openview podcasts

Episode Summary In this episode of OnBase, Kyle Lacy discusses strategies for achieving cross-functional alignment between sales, marketing, and other teams. He identifies the main B2B marketing challenge as aligning these groups around common metrics and goals, emphasizing the need for documented processes and a shared revenue model. Kyle stresses the importance of marketing demonstrating its contribution to sales outcomes, not just brand-building. He also shares insights on leveraging AI tools while cautioning against replacing human sales roles. Overall, Kyle provides practical advice for B2B marketers seeking to improve cross-functional alignment and drive business growth. About the guest Kyle has spent the last 17 years building, scaling, failing, and winning in high-growth software. He's currently serving the Jellyfish team as their CMO, and before joining the Jellyfish “bloom,” he had the pleasure of building a company called Lessonly. He has also been fortunate to lead teams at Seismic, OpenView, Salesforce, and ExactTarget. But most importantly, he is the father to two wonderful boys, an energetic dog, and one too many books on World War II. Connect with Kyle Lacy Key takeaways - Cross-functional alignment: Success in sales and marketing hinges on aligning around shared performance metrics e.g., pipeline, revenue) and fostering collaboration across teams. - Focus on key numbers: Misalignment often occurs when sales and marketing teams aren't tracking the same metrics. Agreement on crucial numbers is vital for achieving alignment. - Sales and marketing collaboration: Understanding the sales model, including pipeline coverage and quota attainment, is critical for marketers to contribute effectively to revenue. - Importance of brand: While brand building is essential, it must always tie back to measurable business results like pipeline and bookings. - AI in marketing: AI is useful as an assistant for research, content creation, and data analysis, but it's not yet capable of fully replacing human tasks, especially in prospecting. - Engaging content: Effective case studies and white papers should focus on clear ROI data rather than just promotional content, making them more engaging and useful for prospects. - Documentation and process: Having a well-documented process and alignment on definitions like MQLs) helps prevent confusion and misalignment between teams. - Marketing's goal: The ultimate purpose of marketing is to help sales close deals, and success is determined by contributions to pipeline and quota. Quotes "Nobody cares about your brand campaign if your sales team hits 40% quota attainment." "If you're not aligned with the sales leader and not looking at the same numbers, eventually it's going to break." Recommended Resource Books "Elon Musk" by Walter Isaacson: Kyle recommends this biography for its insights into the mindset of innovators with extreme urgency and ambition. Newsletters Ultra Successful by Dr. Julie Gurner: A paid newsletter Kyle highly recommends. He praises Dr. Gurner for her brilliant insights, noting that it's one of the few newsletters he subscribes to. ⁠Connect with Kyle Lacy⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow us on LinkedIn ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Website

Prioritizing Working Less, And Making a Bigger Impact (ft. Margaret Kelsey)

Shifting Priorities

Play Episode Listen Later Oct 22, 2024 50:25

We're back with the first episode of our second season of Shifting Priorities. This time, we're talking to Margaret Kelsey. Margaret is the Founder of TatCo and Co-host of Don't Say Content.Previously, she worked for companies like OpenView, Appcues, and InVision.In this week's episode, Margaret and I tackle important topics, including...Starting your own business and prioritizing working less but taking on more impactful projectsThe importance of being authentic and relatable with your team while still holding strong emotional boundariesHow to price out your services to ensure you're making more than enough to live comfortablyWhy more women need to remember to be gentle with themselves, and how to do soPlus, there's a little update from me about what I've been up to these last seven months.

founders starting prioritizing working less invision bigger impact openview projectsthe appcues

What's So Great About The 'Pee Pee Tee Pee' (and other important advice) | Kyle Lacy (Dad of 2, Jellyfish)

Startup Dad

Play Episode Listen Later Sep 12, 2024 57:57

Kyle Lacy is the Chief Marketing Officer of Jellyfish—a platform that helps developers make data-backed decisions on resource investments. Across two decades he has built companies like Lessonly, Openview, Salesforce and ExactTarget. He's also a husband and the father of two kids. In our conversation today we discussed:* Managing work, life and parenting appropriately* Handling stress across the different facets of your life* Dispelling the myth about separation of ‘church and state' between family and work* Learning how to put your kids before yourself* The role of nature vs. nurture in parenting* The most important invention ever - the pee pee teepee* How most parenting advice is complete crap—Where to find Kyle Lacy* LinkedIn: https://www.linkedin.com/in/kylelacy* X: https://x.com/kyleplacyWhere to find Adam Fishman* FishmanAF Newsletter: www.FishmanAFNewsletter.com* LinkedIn: https://www.linkedin.com/in/adamjfishman/* Instagram: https://www.instagram.com/startupdadpod/—In this episode, we cover:[1:33] Welcome[2:10] Kyle's Professional background[4:26] What life was like growing up[6:12] Siblings[6:24] Do your siblings have give you parenting advice?[6:53] His family now and how he met his wife?[9:06] Are his kids back to school?[10:59] Decision to start a family[12:34] Work/life balance[15:27] Support network[17:23] Separation of “church and state”[19:58] Earliest memory after becoming a father?[22:43] Dads and emotions[24:11] Putting kids before yourself[26:37] Surprising aspect of fatherhood[28:18] Advice for younger Kyle?[29:55] Advice to ignore?[31:29] Fav book to read to kids[32:14] Nature vs. Nurture[33:27] Parenting frameworks[35:29] How Kyle's parenting style evolved[38:02] Did parenting change you as a manager?[40:53] When do he and his partner not align[44:02] Kid's relationship to tech[47:42] Mistake as a father?[48:33] Follow along[50:11] Rapid fire—Show references:Jellyfish:https://jellyfish.co/ExactTarget (now Salesforce): https://www.salesforce.com/Lessonly (now Seismic): https://seismic.com/lessonly/OpenView: https://openviewpartners.com/Sam Richard LI: https://www.linkedin.com/in/sam-crowell-richard/Sam Richar Twitter: @SamCRichardSpokane, Washington: https://www.visittheusa.com/destination/spokaneIndianapolis, Indiana: https://www.visittheusa.com/destination/indianapolisAnderson University: https://andersonuniversity.edu/Twitter Marketing for Dummies: https://www.amazon.com/Twitter-Marketing-Dummies-Kyle-Lacy/dp/0470930578Branding Yourself: How to Use Social Media to Invent or Reinvent Yourselfby Erik Deckers & Kyle Lacy: https://www.amazon.com/Branding-Yourself-Social-Reinvent-Biz-Tech/dp/0789749726CodeSweep (now HCL Software): https://www.hcl-software.com/appscan/products/appscan-codesweepFacebook: https://www.facebook.com/Orange Theory: https://www.orangetheory.com/en-usGreenlight: https://greenlight.com/Linda Flanagan Episode: youtube.com/watch?v=YLqEX8lZeFIPee pee tee pee: https://www.amazon.com/Peepee-Teepee-Sprinkling-WeeWee-Cellophane/dp/B000NM3DFYWhat to Expect When You're Expecting: https://www.amazon.com/What-Expect-When-Youre-Expecting/dp/0761187480Boston, MA: https://www.boston.gov/Calvin & Hobbes: https://www.amazon.com/Complete-Calvin-Hobbes-Bill-Watterson/dp/1449433251Dogman: https://pilkey.com/series/dog-manGemstone Dragons: https://www.samanthamclark.com/gemstone-dragons/Diary of a Wimpy Kid: https://wimpykid.com/Big Nate: https://www.amazon.com/Lincoln-Popularity-Nothing-Possibly-Strikes/dp/0062968610Crocs: https://www.crocs.com/Jibbitz: https://www.crocs.com/c/jibbitzJosh & Carla's Episode: youtube.com/watch?v=YiaE6ZmaOIQNew Balance white shoes: https://www.newbalance.com/men/shoes/all-shoes/Nike: https://www.nike.com/Bush's beans: https://www.bushbeans.com/en_US/The Anxious Generation: How the Great Rewiring of Childhood Is Causing an Epidemic of Mental Illness by Jonathan Haidt: https://www.amazon.com/Anxious-Generation-Rewiring-Childhood-Epidemic/dp/B0C9N2L56X/Apple Vision pro: https://www.apple.com/apple-vision-pro/Tesla: https://www.tesla.com/iPad: https://www.apple.com/ipad/YouTube: https://www.youtube.com/Diaper Genie: https://diapergenie.com/Colts: https://www.colts.com/Corvette: https://www.chevrolet.com/upcoming-vehicles/2025-corvette-zr1Pink Fong: https://www.pinkfong.com/en/Baby Shark: https://www.youtube.com/channel/UCNVE4szbMrOZk9IheX8vHbQHome Alone: https://www.imdb.com/title/tt0099785/Gettysburg: https://www.imdb.com/title/tt0107007/—For sponsorship inquiries email: podcast@fishmana.com.For Startup Dad Merch: www.startupdadshop.com Production support for Startup Dad is provided by Tommy Harron at http://www.armaziproductions.com/ This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit startupdadpod.substack.com

Ultimate Guide to Community-Led Growth with Kyle Poyar, OpenView

Traction

Play Episode Listen Later May 22, 2024 50:06

On this episode, Kyle Poyar, Operating Partner at OpenView, delves into the transformative power of community-led growth and its impact on businesses. Kyle shares his expertise on how companies can effectively engage with their users to drive sustainable growth and build strong brands.Specifically, Kyle discusses:- The importance of understanding the needs and pain points of your audience.- How to leverage existing communities for faster results.- The role of community in creating a new category, as demonstrated by HubSpot's inbound marketing.- The significance of connecting users with peers to share best practices.- Strategies for amplifying the voices of thought leaders within the community.- The benefits of community-driven support for user activation and value realization.- How community engagement can drive top-of-funnel growth and reduce customer acquisition costs.- The dual role of community members in sharing experiences and learning from others.- The impact of community on overall business metrics and functions.- Effective ways to build a trusted voice within existing communities.Resources Mentioned:Kyle Poyar's Growth Unhinged Community - https://www.growthunhinged.com/Kyle Poyar - https://www.linkedin.com/in/kyle-poyar/OpenView - https://openviewpartners.com/Lloyed Lobo's Book: “From Grassroots to Greatness” - https://FromGrassrootsToGreatness.comThis episode is brought to you by:Leverage community-led growth to skyrocket your business. “From Grassroots to Greatness” by author Lloyed Lobo will help you master 13 game-changing rules from some of the most iconic brands in the world — like Apple, Atlassian, CrossFit, Harley-Davidson, HubSpot, Red Bull and many more — to attract superfans of your own that will propel you to new heights. Grab your copy today at FromGrassrootsToGreatness.com.Each year the US and Canadian governments provide more than $20 billion in R&D tax credits and innovation incentives to fund businesses. But the application process is cumbersome, prone to costly audits, and receiving the money can take as long as 16 months. Boast automates this process, enabling companies to get more money faster without the paperwork and audit risk. We don't get paid until you do! Find out if you qualify today at https://Boast.AI.Launch Academy is one of the top global tech hubs for international entrepreneurs and a designated organization for Canada's Startup Visa. Since 2012, Launch has worked with more than 6,000 entrepreneurs from over 100 countries, of which 300 have grown their startups to seed and Series A stage and raised over $2 billion in funding. To learn more about Launch's programs or the Canadian Startup Visa, visit https://LaunchAcademy.ca.Content Allies helps B2B companies build revenue-generating podcasts. We recommend them to any B2B company that is looking to launch or streamline its podcast production. Learn more at https://contentallies.com.#product #marketing #innovation #startup #generativeai #AI

Avoiding the 'Feature Factory' Trap with Partho Ghosh

Innovation Talks

Play Episode Listen Later May 14, 2024 37:05

Partho Ghosh is a customer-centered, data-informed product executive and GM who specializes in B2B SaaS, MarTech, product-led growth, and creating measurable product processes that lead to efficient growth and market fit. He is the VP and Product & General Manager at SecurityScoreCard, the global leader in cybersecurity ratings, response, and resilience. He also serves as an advisor for OpenView, through which he advises on product-led growth. Before working at SecurityScoreCard, Partho served as a general manager for Hootsuite. Partho holds a Bachelor's of Business Administration, Business Management from British Columbia Institute of Technology. Partho joins me today to explore the “feature factory” trap and how having a clear product management lifecycle can help avoid it. He emphasizes the importance of future thinking in product management decisions, even when dealing with short-term revenue goals. He outlines his philosophy on product management and the “Build, Measure, Learn” principle. Partho also highlights the value of having a data-informed mindset and offers advice to product managers seeking leadership support. “I've always used ‘feature factory' in a negative connotation, but that might be unfair if you're a scaling start-up. Founders need revenue growth, profitability, and to make ends meet.” - Partho Ghosh This week on Innovation Talks: ● Partho's background as a business analyst, his transition into product management, and diving into B2B SaaS ● The challenges of testing and validating the effectiveness of a free-to-sales motion in the self-serve space ● The importance of future-thinking in product management decisions ● Navigating organizational changes and cultural shifts ● Careers as marathons and the evolving nature of the professional journey ● The need for continuous learning in product management ● Embracing generative AI and how customer expectations around AI have changed ● The transformative nature of technological advancements ● Partho's product development process and lifecycle ● The “Build, Measure, and Learn” philosophy ● The value of rooting decisions in data and why companies need to invest in analytics capabilities ● Experimentation beyond split testing ● Overcoming challenges in measurement and learning ● Allocating resources to data analysis and promoting a data-informed mindset ● The crucial role and challenges of collaboration within a product team Resources Mentioned: ● Miro (https://miro.com/) ● Figma (https://www.figma.com/downloads/) ● Book: Testing Business Ideas: A Field Guide for Rapid Experimentation (The Strategyzer Series) (https://www.amazon.com/Rapid-Testing-Business-Ideas-Customer/dp/1119551447/ref=sr_1_2?crid=32ZCY4ZR9BKM4&keywords=Testing+Business+Ideas&qid=1700008593&sprefix=testing+business+ideas%2Caps%2C261&sr=8-2) by David J. Bland and Alexander Osterwalder Connect with Partho Ghosh: ● SecurityScorecard (https://securityscorecard.com/) ● SecurityScorecard on LinkedIn (https://www.linkedin.com/company/security-scorecard/) ● SecurityScorecard on Instagram (https://www.instagram.com/securityscorecard) ● SecurityScorecard on Facebook (https://www.facebook.com/SecScorecard/) ● SecurityScorecard on Twitter (https://twitter.com/security_score) ● Partho Ghosh on LinkedIn (https://www.linkedin.com/in/productpartho/) This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts (https://podcasts.apple.com/us/podcast/innovation-talks/id1555857396) | TuneIn (https://tunein.com/podcasts/Technology-Podcasts/Innovation-Talks-p1412337/) | GooglePlay (https://www.google.com/podcasts?feed=aHR0cHM6Ly9mZWVkcy5ibHVicnJ5LmNvbS9mZWVkcy8xNDY1ODg1LnhtbA) | Stitcher (https://www.stitcher.com/s?fid=614195) | Spotify (https://open.spotify.com/show/1dX5b8tWI29YbgeMwZF5Uh) | iHeart (https://www.iheart.com/podcast/263-innovation-talks-82985745/) | Amazon (https://music.amazon.com/podcasts/6e12f112-fdc6-499e-be27-bcdd18505859/innovation-talks) Be sure to connect with us on Facebook (https://www.facebook.com/SopheonCorp/) , Twitter (https://twitter.com/sopheon) , and LinkedIn (https://www.linkedin.com/company/sopheon/) , and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com (https://www.sopheon.com/) and click here (https://info.sopheon.com/subscribe) .

Bloody nose for MultiChoice in sports fight with eMedia; Constitutional Court's landmark ruling a feat for Capitec vs Sars

The Money Show

Play Episode Listen Later Apr 15, 2024 83:07

Duncan McLeod, the founder and editor of Techcentral, joins host Bruce Whitfield to examine the interim relief granted to eMedia by the Competition Tribunal in its dispute with MultiChoice regarding sublicensed sports on Openview. The Constitutional Court's pivotal ruling in favour of Capitec Bank on VAT recovery from irrecoverable loans clarifies the VAT act's interpretation, providing banking sector certainty. This decision's implications will ripple through tax authorities and vendors as they adapt to the court's principles. Charles De Wet, Tax Executive at ENSAfrica explains the nuances… Watch enthusiast Adriaan Rootman, talks about his love for timepieces and how he makes a living from selling them. Rootman's fascination with watches began as a child witnessing how his father treated his own wristwatch. He details how he was able to turn his passion into a business…See omnystudio.com/listener for privacy information.

nose bloody ruling sars landmark vat constitutional court openview multichoice capitec bruce whitfield techcentral duncan mcleod emedia

175. Liz Christo - A-Game: Uniting Authenticity, Accountability, Autonomy, and Alignment

R.O.G. Return on Generosity

Play Episode Listen Later Apr 9, 2024 32:45

“You have to give without the expectation of return…you can be pointing your time in the right direction, but it is not a give and take. So much of what is asked of you, or where you choose to give, should be done without any expectations.” Liz Christo is a Partner at Stage 2 Capital where she partners with Dan Heck to back early stage entrepreneurs in their journey to build generational software businesses. Liz spent the last 6 years at OpenView Venture Partners. She joined OpenView in 2016 to lead the Expansion Platform and build out the post-investment consulting team, was elevated to Partner and joined the Investment Committee in 2017, and ultimately led the Investment team with a focus on developing the systems, processes and team to identify and win the best expansion stage software deals. Prior to joining OpenView, Liz spent a decade as an operator. Her experience spans sales operations, account management and inside sales. As the AVP of Worldwide Business Development at NetSuite, she launched and scaled NetSuite's BDR team to a 170-person global organization. Liz is an avid reader, amateur chef and spends as much time as she can outside in Vermont with her husband Drew and dog Bear. R.O.G. Takeaway Tips: The treasure of time and how are we investing that treasure? Be generous with your time and have boundaries. Invest in self-care. Think about the culture you're creating and what is the value of working here? How are we attracting talent and retaining talent? Have clarity of your values and how they are celebrated. Give without the expectation of return. Resources: Liz Christo, Stage 2 Liz Christo of Stage 2 Capital shares how your go-to-market strategy should shift during a recession How to build and scale your RevOps team with Liz Christo Sales Nerds Live! From IC to VC: Getting Ahead as a Woman In Sales Where to find R.O.G. Podcast: R.O.G on YouTube R.O.G on Apple Podcasts R.O.G on Spotify How diverse is your network? N.D.I. Network Diversity Index What is your Generosity Style? Generosity Quiz Credits: Liz Christo, Sheep Jam Productions, Host Shannon Cassidy, Bridge Between, Inc. Coming Next: Please join us next week, Episode 176, with Shannon Cassidy for a Generous Leadership Coaching Tip.

Christopher Nolan: B2B Marketing Lessons from the Oscar-Winning Director of Oppenheimer with Jellyfish CMO Kyle Lacy

Remarkable Marketing

Play Episode Listen Later Apr 2, 2024 46:00

Director Christopher Nolan once said:“You have to do something that really excites you. It's the things that you can bring to what you're doing that maybe not everyone else is doing. That's what's going to distinguish the thing.”That's the energy we're taking into this episode of Remarkable. Guided by our guest this week, Jellyfish CMO Kyle Lacy, we're taking marketing lessons from the Oscar-winning director, Christopher Nolan. Together, we talk about mastering each channel, building the day-to-day life of your buyer into your content, and much more.About our guest, Kyle LacyKyle Lacy is CMO at engineering management platform Jellyfish, the pioneer Engineering Management Platform that enables engineering leaders to align engineering work with strategic business objectives. There, he helps engineering leaders translate and maximize the business impact of their teams. Kyle has 17 years of experience in high-growth software. Prior to joining Jellyfish in November 2022, Kyle served as CMO of Lessonly. He has also led marketing at Seismic, OpenView, Salesforce and ExactTarget. He is a published author of three books: Twitter Marketing for Dummies, Branding Yourself, and Social CRM for Dummies. He is a marketing and digital trends speaker, having spoken at marketing and technology industry events around the world on content marketing, collaborative consumption, email marketing, technology trends, and more. He has been recognized as one of Indiana's Forty-under-40 by the Indianapolis Business Journal, Anderson University's Young Alumni of the Year and TechPoint's Young Professional of the Year. But most importantly, he says, he's the father of two boys, an energetic dog, and one too many books on World War II.What B2B Companies Can Learn From Christopher Nolan:Master each channel. Reach a deep understanding of what your audience wants and needs from each channel and create content for it. Kyle says once you've mastered the channels, “you can start creating brand content that is more creative and entertainment oriented and more about the human that's buying the product, not necessarily the product itself.” It's like how Christopher Nolan has mastered fiction with Memento and Inception and non-fiction with Dunkirk and Oppenheimer. He understands what viewers of each genre are looking for and creates content specifically for them.Build the day-to-day life of the buyer into your marketing. Include different storylines and details in your content so that it shows an understanding of your audience and their lived experience. The more your content clicks with them, the more they'll remember your brand when they're ready to buy. Kyle says, “We sell to an engineering leader. There are 500 other things that that engineering leader is dealing with on a day to day basis that might not necessarily pertain to our product, but does lead to exuberance, stress, productivity…the Amazon package being late for his daughter's birthday present. So how do we build more of the day in the life of the buyer into our content? It's the human element that's the most interesting part of marketing.”Quotes*”When you've mastered your craft and you understand the minute technical details that make it enjoyable, whether that's marketing or producing a movie, you can make decisions and take risks because you understand what the impact will be because you've spent so much time obsessing over it. ” - Kyle Lacy*”Christopher Nolan got very lucky that he has a brother that's a very good screenwriter. But he also understands how to surround himself with people that are very good at what they do. And I think part of being a manager - and it doesn't even have to be marketing - is that you have to find the people that truly love their craft and are good at what they do so that the end product, no matter what it is, is the best that you could possibly do.” - Kyle Lacy*”Anybody can tune into a podcast about leadership values. And what does it take to be a great manager? Like there's 500 of them because it's easier to do. It's harder to do what we're doing right now. Y'all prepped for a Christopher Nolan-slash-CMO interview. But it's interesting, right? And that's why people like to be on it. That's why people listen to it. And that's, I think, this idea of illogical marketing, right? Like the more illogical you can be, the more creative it is and the more people enjoy it. It's just hard to grasp for a lot of marketers.” - Kyle Lacy*”I think the nuance Is how you balance the extremely illogical podcast, weird direct mails, lego building sets, all the stuff that I think surprises and delights people with the other things that might not be as fun and creative but drive business value. And that's where I would love to tell you that there's a framework you should follow. But it's, what is enjoyable to the customer? How do you understand that they like it, whether that's an increase in listeners or shares, or you got more people wanting to be interviewed? And then it's that you're hitting the numbers that you put in front of the board, and that's ultimately the value.” - Kyle Lacy*”You kill creativity when you try to apply too much ROI to a project. Doesn't mean you shouldn't track it, doesn't mean there shouldn't be ROI. But you sit down with a creative team and say, ‘Hey, let's think about how many downloads we can get or how much pipeline this thing is going to drive. And they just glaze over. Good creatives glaze over because you're not starting with the most important thing, which is the experience that thing is driving. You can work back, you can figure out the business impact of the thing. And it really depends on the piece of content, right? Like a playbook is going to be different than a podcast. But I'd like to start with the experience and then back into the business impact because I think it just has more value and people are more creative when you start with the experience.” - Kyle LacyTime Stamps[0:55] Meet Kyle Lacy, CMO at Jellyfish[2:51] Exploring Christopher Nolan's Storytelling Techniques[4:45] The Art of Making Complex Narratives Work[7:31] Christopher Nolan's Unique Approach to Filmmaking[10:14] Applying Nolan's Strategies to B2B Marketing[17:47] Drawing Parallels Between Nolan's Work and Marketing[18:52] Mastering Different Storytelling Formats[21:32] The Human Element in Marketing and Filmmaking[23:51] Exploring the Camera as a Character in Marketing[24:59] The Human Element: The Core of Marketing and Storytelling[26:26] Christopher Nolan's Mastery of Objects in Storytelling[28:04] Marketing Lessons from Nolan's Use of Totems[29:32] The Power of Mascots and Brand Identity[31:33] Creative Choices in Filmmaking: The Case of Bane's Voice[39:17] The Challenge of Balancing Creativity and Business Goals[43:58] Advice for other CMOsLinksConnect with Kyle on LinkedInLearn more about JellyfishAbout Remarkable!Remarkable! is created by the team at Caspian Studios, the premier B2B Podcast-as-a-Service company. Caspian creates both non-fiction and fiction series for B2B companies. If you want a fiction series check out our new offering - The Business Thriller - Hollywood style storytelling for B2B. Learn more at CaspianStudios.com. In today's episode, you heard from Ian Faison (CEO of Caspian Studios) and Meredith Gooderham (Senior Producer). Remarkable was produced this week by Jess Avellino, mixed by Scott Goodrich, and our theme song is “Solomon” by FALAK. Create something remarkable. Rise above the noise.

OpenAI fires back at Musk, and Monzo raises a megaround

Equity

Play Episode Listen Later Mar 6, 2024 11:08

This is our Wednesday show, focused on startup and venture capital news that matters. If you are a founder or an investor, this one is for you!Here's the day's rundown:OpenAI fires back at Musk: In the wake of a lawsuit from former backer Elon Musk, OpenAI is bringing receipts and an argument that Musk wanted to run the company's for-profit arm. Hard to argue against something that you wanted to run, yeah?Monzo raises megaround: Monzo's latest round is proof that the worst of the fintech slump is behind us.All eyes on Ema: With $25 million and a launch from stealth, Ema's work to bring AI to the enterprise is notable. But in such a crowded market, are many startups aiming too high on the stack?Accenture buys Udacity: The former unicorn's final resting place is not what it had dreamed of before, but this deal does bring welcome liquidity to at least one venture-backed startup.A climate boost? An upcoming regulatory choice could unlock a massive wave of demand for carbon-tracking startups.And the latest from OpenView: The Information reports that OpenView is returning most of its latest fund to backers. A weird and slightly sad final chapter for the firm.For episode transcripts and more, head to Equity's Simplecast website.Equity drops at 7 a.m. PT every Monday, Wednesday and Friday, so subscribe to us on Apple Podcasts, Overcast, Spotify and all the casts. TechCrunch also has a great show on crypto, a show that interviews founders and more! Credits: Equity is hosted by TechCrunch's Alex Wilhelm and Mary Ann Azevedo. We are produced by Theresa Loconsolo with editing by Kell. Bryce Durbin is our Illustrator. We'd also like to thank the audience development team and Henry Pickavet, who manages TechCrunch audio products.

Foundry is shutting down in slow motion

Equity

Play Episode Listen Later Feb 16, 2024 31:30

On today's news round up, Alex, Mary Ann and Karyne are looking at:Deals of the Week: Rasa's $30 million Series C had our tongues wagging. The startup is building finservice-focused conversational AI tools. Karyne wanted to talk about the latest round at the intersection of AI and crypto, while Alex wanted to riff on Hippo Harvest's $21 million round for indoor robot farming.Venture capital's year of transition: After OpenView called it quits, and Countdown Capital returned funds to LPs it became clear that venture is evolving. New news that Foundry is not going to raise another fund after its current $500 million vehicle added another name to our roster of venture firms that are taking a different direction in the future.YC's new call for startups: Well-known startup accelerator Y Combinator has a new request for startup list. Given the weight that YC carries in startup-land, we had to dig into what it's proposing. Though we're a little skeptical of the near-term impact of spatial computing, the other updates made good sense to our minds.We'll be back on Monday!For episode transcripts and more, head to Equity's Simplecast website.Equity drops at 7 a.m. PT every Monday, Wednesday and Friday, so subscribe to us on Apple Podcasts, Overcast, Spotify and all the casts. TechCrunch also has a great show on crypto, a show that interviews founders and more! Credits: Equity is hosted by TechCrunch's Alex Wilhelm and Mary Ann Azevedo. We are produced by Theresa Loconsolo with editing by Kell. Bryce Durbin is our Illustrator. We'd also like to thank the audience development team and Henry Pickavet, who manages TechCrunch audio products.

What Marketers Need To Understand About Strategy with Margaret Kelsey (OpenView, Appcues, & InVision) - Episode #142

Kenny Soto's Digital Marketing Podcast

Play Episode Listen Later Jan 17, 2024 49:08

Margaret has spent the last decade building scalable, effective marketing programs—and teams—for B2B SaaS companies like OpenView, Appcues, and InVision. She now advises founders on how to do the same. She also co-hosts a weekly podcast called "Don't Say Content" with Devin Bramhall. Questions and topics we covered include: Why Margaret took the plunge to become a soloprenuer? Her recommendations for where to upskill as a marketer The characteristics of high-performing marketing teams? Why marketing teams need to have fun to thrive. The importance of knowing the differences between “Shared Language” and Institutional Knowledge… The key questions individual contributors should be asking their bosses to get a better understanding of company strategy… The skills Margaret would be learning this year if she had to start her career now… Why founder-led marketing still works, regardless of company size… How to think about “playbooks”… What are the major pitfalls that arise within the Head of Marketing and CEO relationship? Why is it important to have a focus on longer timelines as you move up the management ladder? Why strategy is supposed to take into account triaging “urgent” tasks… And more! Connect with Margaret on Linkedin- https://www.linkedin.com/in/margaret-kelsey-104abba/ Connect with me on LinkedIn - https://www.linkedin.com/in/kennysoto/ Here's Margaret's podcast if you want to get even more of her knowledge - https://www.dontsaycontent.com Want to learn the best ways you can produce and grow an effective podcast for your business in 2024? Check out https://www.brandpodcastsummit.com! On January 24th we're hosting The Brand Podcast Summit, a free-to-attend virtual event designed exclusively for marketers and comms people to succeed in podcasting in 2024. Speakers include Ann Handley, Rand Fishkin, podcast producers from NPR, the BBC, podcast growth pros, AI and automation experts…One attendee also has the chance to get $500's worth of podcast equipment! Shoutout to a previous guest of the show, Harry Morton, for sharing this. Past guests of The People of Digital Marketing include April Dunford, Amanda Goetz, Melissa Rosenthal, Bill Macaitis, Miruna Dragomir, Andrew Capland, Erik Newton, Andy Crestodina, Sarah Bedrick, Michael Wieder, Dan McGaw, Kathleen Booth, Foti Panagiotakopoulos, Tommy Walker, Lea Pica, Maya Grossman, Sara Pion, and more. Music for this podcast comes from www.davidcuttermusic.com

E14: Everything You Need to Know About Pricing Products

Run The Numbers

Play Episode Listen Later Jan 3, 2024 49:30

What's the right way to think about pricing your product? This is a difficult challenge for executives to nail down, and can make or break your company—that's why we brought on Kyle Poyar, Operating Partner at OpenView, to distill how to think about pricing the right way. If you're looking for an ERP platform, check out our sponsor, NetSuite: https://netsuite.com/metrics --- SPONSORS: NetSuite provides financial software for all your business needs. More than thirty-six thousand companies have already upgraded to NetSuite, gaining visibility and control over their financials, inventory, HR, eCommerce, and more. If you're looking for an ERP platform ✅ NetSuite: https://netsuite.com/metrics and defer payments of a FULL NetSuite implementation for six months. Tropic is the next-generation Procurement Platform that's helping modern CFOs take control of their budgets and bottom line. By combining approval workflows, supplier management, and pricing benchmarks all in one place, Tropic makes savings opportunities easy to find and act on.

psychology raising products ecommerce pricing negotiation erp cfos fp tropic netsuite operating partner plg openview

The Equity crew predicts we'll see a lot less VCs in 2024

Equity

Play Episode Listen Later Dec 29, 2023 26:17

It's time to brush the dust off of an Equity tradition that stretches back into the years: our predictions episode.As we try to do every year, we brought in a number of voices to ensure that we covered a good amount of ground. And, we went back and vetted our predictions from last year as well, in case you wanted to see how off we were!Who took part? Alex Wilhelm, Mary Ann Azevedo, Kirsten Korosec, and Becca Szkutak. The voices you heard the most on the podcast this year! (A big thanks to Theresa Loconsolo for getting the whole gang together!)We bucketed our predictions into a few categories, including startup trends, media, proptech, AI, and transport. Mary Ann expects venture to continue contracting in personnel terms, Alex wanted to talk about AI at the OS level, Becca had notes on media, and more.There are other themes mixed in as well, but find your headphones and get ready for some Hot Takes, yeah?That is a wrap on Equity in 2023. We recorded something around 150 episodes, racked up seven-figures worth of downloads, oodles of streams, and more. But most importantly, we got to spend time with you. Thank you, for being you. Hugs, and more soon!Connect with Equity on X and Threads @EquityPod, and keep up with all of TechCrunch's podcasts @TechCrunchPods on TikTok.For episode transcripts and more, head to Equity's Simplecast website.Equity drops at 7 a.m. PT every Monday, Wednesday and Friday, so subscribe to us on Apple Podcasts, Overcast, Spotify and all the casts. TechCrunch also has a great show on crypto, a show that interviews founders and more! Credits: Equity is hosted by Editor in Chief of TechCrunch+ Alex Wilhelm and TechCrunch Senior Reporter Mary Ann Azevedo. We are produced by Theresa Loconsolo with editing by Kell. Bryce Durbin is our Illustrator. We'd also like to thank the audience development team and Henry Pickavet, who manages TechCrunch audio products.

Confronting Misalignments with Higher Ups with Margaret Kelsey (OpenView, Appcues, InVision)

Delivering Value with Andrew Capland

Play Episode Listen Later Dec 12, 2023 47:55

It's stating the obvious but leadership is tricky. You've got to find a balance between creating space for open dialogue while also filtering how much you actually share.Margaret Kelsey, Founder and Marketing Advisor at TatCo, was forced to take a step back and look closely at her team culture when she got some very disheartening feedback during her time at Appcues. She quickly came to realize she'd created a toxic mini culture in her team by expressing frustration with the organization in an unproductive way.In this episode, Margaret shares some of her struggles in aligning her team with the larger company and getting buy-in from higher ups on their strategies. She also discusses how she's learning how to detangle her personal and work identities. Listen to discover how you can become more self-aware as a leader to lead teams effectively and continue being satisfied with your work.In this episode, you'll learn:1. As a leader, you need to be responsible about what messages you filter through to your team2. Every piece of feedback you receive is optional3. It's better to think of your company as a sports team rather than a familyThings to listen for:[11:14] Rethinking hustle culture[15:25] Filtering frustrations and leadership messages to your team[18:22] Navigating the challenge of misaligned values at work[28:49] Detangling your work and personal identity[32:01] Dealing with “Executive thrashing”[37:13] Leaning into your feelings rather than judging them[40:04] Building self-awareness as a leader[41:13] Setting boundaries and choosing what feedback to acceptResources:- Connect with Margaret on LinkedIn- Check out Margaret's podcast- Connect with Andrew on LinkedIn or Twitter- Learn more about Navattic- Learn more about Appcues

founders building navigating executives rethinking confronting leaning filtering invision openview marketing advisor appcues

Fundraising tips for GPs with Ashton Rosin of Lowercarbon Capital

Tank Talks

Play Episode Listen Later Dec 7, 2023 64:37

Capital formation, aka fundraising, is the unglamorous side of venture capital. Building a strategy and executing it is the reality for both emerging managers and established brands. Our guest today is Ashton Rosin, an Operating Partner and Head of Capital Formation at Lowercarbon Capital.Ashton shares her amazing journey working in the non-profit and NGO space in Washington DC before making a complete 180 and joining the fast-paced world of hedge funds as an IR manager. Ashton explains how her time working in investor relations at a hedge fund opened her eyes to how other asset classes were so far behind when it came to managing investor relationships and how the role at Lower Carbon came to be.Lastly, we get some tips and tricks for other emerging managers struggling to raise capital and how narrowing down your target list of LPs when fundraising is a better approach than spraying and praying. And John Ruffolo is back to dissect the week's news.About Ashton Rosin:Ashton Rosin is an Operating Partner and the Head of Capital Formation at Lowercarbon Capital where she leads the firm's partnerships with existing and future investors.Prior to Lowercarbon, Ashton was the Head of Investor Relations at Obvious Ventures where she led capital-raising efforts and built solutions for relationship management, including the ESG considerations of limited partners. She started her career in financial services leading investor relations at Clocktower Group, helping the firm to conceptualize and scale new offerings across the hedge fund and venture capital landscapes. Before her financial services career, Ashton spent her time advocating for international disability rights through her academic, policy, and direct service pursuits around the world. Ashton holds a BA in International Development and a minor in Disability Studies from UCLA. In this episode, we discuss:(1:22) Cohen and Ruffolo delve into Openview's unexpected pause in new investments and its potential causes.(2:26) Exploring the impact of possible key man clauses and layoffs at Openview.(4:10) Predictions about LPs' reactions to Openview's investment suspension.(5:37) The implications for founders backed by Openview are questioned.(7:18) Skepticism about Elon Musk's involvement in multiple businesses.(10:32) Ruffolo shares his views on Bitcoin and Ethereum's roles in investment.(14:00) Ashton recounts her journey from South Africa to the U.S. and her career shift to venture capital.(19:31) Describing her role evolution at Clocktower Group and learning in asset management.(25:10) Ashton discusses the significance of building strategic investor relationships in a climate-focused fund.(30:15) Challenges faced by emerging managers in diversifying their investor base.(36:49) The importance of personal branding for GPs in capital formation and engaging LPs.(40:56) Strategies for maintaining communication with LPs during fundraising gaps.(43:39) Insights on hiring a dedicated head of capital and the use of placement agents.(48:46) Emphasizing research for targeting prospective LPs and the benefits of networking in capital formation.Fast Favorites:*

6.9M 23andMe Users Hacked, VC in the Heartland, OpenView Shutdown

Venture Daily

Play Episode Listen Later Dec 6, 2023 12:33

Featured Guests: Michael Cortez, partner, YL Ventures | Chase Roberts, principal, Vertex Ventures Half of all 23andMe accounts, nearly 7 million, were affected by a hack back in October, venture investments are growing rapidly in middle America, and Boston venture firm OpenView may be shutting down as reports of large layoffs spread. Read our newsletter: https://venture-daily.beehiiv.com/subscribe

america shutdowns users hacked heartland 23andme openview

Chronosphere on Crafting a Cloud-Native Observability Strategy with Rachel Dines

Screaming in the Cloud

Play Episode Listen Later Nov 28, 2023 29:41

Rachel Dines, Head of Product and Technical Marketing at Chronosphere, joins Corey on Screaming in the Cloud to discuss why creating a cloud-native observability strategy is so critical, and the challenges that come with both defining and accomplishing that strategy to fit your current and future observability needs. Rachel explains how Chronosphere is taking an open-source approach to observability, and why it's more important than ever to acknowledge that the stakes and costs are much higher when it comes to observability in the cloud. About RachelRachel leads product and technical marketing for Chronosphere. Previously, Rachel wore lots of marketing hats at CloudHealth (acquired by VMware), and before that, she led product marketing for cloud-integrated storage at NetApp. She also spent many years as an analyst at Forrester Research. Outside of work, Rachel tries to keep up with her young son and hyper-active dog, and when she has time, enjoys crafting and eating out at local restaurants in Boston where she's based.Links Referenced: Chronosphere: https://chronosphere.io/ LinkedIn: https://www.linkedin.com/in/rdines/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Today's featured guest episode is brought to us by our friends at Chronosphere, and they have also brought us Rachel Dines, their Head of Product and Solutions Marketing. Rachel, great to talk to you again.Rachel: Hi, Corey. Yeah, great to talk to you, too.Corey: Watching your trajectory has been really interesting, just because starting off, when we first started, I guess, learning who each other were, you were working at CloudHealth which has since become VMware. And I was trying to figure out, huh, the cloud runs on money. How about that? It feels like it was a thousand years ago, but neither one of us is quite that old.Rachel: It does feel like several lifetimes ago. You were just this snarky guy with a few followers on Twitter, and I was trying to figure out what you were doing mucking around with my customers [laugh]. Then [laugh] we kind of both figured out what we're doing, right?Corey: So, speaking of that iterative process, today, you are at Chronosphere, which is an observability company. We would have called it a monitoring company five years ago, but now that's become an insult after the observability war dust has settled. So, I want to talk to you about something that I've been kicking around for a while because I feel like there's a gap somewhere. Let's say that I build a crappy web app—because all of my web apps inherently are crappy—and it makes money through some mystical form of alchemy. And I have a bunch of users, and I eventually realize, huh, I should probably have a better observability story than waiting for the phone to ring and a customer telling me it's broken.So, I start instrumenting various aspects of it that seem to make sense. Maybe I go too low level, like looking at all the discs on every server to tell me if they're getting full or not, like their ancient servers. Maybe I just have a Pingdom equivalent of is the website up enough to respond to a packet? And as I wind up experiencing different failure modes and getting yelled at by different constituencies—in my own career trajectory, my own boss—you start instrumenting for all those different kinds of breakages, you start aggregating the logs somewhere and the volume gets bigger and bigger with time. But it feels like it's sort of a reactive process as you stumble through that entire environment.And I know it's not just me because I've seen this unfold in similar ways in a bunch of different companies. It feels to me, very strongly, like it is something that happens to you, rather than something you set about from day one with a strategy in mind. What's your take on an effective way to think about strategy when it comes to observability?Rachel: You just nailed it. That's exactly the kind of progression that we so often see. And that's what I really was excited to talk with you about today—Corey: Oh, thank God. I was worried for a minute there that you'd be like, “What the hell are you talking about? Are you just, like, some sort of crap engineer?” And, “Yes, but it's mean of you to say it.” But yeah, what I'm trying to figure out is there some magic that I just was never connecting? Because it always feels like you're in trouble because the site's always broken, and oh, like, if the disk fills up, yeah, oh, now we're going to start monitoring to make sure the disk doesn't fill up. Then you wind up getting barraged with alerts, and no one wins, and it's an uncomfortable period of time.Rachel: Uncomfortable period of time. That is one very polite way to put it. I mean, I will say, it is very rare to find a company that actually sits down and thinks, “This is our observability strategy. This is what we want to get out of observability.” Like, you can think about a strategy and, like, the old school sense, and you know, as an industry analyst, so I'm going to have to go back to, like, my roots at Forrester with thinking about, like, the people, and the process, and the technology.But really what the bigger component here is like, what's the business impact? What do you want to get out of your observability platform? What are you trying to achieve? And a lot of the time, people have thought, “Oh, observability strategy. Great, I'm just going to buy a tool. That's it. Like, that's my strategy.”And I hate to bring it to you, but buying tools is not a strategy. I'm not going to say, like, buy this tool. I'm not even going to say, “Buy Chronosphere.” That's not a strategy. Well, you should buy Chronosphere. But that's not a strategy.Corey: Of course. I'm going to throw the money by the wheelbarrow at various observability vendors, and hope it solves my problem. But if that solved the problem—I've got to be direct—I've never spoken to those customers.Rachel: Exactly. I mean, that's why this space is such a great one to come in and be very disruptive in. And I think, back in the days when we were running in data centers, maybe even before virtual machines, you could probably get away with not having a monitoring strategy—I'm not going to call it observability; it's not we call the back then—you could get away with not having a strategy because what was the worst that was going to happen, right? It wasn't like there was a finite amount that your monitoring bill could be, there was a finite amount that your customer impact could be. Like, you're paying the penny slots, right?We're not on the penny slots anymore. We're in the $50 craps table, and it's Las Vegas, and if you lose the game, you're going to have to run down the street without your shirt. Like, the game and the stakes have changed, and we're still pretending like we're playing penny slots, and we're not anymore.Corey: That's a good way of framing it. I mean, I still remember some of my biggest observability challenges were building highly available rsyslog clusters so that you could bounce a member and not lose any log data because some of that was transactionally important. And we've gone beyond that to a stupendous degree, but it still feels like you don't wind up building this into the application from day one. More's the pity because if you did, and did that intelligently, that opens up a whole world of possibilities. I dream of that changing where one day, whenever you start to build an app, oh, and we just push the button and automatically instrument with OTel, so you instrument the thing once everywhere it makes sense to do it, and then you can do your vendor selection and what you said were decisions later in time. But these days, we're not there.Rachel: Well, I mean, and there's also the question of just the legacy environment and the tech debt. Even if you wanted to, the—actually I was having a beer yesterday with a friend who's a VP of Engineering, and he's got his new environment that they're building with observability instrumented from the start. How beautiful. They've got OTel, they're going to have tracing. And then he's got his legacy environment, which is a hot mess.So, you know, there's always going to be this bridge of the old and the new. But this was where it comes back to no matter where you're at, you can stop and think, like, “What are we doing and why?” What is the cost of this? And not just cost in dollars, which I know you and I could talk about very deeply for a long period of time, but like, the opportunity costs. Developers are working on stuff that they could be working on something that's more valuable.Or like the cost of making people work round the clock, trying to troubleshoot issues when there could be an easier way. So, I think it's like stepping back and thinking about cost in terms of dollar sense, time, opportunity, and then also impact, and starting to make some decisions about what you're going to do in the future that's different. Once again, you might be stuck with some legacy stuff that you can't really change that much, but [laugh] you got to be realistic about where you're at.Corey: I think that that is a… it's a hard lesson to be very direct, in that, companies need to learn it the hard way, for better or worse. Honestly, this is one of the things that I always noticed in startup land, where you had a whole bunch of, frankly, relatively early-career engineers in their early-20s, if not younger. But then the ops person was always significantly older because the thing you actually want to hear from your ops person, regardless of how you slice it, is, “Oh, yeah, I've seen this kind of problem before. Here's how we fixed it.” Or even better, “Here's the thing we're doing, and I know how that's going to become a problem. Let's fix it before it does.” It's the, “What are you buying by bringing that person in?” “Experience, mostly.”Rachel: Yeah, that's an interesting point you make, and it kind of leads me down this little bit of a side note, but a really interesting antipattern that I've been seeing in a lot of companies is that more seasoned ops person, they're the one who everyone calls when something goes wrong. Like, they're the one who, like, “Oh, my God, I don't know how to fix it. This is a big hairy problem,” I call that one ops person, or I call that very experienced person. That experience person then becomes this huge bottleneck into solving problems that people don't really—they might even be the only one who knows how to use the observability tool. So, if we can't find a way to democratize our observability tooling a little bit more so, like, just day-to-day engineers, like, more junior engineers, newer ones, people who are still ramping, can actually use the tool and be successful, we're going to have a big problem when these ops people walk out the door, maybe they retire, maybe they just get sick of it. We have these massive bottlenecks in organizations, whether it's ops or DevOps or whatever, that I see often exacerbated by observability tools. Just a side note.Corey: Yeah. On some level, it feels like a lot of these things can be fixed with tooling. And I'm not going to say that tools aren't important. You ever tried to implement observability by hand? It doesn't work. There have to be computers somewhere in the loop, if nothing else.And then it just seems to devolve into a giant swamp of different companies, doing different things, taking different approaches. And, on some level, whenever you read the marketing or hear the stories any of these companies tell you also to normalize it from translating from whatever marketing language they've got into something that comports with the reality of your own environment and seeing if they align. And that feels like it is so much easier said than done.Rachel: This is a noisy space, that is for sure. And you know, I think we could go out to ten people right now and ask those ten people to define observability, and we would come back with ten different definitions. And then if you throw a marketing person in the mix, right—guilty as charged, and I know you're a marketing person, too, Corey, so you got to take some of the blame—it gets mucky, right? But like I said a minute ago, the answer is not tools. Tools can be part of the strategy, but if you're just thinking, “I'm going to buy a tool and that's going to solve my problem,” you're going to end up like this company I was talking to recently that has 25 different observability tools.And not only do they have 25 different observability tools, what's worse is they have 25 different definitions for their SLOs and 25 different names for the same metric. And to be honest, it's just a mess. I'm not saying, like, go be Draconian and, you know, tell all the engineers, like, “You can only use this tool [unintelligible 00:10:34] use that tool,” you got to figure out this kind of balance of, like, hands-on, hands-off, you know? How much do you centralize, how much do you push and standardize? Otherwise, you end up with just a huge mess.Corey: On some level, it feels like it was easier back in the days of building it yourself with Nagios because there's only one answer, and it sucks, unless you want to start going down the world of HP OpenView. Which step one: hire a 50-person team to manage OpenView. Okay, that's not going to solve my problem either. So, let's get a little more specific. How does Chronosphere approach this?Because historically, when I've spoken to folks at Chronosphere, there isn't that much of a day one story, in that, “I'm going to build a crappy web app. Let's instrument it for Chronosphere.” There's a certain, “You must be at least this tall to ride,” implicit expectation built into the product just based upon its origins. And I'm not saying that doesn't make sense, but it also means there's really no such thing as a greenfield build out for you either.Rachel: Well, yes and no. I mean, I think there's no green fields out there because everyone's doing something for observability, or monitoring, or whatever you want to call it, right? Whether they've got Nagios, whether they've got the Dog, whether they've got something else in there, they have some way of introspecting their systems, right? So, one of the things that Chronosphere is built on, that I actually think this is part of something—a way you might think about building out an observability strategy as well, is this concept of control and open-source compatibility. So, we only can collect data via open-source standards. You have to send this data via Prometheus, via Open Telemetry, it could be older standards, like, you know, statsd, Graphite, but we don't have any proprietary instrumentation.And if I was making a recommendation to somebody building out their observability strategy right now, I would say open, open, open, all day long because that gives you a huge amount of flexibility in the future. Because guess what? You know, you might put together an observability strategy that seems like it makes sense for right now—actually, I was talking to a B2B SaaS company that told me that they made a choice a couple of years ago on an observability tool. It seemed like the right choice at the time. They were growing so fast, they very quickly realized it was a terrible choice.But now, it's going to be really hard for them to migrate because it's all based on proprietary standards. Now, of course, a few years ago, they didn't have the luxury of Open Telemetry and all of these, but now that we have this, we can use these to kind of future-proof our mistakes. So, that's one big area that, once again, both my recommendation and happens to be our approach at Chronosphere.Corey: I think that that's a fair way of viewing it. It's a constant challenge, too, just because increasingly—you mentioned the Dog earlier, for example—I will say that for years, I have been asked whether or not at The Duckbill Group, we look at Azure bills or GCP bills. Nope, we are pure AWS. Recently, we started to hear that same inquiry specifically around Datadog, to the point where it has become a board-level concern at very large companies. And that is a challenge, on some level.I don't deviate from my typical path of I fix AWS bills, and that's enough impossible problems for one lifetime, but there is a strong sense of you want to record as much as possible for a variety of excellent reasons, but there's an implicit cost to doing that, and in many cases, the cost of observability becomes a massive contributor to the overall cost. Netflix has said in talks before that they're effectively an observability company that also happens to stream movies, just because it takes so much effort, engineering, and raw computing resources in order to get that data do something actionable with it. It's a hard problem.Rachel: It's a huge problem, and it's a big part of why I work at Chronosphere, to be honest. Because when I was—you know, towards the tail end at my previous company in cloud cost management, I had a lot of customers coming to me saying, “Hey, when are you going to tackle our Dog or our New Relic or whatever?” Similar to the experience you're having now, Corey, this was happening to me three, four years ago. And I noticed that there is definitely a correlation between people who are having these really big challenges with their observability bills and people that were adopting, like Kubernetes, and microservices and cloud-native. And it was around that time that I met the Chronosphere team, which is exactly what we do, right? We focus on observability for these cloud-native environments where observability data just goes, like, wild.We see 10X 20X as much observability data and that's what's driving up these costs. And yeah, it is becoming a board-level concern. I mean, and coming back to the concept of strategy, like if observability is the second or third most expensive item in your engineering bill—like, obviously, cloud infrastructure, number one—number two and number three is probably observability. How can you not have a strategy for that? How can this be something the board asks you about, and you're like, “What are we trying to get out of this? What's our purpose?” “Uhhhh… troubleshooting?”Corey: Right because it turns into business metrics as well. It's not just about is the site up or not. There's a—like, one of the things that always drove me nuts not just in the observability space, but even in cloud costing is where, okay, your costs have gone up this week so you get a frowny face, or it's in red, like traffic light coloring. Cool, but for a lot of architectures and a lot of customers, that's because you're doing a lot more volume. That translates directly into increased revenues, increased things you care about. You don't have the position or the context to say, “That's good,” or, “That's bad.” It simply is. And you can start deriving business insight from that. And I think that is the real observability story that I think has largely gone untold at tech conferences, at least.Rachel: It's so right. I mean, spending more on something is not inherently bad if you're getting more value out of it. And it definitely a challenge on the cloud cost management side. “My costs are going up, but my revenue is going up a lot faster, so I'm okay.” And I think some of the plays, like you know, we put observability in this box of, like, it's for low-level troubleshooting, but really, if you step back and think about it, there's a lot of larger, bigger picture initiatives that observability can contribute to in an org, like digital transformation. I know that's a buzzword, but, like that is a legit thing that a lot of CTOs are out there thinking about. Like, how do we, you know, get out of the tech debt world, and how do we get into cloud-native?Maybe it's developer efficiency. God, there's a lot of people talking about developer efficiency. Last week at KubeCon, that was one of the big, big topics. I mean, and yeah, what [laugh] what about cost savings? To me, we've put observability in a smaller box, and it needs to bust out.And I see this also in our customer base, you know? Customers like DoorDash use observability, not just to look at their infrastructure and their applications, but also look at their business. At any given minute, they know how many Dashers are on the road, how many orders are being placed, cut by geos, down to the—actually down to the second, and they can use that to make decisions.Corey: This is one of those things that I always found a little strange coming from the world of running systems in large [unintelligible 00:17:28] environments to fixing AWS bills. There's nothing that even resembles a fast, reactive response in the world of AWS billing. You wind up with a runaway bill, they're going to resolve that over a period of weeks, on Seattle business hours. If you wind up spinning something up that creates a whole bunch of very expensive drivers behind your bill, it's going to take three days, in most cases, before that starts showing up anywhere that you can reasonably expect to get at it. The idea of near real time is a lie unless you want to start instrumenting everything that you're doing to trap the calls and then run cost extrapolation from there. That's hard to do.Observability is a very different story, where latencies start to matter, where being able to get leading indicators of certain events—be a technical or business—start to be very important. But it seems like it's so hard to wind up getting there from where most people are. Because I know we like to talk dismissively about the past, but let's face it, conference-ware is the stuff we're the proudest of. The reality is the burning dumpster of regret in our data centers that still also drives giant piles of revenue, so you can't turn it off, nor would you want to, but you feel bad about it as a result. It just feels like it's such a big leap.Rachel: It is a big leap. And I think the very first step I would say is trying to get to this point of clarity and being honest with yourself about where you're at and where you want to be. And sometimes not making a choice is a choice, right, as well. So, sticking with the status quo is making a choice. And so, like, as we get into things like the holiday season right now, and I know there's going to be people that are on-call 24/7 during the holidays, potentially, to keep something that's just duct-taped together barely up and running, I'm making a choice; you're make a choice to do that. So, I think that's like the first step is the kind of… at least acknowledging where you're at, where you want to be, and if you're not going to make a change, just understanding the cost and being realistic about it.Corey: Yeah, being realistic, I think, is one of the hardest challenges because it's easy to wind up going for the aspirational story of, “In the future when everything's great.” Like, “Okay, cool. I appreciate the need to plant that flag on the hill somewhere. What's the next step? What can we get done by the end of this week that materially improves us from where we started the week?” And I think that with the aspirational conference-ware stories, it's hard to break that down into things that are actionable, that don't feel like they're going to be an interminable slog across your entire existing environment.Rachel: No, I get it. And for things like, you know, instrumenting and adding tracing and adding OTEL, a lot of the time, the return that you get on that investment is… it's not quite like, “I put a dollar in, I get a dollar out,” I mean, something like tracing, you can't get to 60% instrumentation and get 60% of the value. You need to be able to get to, like, 80, 90%, and then you'll get a huge amount of value. So, it's sort of like you're trudging up this hill, you're charging up this hill, and then finally you get to the plateau, and it's beautiful. But that hill is steep, and it's long, and it's not pretty. And I don't know what to say other than there's a plateau near the top. And those companies that do this well really get a ton of value out of it. And that's the dream, that we want to help customers get up that hill. But yeah, I'm not going to lie, the hill can be steep.Corey: One thing that I find interesting is there's almost a bimodal distribution in companies that I talk to. On the one side, you have companies like, I don't know, a Chronosphere is a good example of this. Presumably you have a cloud bill somewhere and the majority of your cloud spend will be on what amounts to a single application, probably in your case called, I don't know, Chronosphere. It shares the name of the company. The other side of that distribution is the large enterprise conglomerates where they're spending, I don't know, $400 million a year on cloud, but their largest workload is 3 million bucks, and it's just a very long tail of a whole bunch of different workloads, applications, teams, et cetera.So, what I'm curious about from the Chronosphere perspective—or the product you have, not the ‘you' in this metaphor, which gets confusing—is, it feels easier to instrument a Chronosphere-like company that has a primary workload that is the massive driver of most things and get that instrumented and start getting an observability story around that than it does to try and go to a giant company and, “Okay, 1500 teams need to all implement this thing that are all going in different directions.” How do you see it playing out among your customer base, if that bimodal distribution holds up in your world?Rachel: It does and it doesn't. So, first of all, for a lot of our customers, we often start with metrics. And starting with metrics means Prometheus. And Prometheus has hundreds of exporters. It is basically built into Kubernetes. So, if you're running Kubernetes, getting Prometheus metrics out, actually not a very big lift. So, we find that we start with Prometheus, we start with getting metrics in, and we can get a lot—I mean, customers—we have a lot of customers that use us just for metrics, and they get a massive amount of value.But then once they're ready, they can start instrumenting for OTEL and start getting traces in as well. And yeah, in large organizations, it does tend to be one team, one application, one service, one department that kind of goes at it and gets all that instrumented. But I've even seen very large organizations, when they get their act together and decide, like, “No, we're doing this,” they can get OTel instrumented fairly quickly. So, I guess it's, like, a lining up. It's more of a people issue than a technical issue a lot of the time.Like, getting everyone lined up and making sure that like, yes, we all agree. We're on board. We're going to do this. But it's usually, like, it's a start small, and it doesn't have to be all or nothing. We also just recently added the ability to ingest events, which is actually a really beautiful thing, and it's very, very straightforward.It basically just—we connect to your existing other DevOps tools, so whether it's, like, a Buildkite, or a GitHub, or, like, a LaunchDarkly, and then anytime something happens in one of those tools, that gets registered as an event in Chronosphere. And then we overlay those events over your alerts. So, when an alert fires, then first thing I do is I go look at the alert page, and it says, “Hey, someone did a deploy five minutes ago,” or, “There was a feature flag flipped three minutes ago,” I solved the problem right then. I don't think of this as—there's not an all or nothing nature to any of this stuff. Yes, tracing is a little bit of a—you know, like I said, it's one of those things where you have to make a lot of investment before you get a big reward, but that's not the case in all areas of observability.Corey: Yeah. I would agree. Do you find that there's a significant easy, early win when customers start adopting Chronosphere? Because one of the problems that I've found, especially with things that are holistic, and as you talk about tracing, well, you need to get to a certain point of coverage before you see value. But human psychology being what it is, you kind of want to be able to demonstrate, oh, see, the Meantime To Dopamine needs to come down, to borrow an old phrase. Do you find that some of there's some easy wins that start to help people to see the light? Because otherwise, it just feels like a whole bunch of work for no discernible benefit to them.Rachel: Yeah, at least for the Chronosphere customer base, one of the areas where we're seeing a lot of traction this year is in optimizing the costs, like, coming back to the cost story of their overall observability bill. So, we have this concept of the control plane in our product where all the data that we ingest hits the control plane. At that point, that customer can look at the data, analyze it, and decide this is useful, this is not useful. And actually, not just decide that, but we show them what's useful, what's not useful. What's being used, what's high cardinality, but—and high cost, but maybe no one's touched it.And then we can make decisions around aggregating it, dropping it, combining it, doing all sorts of fancy things, changing the—you know, downsampling it. We can do this, on the trace side, we can do it both head based and tail based. On the metrics side, it's as it hits the control plane and then streams out. And then they only pay for the data that we store. So typically, customers are—they come on board and immediately reduce their observability dataset by 60%. Like, that's just straight up, that's the average.And we've seen some customers get really aggressive, get up to, like, in the 90s, where they realize we're only using 10% of this data. Let's get rid of the rest of it. We're not going to pay for it. So, paying a lot less helps in a lot of ways. It also helps companies get more coverage of their observability. It also helps customers get more coverage of their overall stack. So, I was talking recently with an autonomous vehicle driving company that recently came to us from the Dog, and they had made some really tough choices and were no longer monitoring their pre-prod environments at all because they just couldn't afford to do it anymore. It's like, well, now they can, and we're still saving the money.Corey: I think that there's also the downstream effect of the money saving to that, for example, I don't fix observability bills directly. But, “Huh, why is your CloudWatch bill through the roof?” Or data egress charges in some cases? It's oh because your observability vendor is pounding the crap out of those endpoints and pulling all your log data across the internet, et cetera. And that tends to mean, oh, yeah, it's not just the first-order effect; it's the second and third and fourth-order effects this winds up having. It becomes almost a holistic challenge. I think that trying to put observability in its own bucket, on some level—when you're looking at it from a cost perspective—starts to be a, I guess, a structure that makes less and less sense in the fullness of time.Rachel: Yeah, I would agree with that. I think that just looking at the bill from your vendor is one very small piece of the overall cost you're incurring. I mean, all of the things you mentioned, the egress, the CloudWatch, the other services, it's impacting, what about the people?Corey: Yeah, it sure is great that your team works for free.Rachel: [laugh]. Exactly, right? I know, and it makes me think a little bit about that viral story about that particular company with a certain vendor that had a $65 million per year observability bill. And that impacted not just them, but, like, it showed up in both vendors' financial filings. Like, how did you get there? How did you get to that point? And I think this all comes back to the value in the ROI equation. Yes, we can all sit in our armchairs and be like, “Well, that was dumb,” but I know there are very smart people out there that just got into a bad situation by kicking the can down the road on not thinking about the strategy.Corey: Absolutely. I really want to thank you for taking the time to speak with me about, I guess, the bigger picture questions rather than the nuts and bolts of a product. I like understanding the overall view that drives a lot of these things. I don't feel I get to have enough of those conversations some weeks, so thank you for humoring me. If people want to learn more, where's the best place for them to go?Rachel: So, they should definitely check out the Chronosphere website. Brand new beautiful spankin' new website: chronosphere.io. And you can also find me on LinkedIn. I'm not really on the Twitters so much anymore, but I'd love to chat with you on LinkedIn and hear what you have to say.Corey: And we will, of course, put links to all of that in the [show notes 00:28:26]. Thank you so much for taking the time to speak with me. It's appreciated.Rachel: Thank you, Corey. Always fun.Corey: Rachel Dines, Head of Product and Solutions Marketing at Chronosphere. This has been a featured guest episode brought to us by our friends at Chronosphere, and I'm Corey Quinn. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with an angry and insulting comment that I will one day read once I finished building my highly available rsyslog system to consume it with.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business, and we get to the point. Visit duckbillgroup.com to get started.

OpenView Partners 2023 SaaS Benchmark Report Analysis

SaaS Talkâ„¢ with the Metrics Brothers - Strategies, Insights, & Metrics for B2B SaaS Executive Leaders

Play Episode Listen Later Nov 28, 2023 26:15

Dave "CAC" Kellogg and Ray "Growth" Rike analyze the recently published OpenView Partners 2023 Benchmark Report which was conducted in partnership with Paddle. Interesting insights into the declining growth rates and increased customer churn trends.Key metrics and the associated benchmarks segmented by company ARR analyzed include:Growth RateRule of 40Net Revenue RetentionGross Revenue RetentionCAC Payback PeriodHeadcountRevenue/FTEThe OpenView 2023 Benchmark Report is at: openviewpartners.com/2023-saas-benchmarks-report/See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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TOPLINE 32: 2024 Market Predictions

Topline

Play Episode Listen Later Nov 20, 2023 52:19

On this week's episode of Topline, we cover a range of subjects. We give 2024 market predictions as core CPI is the lowest it has been since March 2021, gain clarity on areas like CAC payback averages with data from OpenView, and share our thoughts on OpenAI's Demo Day. Want more TOPLINE? Read the recaps.

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E14: Everything You Need to Know About Pricing Products

Play Episode Listen Later Nov 10, 2023 50:15

What's the right way to think about pricing your product? This is a difficult challenge for executives to nail down, and can make or break your company—that's why we brought on Kyle Poyar, Operating Partner at OpenView, to distill how to think about pricing the right way. If you're looking for an ERP platform, check out our sponsor, NetSuite: https://netsuite.com/metrics --- SPONSORS: NetSuite provides financial software for all your business needs. More than thirty-six thousand companies have already upgraded to NetSuite, gaining visibility and control over their financials, inventory, HR, eCommerce, and more. If you're looking for an ERP platform ✅ NetSuite: https://netsuite.com/metrics and defer payments of a FULL NetSuite implementation for six months. Tropic is the next-generation Procurement Platform that's helping modern CFOs take control of their budgets and bottom line. By combining approval workflows, supplier management, and pricing benchmarks all in one place, Tropic makes savings opportunities easy to find and act on.

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TOPLINE 32: 2024 Market Predictions

E14: Everything You Need to Know About Pricing Products