you've done and that's who you are. So yeah, just I go back to that just an average kid. Naber: It's funny, I'm laughing so much, and I have to hold it in because of the microphone, but I'm laughing. That's really interesting...What did your parents do for a living? Nicolas Draca: My father was a Sales guy, and my mother was a teacher. And then my father moved from Sales in consulting to building his own company. Actually he created two companies, two startups. Naber: Wow. So that was in your genesY Nicolas Draca: Yeah, I think so. Yeah. Part of the education was you started in a job early, starting when you're 16 - it's like, first job, same for my sister, I have one sister. And you're going to have to work. Yeah, that was in our genes, that's for sure. Naber: Very interesting. And what was the first thing you did to make money? Nicolas Draca: The first thing I did to make money was to work in a restaurant as a waiter. And then the second thing, I ended up driving ambulance. Naber: Whoa. Nicolas Draca: Yeah. That was my summer job. So this was when I was 18, you'll can only drive in France when you're 18. That was something really unique, learned a ton from it, specifically on the people side. And I think if I didn't have started computer science at that time, maybe I would have moved into being a doctor or something in the medicine field. Naber: Wow. What were some of the things that you learned? You're probably about to say that. Nicolas Draca: Yeah. Wow. So when you drive when you drive an ambulance, you drive people from home to the hospital, or you drive them back. So quite quickly you understand and you see where they live, and you see all type of people, all social aspects of it. And so that was one part of it, which when you're young, I was like 18, 19, that's just wow, it was pretty surprise, I'd say. The other thing is, we will also doing ER type of thing, I don't know how we say it in English, but like we would go...there are car accidents, and we would go there and pick up the people. And yeah, we did a couple of ones where...once we went for somebody who committed suicide to pick 'em up. Naber: Wow. Nicolas Draca: so it's a, I mean a, you guys can go a little bit on it to give you an idea, but the, you arrive there and the person tried to, cut is they yeah. And yeah, but, but survived it. And so it was really a weird kind of set up because you arrived, you don't know the person, so you're completely disconnected. whereas there's a lot of drama going on around the seminary. You come here and you just try to do your job and then you have those weird part of the story where actually, which we have to do is to chase a cat with trying to leak the blog. We're story, but we ended up running in the k frame to chase that cat was trying to lead all the blog. yeah. Yeah. It's just kind of weird setup slash weird experience and we had many of those, which I'm not sure I want to share. Naber: Oh Wow. That's an amazing short story. You walked into a storm on a bottle and you have to write into the bottle every single time. Yeah. Yup, Yup, Yep, Yup, Yup. Wow. That is, that's probably the most interesting answer I've gotten to that question. That's a really good answer. Nicolas Draca: It says a, it was a unique experience actually. I a I still remember that, that job and I think I got lucky to get that job for a couple of months, a few years. And yeah. Do you find a lot? I think where I am today. Naber: Very cool. Wow. You always learned something really interesting about somebody. You have these types of conversations, so you're in Strasburg, driving ambulances, working at restaurants, being, being, being, being a average, probably not average. You're probably overselling the average part of it. But, so then you're making decisions about where you want to go to school for university. how, what's the decision you make at that point? And tell us, walk us through, your decision around school. After, after high school Nicolas Draca: I started, I had the chance of a started coding when I was young, like 11 year old. I'm 46 today, so 11 mean like in 84. at that time, you do not have access to computer, but we were lucky that intermediate school, we had computer. I think there was somebody who was passionate about it, was able to get a couple of computer for us. And so I'd have passion for it. Then decided quickly to move into computer science. I'm a major, and then got my bachelor in computer science. And then, my idea was you're going to find this weird, I wanted to work in a golf. I played golf. I loved it. I taught my other job, my third job on the weekend. And super weird. So I interviewed for a golf school, to be in management. And at the same time I interview for interview for a business school, meaning to go through the process to be accepted and went for business school and went from my business school aftermy computer degree, the master in business and then, took my first job. Naber: Wow. Not In the Gulf company. Nicolas Draca: no, not a in a golf company. I still, I don't play actually anymore. but at that age, I don't know. And my parents were highly supportive. They're hey, you want to go? Even though you graduated for computer science, who went to be in the gold business? Go for it. so I had the oldest support up to me to make some decision, super happy about what happened. Naber: Nice. Cool. I wouldn't want to, I wouldn't want to compete with you on the links. I'm sure that you're much better than you're saying you right now. So let that, does that get us to GE Capital? Is that the first role out of school? Nicolas Draca: Yeah. Out of school. My first job was, a Sales guy at GE Capital. And here I was selling infrastructure, so laptop, desktop servers, printers applications, for a large company in the east of France. So that's what my first job and that's where I met. I started the same day somebody called a Duchenne. Why cool. Founded a pencil, later on with Naber: very cool. And so you were up, that's really interesting story. I'm sure we'll get to that in a second also. And you were obviously quite technical walking into that role. Was that really helpful walking in as with the quite technical mind to get into an account management slash Sales role at GE Capital and for it solutions? Nicolas Draca: Yeah, it was, it was a, it wasn't nice to have actually two is not that complex. A, it was a new laptop computer, right? Yeah. To have a passion for it. So I had a passion for it, but not treating immediate at that stage. like here was really hardcore Sales. It was my first job, in back in the day you would start, there was no internet then I'm going to speak like an old guy. So actually you had the yellow pages. That's what I remember. And I was pretty shy. Like you have to remember that the, why am I in trail? Good question. and on a on day one, I get the yellow pages, which is not the best way to onboard somebody and say, hey, good luck and go and try to sell. And I had the number of to deliver on. Nicolas Draca: the story is as well as the on friends factors actually what is happening in inferences. Sometimes they do a writing test where they analyze how you write. I think it tell them that country, I'm not sure. Yeah. Long Story Short, I started day one and then my boss come to see me and saying, hey, they just finished on an icing your the way you're right and we cannot keep you because more or less a summary, you get a report, three pages on the report. and the reports say you're a loser and you will never be able to handle pressure, and grow in your career. So are, you're going to have to leave tonight, and you can not stay. And I'm what? So it came back pretty upset to meet with the VP of Sales of GE. Nicolas Draca: Excellent. its in Paris and then hey, that, that's not how it's gonna play out. Right. You were first from a legal standpoint, you're not allowed to do that. Number two, it's highly, disrespectful to onboard needs to get started to two and then decide after day one based on how I write. I agree with that. My writing is terrible, but then decide who I am as a person. so I kept that, I kept the report, and I showed it to my kids later. I'm yes, that's what your dad was. That's where happened. So that was my first job, actually. They one I came back home. Naber: Well Nicolas Draca: I'm I'm I was already withmy wife. Naber: Yeah. Oh my gosh. so in a marathon you're not supposed to pre sprint from the start, but we are sprinting with good stories so far. This is hilarious and great. It's just excellent. So, what is the, what's the biggest thing you learned at GE Capital? And then we'll talk about your jump to CSC. Nicolas Draca: Yeah. So a g tactical here was, so, I learned what it cost to be on the first real job and being a Sales person, what it took and how to be a, leave you smart. And what I mean by that is how can you make your quota the fastest way possible. and here we add professional services on one end, which was like 30% margin. We had a infrastructure which was 5% margin. And of course my quota was based on a much more genuine would bring to the table and decided where as we were in a selling hardware emotion in the company, decided to do all of my business in services, and professional services, sorry. This is my learning is what is the fastestto achieving, to beating quota was the learning of spending a couple of years at GE. Naber: Yeah. Nice. That's great. Yeah. You've quoted a couple of times. whatever you're doing, somebody else's probably done it better than you. Don't reinvent the wheel, learn from others and be lazy, smarter. Yeah. I really liked that quote. And it's obviously something you can learn really early in your career. okay. Yeah, Nicolas Draca: I actually have the, it's a, it's a big, big one is a, it's trying to look and does, this is what I did unconsciously though looking around me and there was one Sales rep who was highly successful and one was working really hard but not like I was working like 14 hours a day, but not being as successful. So I loved that the successful one. And I tried to understand the dynamic of the deals then and learn from it, then cloned it. Naber: Nice. Excellent. Okay. So you're at GE Capital, you're learning a lot about what it's like to carry a bag, be a Sales person for the first time, you're making a jump to CSC. What did you make the jump to CSC, and what were you doing at that job? Nicolas Draca: Yes, so CSC, one of my friends was leading one of the team at CSC, Computer Science Corporation, it was in the outsourcing business and it was focusing on transformation. And transformation at CSC will assign hundred of millions of dollars of deals where they will start outsourcing both infrastructure and people, and moving them into CSC. And our friend was putting a team together to help him through this transformation phase. And so you will work on an account for like 6 to 12 months max. And your job would be as fast as possible to be able either from an infrastructure standpoint, from a people standpoint, from a process standpoint, to migrate to CSC. So here it opened up to all of Europe because all of those contracts where across Europe or across the world and more of an international angle to what I was doing before. Naber: Very good. Okay. And so you made that jump, and Program Manager. So day to day, what are you doing? Nicolas Draca: Yeah, day-to-day the way it would work is we would be in charge of projects, all of those transformation projects. And depending on the project we had lined up, or our goal would be to work with a set of people...I had a couple of project manager working for me, you will have infrastructure people, you will have architects, you will have procurement, and so on. And just being able to orchestrate and to coordinate all of it to deliver on time. So the way it would work is as part of the process before starting on anything, you would send a quote to your customers saying this is a how many hours I'm going to spend, and this is how much it's going to cost. So you just ship within the hours you're committed to. Naber: Are you creating that estimate or is someone else creating it and you're delivering on it? Nicolas Draca: No, I have to create that estimate. And it was like massive, like millions of dollars every time. So, it was the first time I worked on really, really large contracts, so pretty exciting. Naber: Yeah. Excellent. Okay. So you're at CSC, this is what you're doing day to day, and you are six and a half, seven years into your career at this point, your belt to make your first major entrepreneurial jump for Ipanto. Tell us about why you decided to start Ipanto, and the story for how it started, as well how you're ultimately acquired by Infoblox, which sounds like a great story. Nicolas Draca: Yeah. So what happened is...one of the projects we were managing - so I was still working with my friend Eric from GE, we went together to CSC - and one of the projects we were working on is IP address management. So what was happening is people were trying to find a way to manage their IP addresses on their network. And they were using spreadsheets, which seems surprising, but that was more or less the go-to. And if you think about it like every single device, like your laptop here, your printer, whatever, has an IP address. And as you can imagine pretty quickly, you can not keep up. If you have 5,000 employee, and I don't know 3-4 IP addresses per employee, you cannot manage IP addresses in a spreadsheet. Then we looked at it for a customer and realized, that there was only one company that was doing that as a software, and they were charging per active IP per year, and it was $1.50. And with the explosion of IP addresses, we looked at it and were like, oh man, we have to create a company. So we started looking what other competitors were doing on the side, and at some point decided to create our own company...We had hired...So what we're doing is more or less, we stayed at CSC as consultants. So we work for them. So our daytime job was CSC. Our nighttime job was building our company, which many people do. So it was all bootstrapped and it took us like a couple of years to get an MVP and we started closing customers. And we did a decent job I think on the Marketing side, we did a decent job on our footprint where people believed we were a large company. With Skype you could open...we had, not fake, but we had numbers in Australia - a phone number in Australia, we have numbers in the US - phone numbers. So, as we had global reach, we will send quote like across the globe, and we would time our email to look like we were in the region. We also created a set of names, so I had multiple names. I was Shawn, the product manager. I was Nicolas, the CMO. I was also John, from support. And so emails we're going out, and we automated all of it, to make you believe that we were a large organization, but to ensure that people could engage with us through support, which we call customer success today. Or through the product team, saying hey, what do you think about the solution? And so on and so on. So, yeah, that's what we did. Naber: So you're effectively like the equivalent of a chatbot with all of your names, and you are your own follow the sun model, as in like you did everything probably 24 hours during the day. How many people did you eventually have a on the team? Nicolas Draca: So we went up to 10 employees, mostly engineers. So we build a small engineering team in Strasbourg. And then we had that rule, as a Sales leader you would appreciate it, and this was coming from my father. So my father, had a rule for a Sales rep that if you go to Paris at that time, you need to have three meetings a day. If you travel three meetings a day. We applied the same rule at the European level. So if we had people pinging us from any country, and we were able to secure a free meetings a day, we'll go and we'll take a flight. So we went to Dubai multiple times. We went to Saudi Arabia. We went to Turkey. Meaning that's where inbound was coming from. Was it rational in terms of like weighted pipeline and how much money we would make, it was not, we did not have that experience. What is it efficient in term of meetings? Yes, it was. And then we were having long meetings and we built partnerships across most of the Europe, which was pretty cool at that time, and got us to meet some great prospects. And then at some point, we decided...two things happened. I'm going to get you to Infoblox. One is...I don't know for what reason actually, I can not recall...we decided to raise funding. And the plan was, with my associate, he said, hey, you know what, you're going to go to the valley, and you're going to meet with VC. And I never met with VC before, nor have I ever put a business plan together the way a VC in the valley would expect it. So, one of the leaders in the space, Infoblox, just raised 20 million at that point. We send an email through some connection, and we end up with like 20 meetings in one week. I'm like, rule of 3, works. Jump on a plane. And I went there alone, when I think about it, it's pretty, I don't know if it was stupid, but it was interesting. Went there alone with my deck, seven slides. And my first meeting, I think it was Accel, I end up with like five people in the room, like partners. Tell me about your company and so on. I go through the meeting, I explained what I could explain. Was pretty weak on the finance side of the deck, which was the last part of the deck, focusing more on the customers we had, and the dynamic of the business, and the size of the market. But more or less, I did one meeting after the other like this. We didn't raise any funding, to be clear. Somebody told us unless I can call you at 11 first to have lunch together, we're not gonna work together...But we learn a ton through the process. We started discovering how people think here. How do they see the world? How do they manage their businesses? And actually, on the last two or three meetings, people just starting giving us advice, which I highly respect the US for...anybody, like trying to grow a company or be an entrepreneur in general. And people are really nice and friendly to give us advice about what we should do next, and how we should think about our business...And in parallel what we did is we ended up working on a deal with a company called PG&E. So coming from France, I have no bloody clue who PG&E was. It's not that I haven't done my homework, but we had all that inbound and we were just...And so we ended up in final on PG&E against a company called Infoblox. And we didn't win, whereas we had the support from the engineering team. And then Infoblox reach out to us getting really upset just starting to see us in deals, incuding that large PG&E deal. And the BD person, as well as the GM for Europe, Karl, ping'd us and said, I need to meet you. I need to spend time with you. I need to understand who you are. And this is where the initial discussion started. Naber: Wow. Really interesting. Someone to reach out to directly from Infoblox and said, we need to meet you. Were you pretty guarded with those conversations? Did you feel like it was a com-partnership, or did you feel like it was more like them kind of feeling you out as competition? Nicolas Draca: Yes. So we already had another competitor in the space who approached us, and our first feedback was we're not going to talk to. Like, we don't want to talk to you. And Karl, Karl changed our life somehow. We saw him at a show, and he's like, I want to see your product, like, show me, show me, show me. And we're nah, dude, we don't want to, we already had this. It happened two weeks ago. We were again pretty young, and we're like, no way, we're not showing you your product. That's not going to happen. Screw that. And then he pushed again and got the VP of Marketing and the VP of Sales to ping us and they say, hey, you know what we're going to do? Actually we're going to fly to Santa Clara. And you're going to come and present, and we're going to sign an NDA, pay for your travel, and everything. And at that point we're like, okay, again the rule of a couple of meetings, let's go to the valley. And then based on our learnings, meeting with all the VC in the valley, we were really set up for success in the meeting we would have there - understanding how they think, understanding how they approach things, and being able to engage in the right way through all the meetings. So it ended up being a successful week. There was really a good fit between their team and our team. They really love our technology and loved the way we were working. And then we quickly within a few months closed the deal, sold the company, and moved everybody in California, the engineers, and so on. Naber: Wow. That's great. You've been a part of...you were required Infoblox at Ipanto, you had Talentoday that you're an investor in who was acquired by Medix in 2018, you've been a part of multiple IPO businesses. Do you have any advice for people going through that acquisition process, especially as a founder, especially as a Senior leader on the exec team? Nicolas Draca: I think when when you go for that process you need to be...so a couple of things. One, we were pretty clear that based on our skillset, and based on our capacity to raise funding, we could not grow the company more. Okay. It didn't end up being a large company, it was a small startup, but we were aware and self aware that hey, we reached our limit. And so we decided to go on the path to...It's not like a week before Infoblox ping'd us we were like, we're going to sell. Like I think we built and designed the company for six months with a path to sell the company. So that was one. There was no ego involved on this one - that was the second one. And number three goes back to what you want to do as part of that opportunity. Right? You as a leader, do you want to be part of the adventure still? Or, I'm going to sell and stay six months and go. For us, again, we were clear we wanted to sell. We still believe in our product, and we wanted to push it and get that product / solution successful and growing, becoming the leader on IP address management. That's what our dream. And we executed on it. The last piece is of course, culture fit, or the fit with the team that are going to acquire you. Pretty often what you see, you get acquired and then everybody disappears, right? And you're not even sure your product is gonna survive that acquisition. And here for us it was really, really important that, we would get on well with the people that are acquiring us, that we were clear that we would be part of the adventure moving forward, and we could still execute on our vision to lead or yeah, to own IP address management, which was what we were doing. And this is what we did. Naber: Nice. Excellent. It's a really good segue into Infoblox and you building the Demand Marketing function there. So as someone that went through an acquisition, you're founder or co-founder of the company going into that new company, tell us about what you were doing at Infoblox. And can you give it to us from the perspective of someone who just got acquired? Because someone that is thinking of their business with an exit strategy, it might be good for them to also hear it from a lens of, we were acquired and this was what it was like in the aftermath or the afterlife in the new company. Nicolas Draca: Yeah. So first we were acquired. It took us some time to understand that...it was by a smart team. We did not realize - we just moved to the Bay, we had no sense of the dynamic here. It took me like a couple of years actually. I understood they were smart, but those people, it was their 4th IPO. They we're trying to go to their next IPO, they've done three of them. I was like, cool, what is an IPO? Congratulations. But the quality of talent that they assemble and the success they had in the past, I think just facilitated the vision of how we would work together. But again, this we didn't know about, right. I learned it later. But quickly, we agreed...We had a bonus structure based on revenue of our company, revenue of our product, sorry. And what happened, and I think you're going to love that one. So, Ipanto the IP address management product, was a highly successful lead gen product. Why? Because replace your spreadsheet to manage IP addresses was something everybody would understand and would get excited about, versus the other products that Infoblox that had at the end of the day are not that sexy, and actually you're competing with free. So it was kind of a Trojan horse. And the Sales strategy, which I didn't know, was to use our product to enter into accounts, to start a discussion. But the goal is to sell the other products. Naber: You're the land. Nicolas Draca: Yeah, I'm the land play, but on the discussion, not even selling it. And I got pretty quickly upset about it because again, we had with my buddy a vision that we wanted to lead IP address management, and they were using our leads just to do that, which is to land a discussion. And the piece you're gonna like is what I'm going to tell you now, is at some point this was also channel business. Okay. And they were not managing all the leads. And I found a channel partner to take over all the leads. So I went to see the Head of Sales, and I'm like, Hey, your team doesn't seem that excited. I have a bonus tied to it. And we went to execute on the vision, it's all good - and I was like, Director in that company, Director of Demand Gen, I was a nobody - and I'm like, I'm going to move over all the leads to that channel partner, and actually I'm going to Seattle to train them next week. Okay. And at that point, my boss, the VP, Marketing came andsaid hey, we are we going to have a timeout - like, you have to stop. And I'm like, why?...We understand you have a bonus tied to everything. We're going to pay your bonuses, we're good. And we are going to stick back to our strategy. But I think they did appreciate the commitment and the passion around that, saying, hey that's cool. Now can you do what you do to the rest of the business, and not focus only on your world? Naber: Wow, really interesting. I mean you brought an entrepreneurial, founder mindset and you went in hot with an executive that's the Head of Sales. And that is not an easy thing to unlearn that mindset once you're running a startup, once you're a founder of a business, that is not an easy thing to unlearn when you go into a larger environments. I'm sure they really appreciated both the structure and method of the problem solving, as well like you said, the dedication to solving the problem, which is great. Nicolas Draca: Yeah. And it's not being a jerk as part of the process. What I say sometimes to my team...we were at some point, agreeing in our disagreement on the vision, and it's about having a discussion saying, Hey, this is the issue, the way I'm going to solve is okay, I'm gonna move on. And I think being able to have that level of discussion in a constructive way, and agreeing in your disagreement, is always a good thing to decide what to do next. Naber: Nice. Excellent. And I'm sure that'll play a little part of talking about some different pieces of your playbook a little bit here. So we're gonna jump from Infoblox into LinkedIn, Twilio, and HackerRank. Heavy hitting, awesome, really interesting hyper-growth organizations that you've joined at very different stages, and endured for very different stages. And you've just done such amazing things at these businesses. So why don't you talk about the jump into Linked, what you were doing at LinkedIn, maybe for a couple minutes. And then I'll pull up, I want to talk about a couple of what I know are your superpowers, as you're going through both that role...and you can jump into examples before you get to Twilio, before you get to HackerRank. But just jump into how you joined LinkedIn and what you did there. Nicolas Draca: Yeah. So when I joined LinkedIn, I focused initially on the Talent Solution business. It was before the IPO, again, I know you're pretty familiar with that business. And here if the goal was to build a Demand Gen engine to support that Talent Solution business. And if I recall it correctly, I'm not 100% sure about the number, I think our prior year the revenue was like 80 million. And I come, I think their Marketing team was like 30 people all together, reporting into Nick, and my team was like two people. And I look after two weeks, and I put a plan together, super proud of how fast I did my plan. You'll see what happened next. I go and meet with the CMO of LinkedIn, and I'm like, Hey, here it is. Here is my vision, this is how we are going to grow from...I'm going to build an organization to support $500M, from $80M. And he looks at me, and he's like, I like your plan. It's a good plan. It's not ambitious enough. And I say, what? I'm like, 80 to 500. He's like, yeah 10x. Like the rule at LinkedIn was like 10x always. And I'm like, what about 10x? He's like, year, you need to build a plan for to support a $billion because Talent Solutions is going to be our first billion dollar business. And I'm like, you're joking, right? He's like, no, no, I'm not. Can you please come back next week with an update on your plan? And I'm like, of course. So I go back to my cubicle work on my plan. Then he pings me, Hey, can you come to see me in my office the day after. I come to see him the day after in his office, he's like, Hey, I really liked your plan. This was Talent Solutions. It's like I just hired a lead on the Marketing side for Marketing Solutions, and I love for you to help her to build a Demand Gen engine again. And I'm like, what are you talking about? Yesterday you told me to go from 80 to a $billion, now you asked me to to focus on this. I'm like, I cannot do that, I have two people. He's like, nah, figure it out. And this is how is has been since day one. And this is where you learn the scaling muscle, hyper-growth muscle. More or less, I mean you've been through that journey, being on a high speed train and building the tracks at the same time, at scale. Naber: Yeah. Speed. The ultimate function of speed. Nicolas Draca: Speed. I think it's the ultimate function of, okay, speed and demanding excellence, which is a core value. Because whatever you're going to do as an experiment, if it's works, you're going to have to 10x that experiment. And 10x can mean the same thing you build in the US is going to have to work in Europe, in Australia, in Brazil, or it's going to have to scale across the organization, across all business lines. And when you are initially...I remember the first couple of months being exhausted. But not exhausted because I was working, I wasn't working 16 hours a day, not in like number of hours. It's the intensity of the meeting. Like in half an hour, and again you've been through that, you'll have a meeting in half an hour, and you come with a V1 of something, after half an hour you would be at V5. And if if you had to check your phone for two minutes during the meeting, you would be lost. Like if you did not follow the discussion, you're like what are you talking about? That's level to speed, yeah, you went back to it. Speed, demanding excellence, and all the core values of the company. Yeah, it was incredible. Naber: Amazing. Okay. So you're at LinkedIn and you're undoubtedly iterating on and building new pieces of your playbook. One of the things that you've talked about in a few different forums, you've been interviewed on this, you've been on stage talking about this, is your Four pillars of the Science of Marketing - Talent, Insights, Operations, and Lifecycle. What I'd love to do is start picking apart each one of those, because we're at LinkedIn now and I know you've developed quite a bit of muscle fiber putting together a lot of the playbook there, and then ultimately exercising it more and more, and iterating more and more at Twilio and HackerRank. Can you go through, the basics of those four pillars, and give us a little bit of sense for how your frameworks work within each of them. So maybe we can start with talent, and then move from there. Is that okay? Nicolas Draca: Yeah, of course. So talent is about, I mean it's number one. And it doesn't come from me, it comes from LinkedIn as the driving force for success. And it's something I learned at LinkedIn. I appreciated at Twilio, and I appreciate it even more at HackerRank. It's about how you're going to build your team, who you're going to hire, and how are they going to be able to scale, right? Not having any compromise on who you're going to hire. And the process we had, and I think it was across the company, but you can tell me, was when you hire somebody...So first we want to somebody for their current job or their job description, but we're hiring somebody for their capacity to grow, and scale, and be in a job two years from now... But when you are in a high growing startup, you never hire people for what they're going to do the next six months. That's not gonna work. And the number one thing is, people who will go through the interview process will decide who will test on what, but at the end of the day when we will regroup after talking to a candidate, 100% have to be a yes. I know it was the same on your end, I think. 100% have to be yes. Otherwise, we'll pass on the candidate. It doesn't mean the candidate was a bad candidate. The guy could be like super smart, super...it's just, it did not work. But two things that are really important. Number one is people knew that if the said no, there will be consequences, right? Meaning that person would not get hired, right? So you have to work with people who understand that. Number two is if somebody said no, you can go back, if you have one out of seven people saying no, you had the opportunity to get back to that person and say, Hey, you are the only no, just doing one last check that you are 100% no, because we're going to pass on this candidate. And the person has to be, I'm going to say smart to even maybe come back and say, hey actually let me re check my notes. Let me check that, and maybe I was wrong, which not many people are able to say. Or I was right, and I picked my my view...And I was wrong, I'm actually a yes, and let's move forward. So first is no compromise on hiring talent and spend the time between needed to find the right person. The other one is hiring is a full time job. And initially when you build a team, it's not the thing you're going to do at seven at night. You just want to block your calendar to just have that muscle, and spend the time partnering with your recruiter, looking yourself in your network, and so on. But it's a full time job. And then when you've done all that job of hiring, next step is onboarding and after it's nurturing, right? It's how you going to help people understand who they are as a professional, and what are they good at, what are they less good at, and it starts there. And what is the path for them to grow? It can be a year plan, a 2 year plan. Whatever it takes to ensure that you assembled the best team possible, a team that is going to collaborate. I think collaboration is at the heart of it. I think specifically in Marketing, I'm not going to talk about other organizations, but in Marketing you are the center of so many things that if you don't have like collaboration / communication skills, it's going to be a little bit hard to succeed. So that's one. The second one for me is demanding excellence. Demanding excellence across anything you do. And the third one is passion. Passion for your job. I can talk more about it, but I think when people ask me what do you look for in a candidate? I'm like, okay, you look for the skills and so on. I'm going to look for culture fit and passion. And both are going to be equally important. Naber: Yeah. Excellent. When you were going through these interviews...ABP always be pipelining, like you said, just building that muscle all the time. You're the CEO of the hiring process, you own the hiring process. As you're going through, and you're going through the interviews, what was the calibration exercise like after that? What were the nuts and bolts of that method you use to calibrate with the rest of the team after you were done with the interviews? Nicolas Draca: Yes. So they way it was working is, we do this today at HackerRank, we have something called job guidelines. When we agree what are the skill set that are needed for the job. And we defined the skillset and what we expect from them. And the same way I love to had passion for the company, passion for the job, which I have two different, which are different. And then I had culture, values as part of the scorecard. Okay. What we do is everybody has to...so there no like, oh yeah, I didn't have time to update, and I'm just sending you an email and this thing is going to be okay. No, everybody has to [complete] the scorecard. It is super important. At HackerRank, and depending upon your entry level, if it goes Director and above, actually the entire package goes to our CEO, he wants to review it. And it's really, really... Like if you don't have the package ready, he's not going to approve it. Like he's not even going to interview with the person. And if he's not part of the interview process, he's not gonna approve the package. That person would never get an offer and a reference. So it's pretty core. So we have alignment and discussion, a pre-interview process. Not for every interview, but when start a job search. And then what we do, which takes time, but it's worth it, when you interview a couple of candidates is that meeting debriefing session. I do believe that often the first two or three candidates you're going to bring on sight could be for calibration, calibrating the team. What is happening when you are going that path is you have many new hires, and you're going to have to understand their interview style, and what they value, and what they don't don't value. And I think those post interview meetings, meeting with the team of interviewers and just agreeing and - saying, hey, I he was strong of that, and somebody else saying, no, he was like super weak, and ensuring that everybody's on the same page on what we expect, and how we value those skills, is really, really important. So calibration on a couple of first candidates is my take. When you have a more junior team or a new team within the organization. Naber: Yeah, yeah, that makes sense. Your teams at such hyper growth businesses, those teams are always new, always getting used to the process. Also a smaller business, obviously always getting used to the new process. So as you're bringing people on board and you're onboarding them, do you have any couple of tactics you use to make sure you bring them onboard and starting to onboard them most effectively? Nicolas Draca: Yes. So actually took me time to find the right onboarding process. Of course you want to put that document together. That's what you then have to do. And I think that recently, I finally, found a good way to do it. And what is happening now is on my team when you start, you know on day one, it's already on your calendar actually when you start, there is day 30 - you have to present to the entire Marketing team. Naber: Very, very cool. Nicolas Draca: And what do you have to present? So we provide them a template. I'm a big template guy. And the template is... What is your job - you're familiar with that - in less than 15 words? What did you understand is your job? Less than 15 words. To execute your job, I have something called Relationship 15 - who are the 15 people for you to be successful? We can go deep on that. And list those people. You have five people which are for you to be successful, five for your team, and five for you to grow in your career. Then a stop, start, continue. And people are surprised by it. They're like, I just started. I'm like yeah, but I hired you based on your expertise. If you're super junior in your job, I'm sure you have a point of view on what we should Stop doing, Start doing, Continue doing. Naber: And fresh eyes. Fresh eyes. Nicolas Draca: Yes. And give your point of view. And it's just to empower people to say, tell me what you think. Like actually, I'd love to know what you think. And the last one is, what are you gonna achieve at the 60, and what do you plan to achieve at day 90? So this is a forcing function for many, many things to happen before the presentation. Because by doing that, by presenting this to the rest of the..So they presented the entire Marketing organization, to my entire team. And the goal is not like to boo them, and say this and that. That's no what it is about. It is about the person to be accountable for what they are going to do. Number two is to understand why they were hired for, and just set a high bar. Like not day one, but it's kind of like you're going to have to do that. And people realize that that presentation better be good. It just sets the bar for how they're going have to deliver and ship moving forward. And three is, for people in the team to understand who they are, and what they're going to do, what the new hire is going to do. So it solves a lot of things, and have those meetings & milestone day 30...Wherever I go next, I'll repeat that because I'm happy with it myself. Naber: It's in the infamous Nicolas Draca playbook. So there's so much to pick apart there. Two things I want to you to expand on just a little bit. One is, you talk about, what is your job? I think it's from Fred Kaufman's Conscious Business - 15 words to define it...That you talk about, and when looking at some of your content you've referenced that in the past. You talk also about how that as an exercise can be a good calibration and way of helping manage up within your job? Can you explain that a little bit? Nicolas Draca: Yeah. So what is happening, and it happened to me at the Twilio. I worked with somebody called Francois that I know really, really well. And it took us four months to be on the same page on what my job was. And you might find it silly, it's not silly. It's just that, you come as a new hire and you have a vision for what you want to do. And when it grows that fast, and it grows at that speed, you're going to have to be pretty, pretty clear about what you're going to do. And I think you have to be more clear about what you're not going to do. It's as important. And I think the key to it is being on the same page as your boss on what is your job? And we spend four months with Francois discussing it, where even on my one-on-one, I would bring it on a biweekly basis saying, hey, this is what I'm going to focus on. And I will get that feedback saying yes, but maybe. And I'm like, wow, we really have to get to the end of it. And the why of the discussion is pretty simple. One is, let's assume you do that. You decide by yourself and what your job is without agreement with your manager, meaning without sign-off and really being on the same page. After 12 months, you're going to do a 12 months review, and you're going to claim victory! You're going to think you're going to claim victory. You're gonna say, Hey, this is what I did. It is amazing. And the person is going to look at you and say, this is not what I expected from you. And you're like, what? I've been working my ass off building that team, shipping A, shipping B, shipping C, delivering here, moving that KPI. And if you replay it in your head, I'm sure it happens to many people in the past, where the person is looking at you saying, yeah, Nah, that's okay, congrats. And so you want to avoid that type of gap or misunderstanding on what you need to solve for. It's not only about your personal review, and progression in career, and everything, it's just about being sure that you tackle and address things that you were supposed to, in alignment with your boss. Because he or she may have other things to solve for, and they have a bigger vision, they have information you don't have, that needs to be to be solved when thinking about the overall strategy - which you could miss a piece. I had another boss at LinkedIn, it was the same like Nick, where I'm kind of intense, and I move fast, and I love to do things, an so on. And I close on the topic in a meeting, and two weeks later he would come back and say, what about that? And in my head I'm like, I don't understand. We already talked about that. I thought we we closed on it. And then you need to - listening is a big, big thing - pause, listen, and say, okay, it looks like I missed it. And the goal for you is not to push it and just repeat what you need two weeks ago, it's more to clarify and say, okay, what is the gap? What is the issue? And what do you expect from me? And you will see that, and I've seen it multiple times...Where people, and I do it the same with my team...If I have something bugging me, I'm like how can you solve that? And they're yeah, of course. And then they don't do it. And two weeks after I'm going to come back to it because I had it top of mind for me. I'm like, what is the progress on that? And they look at me like, what are you talking about? And so I think driving that alignment, managing up...It's more about aligning than managing-up I think, and setting up expectation, is key to success in a collaborative relationship. Naber: Nice. Excellent. And one more quick side note on that. You had mentioned, so thinking about managing stakeholders, and we'll get to that in a second here. But managing close stakeholders in your close sphere - managing up, managing sideways, and managing down. You talk about this also it has an application to managing sideways and managing your stakeholders, correct? Can you explain that a little bit? Nicolas Draca: Yeah, yeah. thanks for that, I forgot to mention it. Yeah, good catch. Yeah...So by being clear on what is your job... So first you're clear with yourself, which is a good starting point and this is where you want to start. You have managing up, and then again when you're in a company growing that fast, everybody has priorities, everybody has work to do. And you want, and I ask my teams do that when engaging on projects, when asking for bandwidth, and time from somebody else on your team or not on your team, you want to explain every time the why. Okay, you want to spend time and say, hey, actually I'd love for you to spend time with me, or allocate x hours of your time to my initiative. And let me explain the why and impact it's going to have. It's kind of a Sales pitch internal, it is a sales pitch. And to ensure that that person is going to focus more time with you that they would on another project. And I think explaining clearly the why, and what is your job is part of it, people will appreciate it. And if they disagree, or if they don't understand, just pause, put yourself in their shoes, try to understand what they have to solve for, what are the issues they have and why they're not getting it, and spend the right amount of time on that. When you build a a big Initiative, large initiative, you want to ensure that people are inspired by the project you're trying to lead and push. And I think this will help one, you get successful, two, people understand why they should spend time on it, and three, deliver and ship at scale. Naber: Excellent. Thank you for that. Really good tips and insight. And then the last one I want to talk about within Second last thing I wanna talk about within talent. You mentioned the Relationship 15. Can you explain a little bit more about that? You kind of grazed over it, but I do think it's important. So the five, five, five, can you explain a little bit more about that? Nicolas Draca: Yeah. So, what we do here is we try to get a sense and invite people, I invite people on my team or I do this across the company, also sometimes I did it here at HackerRank...Is can you please list...And I invite everybody to do that. It's always an interesting exercise...who are the five people for you to be successful personally, that work in our company. Then who are the five people for your team - and the team can be the team you belong to within Marketing... - to be successful? And who are the five people to help you grow in your career. Okay. And all of these people are mutually exclusive. So they are like 15 different people, right? And afterwards you do a 2x2, everybody loves a 2x2. One is connective tissue - low versus high. And the other one is core versus strategic. And you put the 15 names in that 2x2. It's up to you to decide on low versus high and connective tissue. Connective tissue doesn't mean that you need to talk to them on a daily basis. Okay, let me be clear. But it means that if you contact them, or you send them an email, they would reply to that email and make time available for you. So when you do that, people came to come to a realization most of the time that they have gaps. The first they are sometimes unclear about who should be those people. They realize that they have gaps. They realize that, hey, actually those 10 people within the company, they don't know what my job is, and these are the people you should interact with and explain because they are key to your success. They'd better know what you're solving for. And then as people put together a plan to say specifically, there is a gap on the not in your company for you to grow. And they put together a plan saying, Hey, I need to force myself to go to user groups, to conferences, and make friends, or get to start knowing people and learn from them to be able to grow. Again, it goes back from the assumption...Meaning in my day to day life, when when I work on a project, if it's a big initiative, one of the first thing I will do is I will ping between five and 10 of my friends saying, Hey, I'm thinking about that. That's how I would like to do it. What's your thought? What's your 2 cents? And I can tell you like within a day I get everybody's feedback. I listen to feedback. That's really important. That's another part is just not asking for feedback for the sake of it and process it, package it, and get your idea from V1 to V5 or V10, and learn from it. Naber: Nice. Excellent. That's great. Okay. let's stop into, so we talked about talent, talk about hiring, onboarding, talked a little bit about about developing a dart, developing that talent as well. Understanding them as people where they want to go. from a, from a development perspective, let's hop into insights. you've talked about, moving from data to intelligence and you also have talked about smart data versus, not just big data. Explain the insights pillar to your, of your science, of Marketing pillars. Nicolas Draca: Yeah. So on the Marketing side today we are, we are lucky because we have more and more data. We have data for everything. There is no lag of a, of metrics. on, on one end we're lucky on the other end it's overwhelming. and why? Because there's too much data and now you can spend your days and just looking at spreadsheets to everybody and a, as far as they know, you don't need a business by just looking at spreadsheet. All right? 12 hours a day. So here are the eight year is first based on your priorities and everything. I come from the science of Marketing. it's to be able to, and dishpan how are you going to measure success early on? and maybe the first time you do it, you don't have the right number. But I invite everybody to try it. Nicolas Draca: And they're, I'm pick a number. and maybe their first quarter is to test your capacity to deliver up to that number, but what you wanted a success as to being controlled and then descend the dynamic of how you're going to get there. And w w when you are able to do that, the first time, then you'd be able, you're going to be able to build on it and become, become better. But I believe for that, for whatever you do in general, there is a measure of success that you can apply. and you should apply that measure of success, learn from it. My framework all the time is I have a high KPI and then I have free metrics reporting that KPI. I know I'm saying conceptual than meaning is there so many, as I mentioned, you could apply and when you have these under control and when this is working and you are able to predict, okay. Plus minus 10% what you're doing, it's to move to the next level. And being able to leverage meaning machine learning, data science, depending on the, on the team you have, if you have good Ascentis working for you to be a model is a big drewhich is to predict capacity of people to buy or to predict something unless at the time predict capacity of a customer too to buy your product. Naber: Yeah. Excellent. And when someone has very little data or limited data, what's the mindset that they should have as they're getting started doing that? Nicolas Draca: Yeah, so I think they are. so I don't, so first most of the time of people I have the data,and why? Because you have historical data and so the feedback everybody's gonna share is oh yeah, but they stopped. I'm yeah, okay. But it's still really, that's it. And so every time I build something, I'm going to go like hardcore Demand gen here. You're okay, well many SQL Sales qualified qualifying today, deliver next quarter. And I invite people, I'm like back and they're it's sex. I'm yeah, I got that part. Look back, it doesn't matter. And try to make a guess about how many and then try to define a target for yourself and you show you the next quarter and how many you want to deliver and you will, you will learn. So that's one. because looking at historical data, you always add something to learn. Nicolas Draca: There is no perfect data and nobody, no marketer will tell you like you have the best data in the world. So, you just have to put your ego aside and just process of past data to try to understand what's going on. Or you can look at benchmark. of course, they are, there is no lack of website with benchmark data. I think as a core, you should look at historical data. And my guiding principle here is you just want to become better quarter of a quarter, right? If your number was 50, the way you want it to become 60, like something higher and let's these 10%, that's how I look at it. And you need to take into consideration the cycle that it wouldn't take you like three to six months, which is okay to understand it and to be able to grow it. Success all the time is being in control. Agasomething I learned in many companies is you can miss something like the word assist mess and not being in control and not understanding the why. If you're in control, it's a great starting point for you to become better at what you do. Naber: Nice. I love that. That's great quote. You can put that on a, put that on a license plate, put that on a, on a tattoo, something like that. So two more pieces I want to talk about with an insights. one is, I mean, I don't know if people know this about you. You have six U s patents. I mean that's, that's ridiculous. So one of those patents that comes from the use of data insights and moving back against an account based Marketing model, yeah, you've gone from a data to intelligence and applied that to how can I impact revenue as much as possible. Can you talk a little bit about, your account based Marketing thought process structure, the mindset? yeah, but let's start there. Nicolas Draca: Yes. So on the ABM you want me to talk about the patents, like what we did, how did we get there? Okay. so what we do, I go back to the talent buckets that we ensure that we spend 20% of our time experimenting, always. and why is because we live in a world where things are changing fast. and whatever you did and whatever failed six months ago doesn't mean it's going to fail today. So we, we build a culture, all empowerment where you can succeed or fail. And actually if you fail, it's okay. As long as you know why? that's why we go back to, yeah. You need to know why you need to be in control. And so by doing that, there are some experiments that are going to fail and and died and some other that are going to be highly successful. Nicolas Draca: And here we were working with a teon the Sales op side, data science side and business insights. Okay. We'd love to predict propensity of an account to buy. And what we did initially, we started on a a on a Friday putting on a whiteboard. Like how would we score an account? And and today everybody in Sales and Marketing you the framework, your called decision, a demon waterfall. And that demon wonderful framework as a little bit of an issue is there's not yet you move from it lead a contact I mentioned to an account I mentioned. So more or less he does not really connect because in a perfect 12 you want to do a funnel, which is a full account funnel from Marketing qualified accounts. That's where the new concept of the time up to your SQL and close one business. So looking at this, we're okay, we need to identify, defined something called working quantified accounts. Nicolas Draca: I think we called it ais. I count into our score. Initially the idea was to say, okay, let's look at all the contacts associated to the account, their level of engagement, and do kind of a weighted nps average on how, the account score should be. I'm geeking out a little bit, but as you can see, it started more with a brainstorming with somebody on my team called fat and saying, Hey, how should we think about that? And then explaining the why as a vision, partnering with Sales operation, partnering with a data fence theme and some of the tewe assembled this team saying, okay, this looks pretty cool. let's put some science behind it. what we did is what started an experiment, ended up being a success because it was one of the dimensioned core to how we will plan into account or location or account follow up. Nicolas Draca: moving forward, at LinkedIn and with all the support of the company. We went through the patent process and after I think, I'm sure, you also when on the product side, where people looked at it and maybe integrated it in their algorithm. I'm not sure about that. I don't know what they did with it, but, that it was a great story. There's a, an experiment on a Friday afternoon discussion culture of hey, let's push it to the next level, see if it works. Partnering with people who could operation and being able to put it together. Naber: Yeah, the common, yeah, that's what I was thinking. The combination of collaboration, cross stakeholder management, cross stakeholder partnerships and projects that you had to work on in order to get that done. Plus it's the vision that you had in order to get that done. It was, it was really impressive. so, one more, one more thing I want to talk about around data. Let's pull it up a level and we're going to talk about stakeholder relationships for
In just 23mins, learn from Jennifer Schulze, Head of Product and Demand Marketing at Baker Hughes (a GE company), about: - How AI has transformed demand generation in recent years - The importance of “buyer-centricity” in B2B marketing - Whether marketing complexity will get easier in 2019
This episode of Silicon Harbor Radio features Neil Mammele, Director of Demand Marketing for Plansource. Neil joins us to discuss the growth of Plansource’s Charleston office and share his experiences integrating into the Charleston Technology and Entrepreneur community. The Tech Life with host Rich Conte together with Silicon Harbor Magazine bring you Silicon Harbor Radio; news and interviews from the Technology, Creative and Entrepreneur communities in Charleston, SC.
45 minuter bara om inbound. Först en rapport från Hubspots enorma konferens Inbound. Sen ställer vi frågan om Hubspot har råd med inbound marketing. Har du? Sist beskriver vi ett bättre sätt att göra inbound: Demand Marketing.
Unique amongst his peers, CEO Jeremy Bloom was a professional athlete. I don't believe there's another leader in our space that was a Hall-of-Fame inductee, three-time world champion, two-time Olympian and eleven-time World Cup gold medalist. Jeremy was an All-American at the University of Colorado and a 5th round draft pick to the Philadelphia Eagles. He also played for the Pittsburgh Steelers. He shares how his upbringing and attitude led to his competitive success, entrepreneurial success, and managerial style of leadership. Integrate made the news of recent, by tripling revenue, continuing a history of being cashflow positive, and building an investment team that consists of some of the largest names in the MarTech industry - including Scott Dorsey, Reggie Bradford, Dan Springer, and David Karnstedt. Integrate is a cloud-based, customer generation platform that utilizes artificial intelligence to score and predict sales opportunities. They orchestrate the entire top of the funnel and are expanding their platform into display advertising as well. Special Guest: Jeremy Bloom.
In this episode we talk to Marcy Shinder, Global Chief Marketing Officer at WorkMarket.
For over two decades Doug Sechrist, Vice President of Demand Marketing at Infusionsoft, has setup some of the best Demand Generation and Marketing Operations teams at firms including Zantaz, Taleo, Eloqua/Oracle, Five9, and now Infusionsoft. He's won awards for lead nurturing, sales and marketing alignment, and even a 2010 award for most creative marketing campaign. Even more impressive is his track record for driving growth and revenue from within marketing. In short, Doug has the recipes for what works, and what doesn’t, and shares them in this episode. Doug’s 3 core priorities for setting up Demand Generation Teams Should telemarketing be managed by Sales or Marketing? Doug’s approach on investing in MarTech Tools and the importance of failing fast Doug’s blueprint for setting up a modern marketing “Demand Factory” What’s working in demand generation these days and his innovative “Subscriber Model” for content publishing
RENEE Warren, is the CEO and co-founder of Onboardly, a Demand Marketing agency, that works with funded technology startups that have a product their customers love. A self-proclaimed ‘geek in stilettos’, Renée helps brands gain authority, visibility and establish their executive or founding team as experts in their industry. She is an advisor at ZeroFootPrint, is a founding member of Bee Media (now Adcentricity), and is a regular contributor to BetaKit, SocialFresh and the SocialCMO.
© 2020-2025 Ivy Podcast Discovery LLC
