Services

Weekly hours to be determined

Will set GTM strategy, work on annual planning, ICP/Customer models, set forecast, coach deals to close, close periods/fiscal, coach sales leadership

Monthly hours to be determined

Ad-hoc project based advise, GTM advice and general sales & marketing consulting

Project specific scope

Projects typically center around list of core competencies below

• Launch (selection/negotiation/purchase/deployment) of a tech stack aligned with your stage of growth

• Audit of existing tech stack & consolidation where possible

• Optimization of tech stack and getting more value out of what you already have

• Launch of tools with sales and marketing team(s)

• Authoring of your annual bookings plan + definition of all individual, manager, overlay and product related bookings and renewal targets

• Field Quota capacity design based on observed rep productivity model with overages designed to account for terms and general seasonality

• xDR quota capacity model

• CX quota & account capacity planning 

• Comp plan designer with definitions for rep compensation rates, acceleration/deceleration tiers

• Comp plan doc review and version management for New logo sellers, Customer sellers, channel, layered sales management, overlay, specialist roles

• SE, CX compensation

• Launch of territories and comp plans 1st day of new Fiscal Year

• Forecasted new logos per period, estimated commissions expenses, product bookings per period

• The first forecast you submit for CFQ should be within 10% of where you finish

• Implementation of full bottoms up and tops down models

• Technology platform decisions for capturing and processes for the field, sales management and submissions to c-suite

• Development of future quarter(s) forecasting model to help set business performance guidance

• Process for WoW tracking of submissions and variance analysis

• Development of definitions of key reporting metrics within the organization

• Agreement on KPIs that actually matter to the business

• Development of the supporting data and reporting interfaces that guide the business and support active decision making

• We provide a set Suggested KPIs that we believe carry the most critical weight for measuring and managing a complex GTM motion

  • Pipeline (BoP, time based change analysis, forecast, etc), Logo/Gross$/Net$ retention, win & close rates, LTV:CAC, ASP, Age, intra-quarter close rates, Rep performance, 

• Formal definition of performing vs non-performing (numerical and non-numerical qualities)

• Development of a sales org heatmap dashboard that provides real-time views on in quarter rep C/W bookings goal(s) and Pipe attainment

• Annual heatmap view and development of historical views for trended performance reporting

• PIP process development and expectations w/sales management and HR

• Setup of Enterprise Territory Management (SFDC) & RoE definitions

• Definitions of account saturation for New Logo hunters and Customer owners (account counts across role types)

• RoE definitions for the field - inbound/outbound engagement rules, international handling, channel/partner RoE, Account owner changes, holdover policy, split policies, etc

• Deployment of segments/tiers/rank in account fields

• Processes for new account creation/import & data updates that impact territory definitions

• Bookings policy definition

• Development of a Marketing Pipeline Waterfall model

• Defined Pipeline goals per segment of the business per period

• Definition of total pipeline ownership across xDR, New Logo & Customer sellers, partner, and channel

• Formal agreement on required attributes to qualify as pipeline

• Formal agreement on a playbook that sales executes on all pipeline opportunities

• Creation of a Discovery doc formed from top rep discovery calls

• SFDC updates to map staging, forecast category, and any new required fields

• MEDDIC integrated processes

• Rollout and training to the field and enablement

• Agree on resourcing model for Customer ownership (customer success, satisfaction, renewals and up/x-sell motions)

• Select tools that enable CX and help scale resourcing & engagement with Customers

• Develop repeatable time to value playbook to ensure first renewal event

• Develop renewals sales process that drives improved Customer and MRR retention

• Develop holistic time based views into Customer renewal events that are not quarterly driven

• Agree on a format for Customer health score that is actually representative and correlative with renewal outcomes

• Agree on key activities and actions renewal owners will take on every define time capsule towards renewal event

• Agree on policies and RoE of debooks, credit memos, MRR compression combied with upsell/downsell events, product swaps

• Agree on definition of ICP as a basis of creating your TAM

• Agree on commercially reasonable amount of TAM and TAL accounts you can handle

• Agree on TAL list that sales is staffed to handle and that Marketing budgets can support

• Deliver account scores on new logo accounts that help establish approach priority

• Build a master definition of techno and firma attributes that drive scoring

• Stripe all accounts in CRM with appropriate qualification(s)

• Customer handoff process definition

• Customer instance creation workflows and tracking

• Customer behavior tracking process integrations

• Time to value play definition and 1st renewal playbook definition

• Customer engagement cadence definition, relationship expansion plays

• Customer support systems selection

• CX platform selection

• Staffing modeling and ratio definitions by segment and service level tiering

• (O)utcomes & (K)ey (R)esults framework definition

• OKR template(s) and/or vendor selection

• Established cadence for close of period and fiscal with establish audit practices

• Buildout of dealdesk for reviews of deal quality centered around margin analysis and discount threshold

• Definitions of acceptable forms of paper (company paper, PO, 3rd party IO, channel/partner, etc...)

• Tracking of 3rd party partner obligations & fees

• ERP integration support and collections best practices

• PO collection policy development

• Support for investor and acquisition related events

• Integration of sales team and revised GTM strategy

• Overlay team creation and/or specialist role

• Merger of CRM systems and all related critical data

• Unified reporting and audits to verify data/reporting accuracy of merged platforms

• Merger & reconciliation of  ERP and related systems for invoicing

• Merger & reconciliation of Customer support platforms

• Integration of all SKUs and historical product reporting

• Tech companies change fast and so do roles, responsibilities and how things get done

• Development of RACI matrix to define/shape who handles which aspects of the business

  • (R)esponsible, (A)ccountable, (C)onsulted, (I)nformed

• CPQ strategy and config

• CRM-A (Tableau) strategy and reporting

• Gong configuration and management