How a KPI Management Approach Called 'World Clocks' Drove Demandbase Past $200M in Revenue (w/ Allison Metcalfe, CRO @ Demandbase)

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We have goals, we have trend
lines for every metric and if they're certain

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ones that are starting to go in
the wrong direction, we shift all our

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focus, all hands on deck,
to get that back up. You were

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listening to go to market excellence,
the show for strategic leaders in B Tob

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who understand the importance of data in
accelerating growth. We dissect the innovative tools

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and data driven strategies that give forward
thinking leaders and edge in everything from rapops

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to customer acquisition. Let's get started. Welcome back to go to market excellence.

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This is Dan Quark coast of the
show and I'm here today with Alison

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Metcalf. Alison is the chief refnue
officer at demand base, the world's number

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one B tob go to market platform
for teams that run account based sales and

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marketing experiences. Previously, Alison was
in senior management at live ramp and actually

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spent much for early career in tech
on the customer success side. So,

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Alison, thanks so much for stopping
by the show. Were so glad to

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have you. Thanks for having me. Great to be here. When we

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first shouted you said a bunch of
things and stuck out to me that I

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want to ask you about today,
and one of the things I know is

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critical to your success is proactive managing. You said the more you're proactively managing

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and the less reactive the better.
So what have you put in place to

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help you manage go to market proactively
at at demand base? Yeah, so

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topic I'm very, very passionate about
in something I've learned alout about over the

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years. I think, you know, the worst feeling in the position that

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I'm in is being surprised. That
is the absolute worst feeling in the world,

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and so you really you know,
I think we're all very comfortable now

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at the concept of leading and lagging
indicators and how to think about those things,

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and so I'm really, really focused
on that. But one of the

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things I did when I got here
was I implemented a philosophy that has kind

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of a weird analogy. So they
have to bear with me, and my

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team will all roll their eyes because
I talked about all the time, but

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it's what I call the world clocks
philosophy. Right where what I do is,

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you know, I kicked off a
cross functional project with it. was

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so myself. So if the field
organization, sales operations finance was heavily involved,

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marketing is heavily involved, where we
essentially got together and collaborated around what

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we believed were the most important Kpis
and health metrics of a field organization.

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We categorize them in a couple different
pillars that I can go into, but

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ultimately there's a huge initiative to figure
out like what is it that matters the

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most that we should be measuring?
The analogy of the world clocks is I

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kind of imagine myself the way I
lead this team of several hundreds of people.

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Now, it's like walking into a
big global bank and you know,

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you see all of the world clock, all the world's biggest cities and clocks

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up on the wall and in terms
of what time it is there. In

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my mind it's like I replace those
times and cities with KPIS and metrics,

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but I know what time they should
be on right and so I'm always looking

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at those and trying to determine,
okay, which ones are off time that

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are going to hurt us, and
then we hypothesize about why they might be

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off time and we aggress if we
try to run initiatives to get them back

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on time and what it's really helpful
about the world clocks project and kind of

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embracing that mentality is that if anyone
comes to me, whether it be enableman

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or the you know, the productivity
team or sales operations, or someone has

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an idea of a play they want
to run, I point them back to

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the world clocks and say, like, which city are you affecting? You

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know, like which the Paris or
Sydney that you think is off time and

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which is going to make that better? And so that creates an incredible amount

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of focus and keeps us very much
focused on those leading indicators so that we

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can avoid surprises down the road.
That's been very, very helpful. We

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do it looking at customer health.
We do it how we look at pipeline

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health, we look at Rep Productivity, we look at sales excellence and we

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look at growth efficiency as the key
pillars of the world clocks product yes,

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reminds me of Matt Damon and the
borne identity. He's always going in and

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out of trains stations and the the
clocks on the wall. Exactly. I'm

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just like Jason Bourne. Yes,
that's exactly. And so if leading and

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letting into indicators share a little bit
more of what you mean by that and

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what are a couple of examples of
leading versus lagging, just so we're all

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on the same page. It's a
great question and I think one of the

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action items that we think about a
lot, one of the world clocks we

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look at a lot is looking at
pipeline health and I think you know,

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demand based. When I initially got
here, the methodology was very focused on

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number of opportunities. The SDRs were
we're supposed to create. They were accepted

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by sales and then looking at you
and then they would kind of start the

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quarter looking at they would call it
beginning of period, which was the sum

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of all of the opportunities sitting in
the entire Crm, and so we didn't

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really have the concept of looking at
slip ratios. We didn't really have the

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concept of being able to forecast pipeline
and look at pipeline trends in terms of,

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you know, even down to the
skew level, like do we have

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enough coverage for expansion versus net new
logo this year and getting you know,

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we now are in a practice where
we forecast pipeline for the future quarters,

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which was not a muscle that we
were doing before. We look at the

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ASP's every single quarter and make sure
that the trendline is going in the right

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direction and not going in the wrong
direction because, frankly, if the trend

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line starts going in the down direction
for ASPS, the model, you know,

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assuming everybody's built some kind of marketing
waterfall and sales model, you're going

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to come up short at the end
of the year because they the model is

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assuming a certain ASP. We look
at the wind rates all the time.

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Every single quarter we're looking at wind
rates even to the to the month,

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because again, the model is assuming
a certain percentage of wind rates and you

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need to be kind of constantly tracking
that because you know if your wind rates

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start to trend down in q two, you know you're going to miss in

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queue for basically know that's just kind
of how the math works. So you

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got to get ahead of those things
and know what they should be and then

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start taking corrective action. So literally
every quarter we will look at all of

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these world clocks data and make sure
that, you know, either we have

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goals or we have trendlines for every
metric and if they're certain ones that are

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starting to go in the wrong direction, we shift all of our focus,

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all hands on deck, to get
that back up and I'd say historically it

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has been very much focused on win
rates and ASPS. But one thing we're

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really changing for, you know,
starting in queue for and looking at FY

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twenty two. We've been looking at
it, I think, almost in a

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too macro or two consolidated of a
view. We want to get down to

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the REP level and start to manage
these seals teams like we're a baseball GM

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you know, and like I want
to know if the people that are struggling

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to attain are they getting the same
number of at bats as the peers?

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That what's different about them than the
ones that are it could be there at

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bats, it could be their win
rates. You know what's going on there.

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So you know, I think I
mentioned to you I have a journalism

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background. Our Journalism Major. I'm
want to be journalist and it's kind of

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what's the fun part about this job
is investigating why these clocks are half time

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and taking corrective action before they really
hurt us later. Yeah, it's like

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forensic analysis. To this sounds like
a ton of work that you've put in

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and you just hit the one year
market demand base. So you started a

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September two thousand and twenty. Share
with us, like take us behind the

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curtain of those earlier days when you
were you were introducing this world clocks philosophy,

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then going from philosophy to actually getting
the re group of people, like

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WHO's involved? Describe those meetings.
How did you get everyone on board with

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your view? I mean, I
know you're the chief Revenue Office show that

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serves o there. You know they're
they're going to back you, but how

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did you gain alignment around this world
clocks philosophy and who is involved? Yeah,

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so, I mean I would say
one of the really, really,

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really wonderful things about demand base was
the majority of my team has been here

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for seven plus years. And what's
interesting is, you know, I this

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is my second tour at demand base. So I was here back in two

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thousand and eleven, two thousand and
thirteen, running customers success before I went

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to live ramp, and it seems
like a lot of these people all join

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the company right after I left a
man base. But my point is the

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ten years long and so they've been
doing things a certain way for a long

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time. So there was definitely risk. Oh, and by the way to

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add, to add further complication.
You know the CEO is he was the

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former cirow, so the CEO used
to have my job and then he was

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promoted to CEO and he and I
overlapped demand base the first time. So

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a lot of strong foundation of trust
and relationship there. But my point,

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and I'll saying that, is there
was every reason for them to reject my

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crazy world clocks and projects and say, like, that's not how we do

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things here. And I don't think
anyone ever, ever, ever said that.

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And I think the reason for that
is, you know, I have

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a live ramp. Was Really Generous
in its investment in its executives into from

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an executive coaching point of view,
I was extensively coached and and made better

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and grew a lot. One of
the concepts I use constantly, especially in

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this type of situation, is that
concept of advocacy versus went inquiry, where

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any time I am producing or coming
up with a, you know, an

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initiative that I want to run or
a project I want to initiate or a

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methodology I want to deploy, I
spend a lot of time showing my work

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in terms of how I got to
that conclusion. You know, it's funny,

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like I'm working my daughter's in third
grade and helping her with her math

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homework and the concept of showing your
work is so important at that age to

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to demonstrate the kind of critical thinking
path that you've been on, and I

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think we kind of lose that muscle
as we get older. But it's if

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you don't do that right. You
know, you walk around shutting about world

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clocks and everyone thinks you're crazy person. But if I come in and I

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say, look, this is a
team of hundreds of people here in this

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organization and I can't possibly, you
can't possibly even get to a point where

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you understand the intricacies of how they're
doing by just working with them and have

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talking in your one on once.
You know, we need data to guide

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us, especially if we're pushing other
parts of the organization to change. One

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of my what with the Jay who
runs development and enablement for us on my

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team. He's embrace it so much. He always talks about don't bring feelings

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to a data party, or don't
don't bring feelings to a data fight.

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You know, he's like completely changed
the way he advocates and pushes for what

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he wants or what he thinks,
because bringing data tells the story. That's

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really hard to argue with, especially
if there's emotions involved, right. So

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really advocating for it was really helpful. And then I also really talked a

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lot about how the focus on data. I think there was some fear,

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to be frank, at the company, at the data that I was really

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going after would expose hard truths potentially
or or shed people in a different light,

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and there was a lot of talk
of like, well, I don't

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know that we should expose that because
you know this or that metric. It's

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not all my team's fault. And
I really had to change and I frankly,

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I'm still in the process of this. We're really changing people's mentality that

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data, you know, whatever it
exposes, it's just the truth. It's

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the true it's the true outcome.
It's not meant to be as a metric

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to to lay blame or tell a
story. It's the beginning of the story,

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right, and so when we started
looking at data and we started exposing

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hard truths and people didn't get fired
for that, it was just like,

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oh, that's interesting, let's make
that better. You know, people got

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more comfortable with it. The other
thing is I'm you know, I'm it's

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funny. I'm not a big sports
person, but I'm really, really influenced

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and inspired by coaches, and the
two coaches I think about a lot are

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billy being and Phil Jackson. But
when I said a lot to my team

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was let's money ball this organization.
Right, what if we could get these

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world clocks and we could make these
key metrics just ten percent better? Life

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would be so much easier for you. You like you know, you wouldn't

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have to be thinking about all these
other things. Just just make these three

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numbers ten percent bigger and Bam,
you hit your number. And so I

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think people really started to embrace,
you know, frankly, the simplicity,

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in the beauty of focusing on certain
key metrics and putting all your energy into

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that versus kind of Spaghetti walling it. Not to say that they were doing

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that, but I think that that
that Combo advocacy really comforting people that this

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was not going to expose people at
a harsh light and get them in trouble

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and then, you know, focusing
on the value of incriminal progress. No,

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we help people embrace it. Describe
the management meetings before and after world

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clocks? Now that's a really good
question. I think it's more even thinking

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about like the board meetings that we
have, and we have a lot of

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big quarterly check in meetings. Right. So we have another project. You'll

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learn if you talk to me a
lot I love corny project named so.

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The other big project we kicked off
was something called Chern fighters, where I

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think one thing I really wanted to
change was this concept the customer success and

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renewals was the function of the responsibility
of the customer success team. So now

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what we do is we have a
very cross functional team that meets quarterly and

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reviews all of the churn data from
the previous quarter. We and that there's

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product is in that meeting, marketing
is in that meeting, sales is and

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that meeting. Everyone that type,
support, engineering, pretty much every every

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function of the company is represented in
that meeting and there's that alone is an

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acknowledgement that customer success is not Megan's
problem. Who's our VP the customer success?

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It's everybody's got a role in that
right. And so I also,

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very strategically and intentionally, have someone
from the sales operations team customer success operations

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present the data and not Megan,
so that the conversation is in it,

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so it's not her. It's like
everyone's conversation is happening, and then we

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all agree on the strategic initiative that
we're going to kick off because of that,

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because we're trying to fight a certain
churn code right. And then we

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have the same we meet quarterly.
The world class data is really most valuable.

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Quarterly we meet with a cross functional
team. Finances in there, myself,

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field operations, enablement, marketing,
like again, very cross functional team,

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where we can't again, we spend
a lot of time hypothesizing. It's

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the forends are reporting. You talk
about why could it be that these things

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are happening? Are The these trends
are going up or down, and what

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are what are we going to do
about it? It keeps us very focused

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on the problem we're trying to solve
versus kind of chaotic conversations about nothing,

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if you will, yeah, or
just wasting time talking about how you're not

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sure if the day is right or
not. Yeah, we're people talking about

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things that they feel or anecdotes.
This one thing happened, so this is

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must be happening. It's like,
you know, that's just that doesn't happen

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anymore. Yeah, so you come
together quarterly meetings and you look at the

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world clocks and then it sounds like
you use that to draw focus to areas

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that are underperforming, for example,
and then you put together kind of strike

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forces like the one you just talked
about, churn fighters. Is that like

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a good example of like put together
strike force and they're all in on focusing

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on improving that metric and the next
time you get together, maybe it's something

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else and you put together different strike
force and you go after that one.

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Is that accurate? It is accurate. It totally is, and I think

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in some of them are temporary and
some of them are ongoing and some of

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them they blitz and then they get
shelved and then they come up again.

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But I mean there's a couple examples
like when I like, I think it

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was Q for I forget which quarter
it was. There was one quarter where

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our win rate was extremely high for
renewals, but it was it was dipping

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or was heading in the wrong direction
for net new logo, or maybe it

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was opposite. Actually I think it
was opposite, and so we because that's

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right. It was opposite. So
it was really high and I do logos,

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but it was suffering on the renewal
rate. And so what we kind

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of contemplate it was we had spent
so much time on competitive takedown and win

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rate initiatives and we had potentially neglected
enabling the customer success and renewals team and

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focusing on that same type of content
but for customers. And so we spun

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up something called protect the base,
which is again a cross functional team that's

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all about making sure that we are
have the right motions in place with that,

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basically that renewal playbook, which you
know, should really be something we're

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constantly revisiting. It's something that's really
easy to just think, oh, we

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have a playbook and it's set and
you want to you know, set and

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forget. It needs to be revisited
all the time. So now there's protect

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the base meetings. And then then
we were starting to feel like we didn't

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love the way some of our new
levels were heading, so we started to

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cut. We a get. My
project name is storm the castle. So

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the storm the castle is a cross
functional team that's just one hundred percent focused

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on net new logo acquisition, and
so that's everything from looking at our target

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account list, looking at the activities
of our STRS, looking at conversion rates

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from scrs to meetings and meetings to
pipe, all of those numbers. You

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know, there's almost like world clocks
within storm the castle. Basically. I

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mean I can go on and on
like it's we do have an again,

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they're you know, some companies call
them tiger teams and what have you,

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but that's something that we do all
the time. And then storm the castle,

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for example, we might not meet
about that for two or three months.

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If we feel like it's heading in
the right direction, something might flare

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up and it's like hey, this
is a good storm the castle conversation.

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So we get back together with that
group and we have a strom the castle

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meeting and then everyone knows what we're
there to talk about. You know,

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it's like when we're going to storm
the castle, this is what we talked

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about. Another one we do that. I love that, I know is

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one of the topics we want to
talk about. Was We have a pipe.

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I think we call it crimes.
Is embarrassed of my project names of

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pipeline warriors is another one, and
that's cross functional between myself and sales leaders

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field operations and marketing ops and demandain
and you know, we get together and

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we kind of go through how things
are going in terms of their responsibility versus

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ours and where we need to make
adjustments and do we need to run a

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promotion to we need to Juce this, you know, things, things like

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that. So having the the kind
of these kind of tiger teams named kind

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of with for the initiative also have
helps to bring focus. Like I said,

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everyone knows when they get there.
We know what we're talking about today.

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And how do you prevent yourself from
getting too many of these things going

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at one time and kind of like
losing focus on the priority and getting carried

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away with the multiple priorities, which
prior by the way, priorities, isn't

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actually a real word. We actually
made that up. In the English language,

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the root word is just priority.
That means one, but this idea

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of that being a plural is not, is not real. We fake that.

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So anyway, that's all interesting.
I didn't know that I learned something

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from you today. No, it's
a really good question and I think frankly,

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you know, being in the position
that I'm in, I have to

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be good at delegating. So a
lot of times the rule I play is

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kicking off things and kind of setting
goals. And you know what you know,

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basically setting setting the goals, recommending
a team that is assembled and then

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handing the baton off to someone who
can really run with that. But it's

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a really interesting point you bring up, because I have noticed as demand base

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has grown. You know, we've
made a couple of strategic acquisitions in the

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last year and we're moving from one
cloud, if you will, to four

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clouds, and so everyone is having
the kind of shuffle people that we're thinking

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about strategy and selling more need to
be able to get really more, really

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more focused on execution, and so
I'm starting to kind of bring, you

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know, play some chest moves of
people to kind of have a few more

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people actually owning some Goo to market
strategy so that our sales leaders can truly

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focus on being those baseball GM's and
like looking at everything, like I mentioned

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earlier, like making sure everyone's got
the right number of bets, making sure

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their wind rates are right. Like
this, it is simpler arithmetic if you

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do it right. Right and again, I'm oversimplifying. So the combination of

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delegation skills and empowerment comfortability is really
critical to my success here. And we've

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already started talking about the operational outcomes
of managing like this, with this world

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clocks philosophy, as you refer to
it. But I have to imagine that

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in order to do this and do
it confidently, did integritias a massive,

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massive focus as well. How did
you when you came in? What did

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that picture look like, and how
did you make it look nicer? I

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totally understand the question and I'll tell
you. Once people started deriving insights and

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analysis and decisions from the data,
suddenly the data got cleaned up, you

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know. So like a great example
is with the wind rates, especially competitive

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wind rates, when I started really
talking about that and started the other than

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I do was when I create board
deck content, I share as much as

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I as much as I'm allowed to
right. I'll share as much as I

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possibly kind with my team so they
know exactly what I'm going and talking to

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the board about and they often work
with me on the board content. And

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so when they started seeing, Hey, I'm going to talk about win rates,

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mid market versus enterprize I'm going to
talk about this and that I'm going

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to show these numbers the leaders,
not that they weren't, you know,

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interested in it before, but they
weren't being held accountable to it, or

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they weren't being they weren't it wasn't
being an analyzed in this way. And

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so certainly the first quarter or two
that I was doing this would get pushed

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back like hey, like this data
where I'm not sure this one is car

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coded, as you know, this
loss. And that's not really what happened.

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And so it became clear pretty quickly
which data points that we were going

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to be looking at very closely,
and by the time it got to me,

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the expectation was it was clean and
it was ready to go, because

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I totally mentioned it earlier. Nothing
drives me more crazy then when it's like

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let's put together it's analysis, let's
get some data and like drive some insights

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and some action plans, and we
spend the entire time talking about how we

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can't trust the data, like it's
such a waste of time. So I

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do think we've gotten a lot better
discipline around the certain KPIS that we're measuring

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all the time, because everyone knows
that we're making you know, we're talking

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about it, you know, all
the way at the board, the board

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level. And then, and so
it's so that, yeah, that simple,

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that simple act of making it public. We were the at it.

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Suddenly the data got a lot cleaner. Yeah, and because you make it

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public and then the excuses don't fly
anymore. It's like, oh well,

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well, you know there's a problem, go fix it, kind of thing.

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But one thing it's interesting to me
is, you know, obviously rod

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data is way different than insights.
So who's responsible for deriving insights the data?

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Now it demand rases. That's something
that your responsible for. Do you

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have the UPS team doing that,
or is that a collective thing that you

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all share? I would say it's
collective. I mean again the the and

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again when you say driving insights.
You know, it's like when we see

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ASP is going down or going up, or we know any of the world

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clocks that we're talking about at they're
trending, starting to trend in the right

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direction, wrong direction, I should
say. The first conversation we have is

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let's hypothesize. What do we think
potentially could be going on there? And

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then very you know, there's various
theories that might be presented and then we

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would go and investigate and go and
try to like confirm or deny it some

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of these hypotheses. And you know, we're using there's so many more tools,

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my goodness, like one tool like
and again this is I'm not a

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paid for influencer here, but I
cannot tell you that insights we can derive

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from a technology like Gong, for
example, which we did not use it

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live ramp, and we just I
can't believe how insightful the stuff is that

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we get for it helps us confirm
so many things about what types of conversations

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are happening, how often the conversations
are happening and you know, things like

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that. The other things that we
do is like, you know, we

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really embraced medic as a method at
as a qualification score methodology, and we

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know that deals close at like an
insanely higher clip when the medic score is

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higher, and so going and really
doing that investigation and making sure that the

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medic scores are right. That was
an example of a hypotholtical outcome that we

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wanted to confirm. We went in
and saw and found hey, it turns

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out that if we have at least
more than four people engaged in a deal,

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the chances of it closing are eighty
percent higher than if there's less than

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for and so like. That would
be in that would be an example of

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something so, point being though it
is, it is it's a cross functional

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team. Different people will make assumptions
and have hypotheses. We all go and

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investigate them and bring the data back
to kind of decide if we were right

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or not. Some are hard to
prove or disprove right, and so sometimes

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you're like, well, I don't
know we can get data to prove or

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disprove what this is, but let's
let's this is a this is a theory,

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so let's initiate like a playbook,
a play here, and see if

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that moves the needle at all and
we'll give ourselves a period of time and

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see if it helps or not and
if it doesn't, you know, scrap

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it and try something else. So
definitely cross functional that I want to hear

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from as many voices as as I
can. And how does this operational mindset

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drive bunch allocation and planning? I
mean, you mentioned right before we hit

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record that you're you spend most of
the days to day and two thousand and

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twenty two planning meetings. So how
does this management style guide that and also

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budget allocation look, I guess on
what example would be the enablement team,

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right. And so we're talking about
we're looking at the numbers and then the

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enablement team is is kind of putting
together a big metric we hold them accountable

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for is, you know, the
percent of folks that are certified and trained

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and ramp times and and so when
they will come and present to me,

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like asking for this actually just happened
right there, like here's all the things

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we're doing and these are the outcomes. Were driving, we're driving rap time,

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we're driving certified wraps, were driving, you know, metics, certification,

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etc. Et, many, many
things. If we had this other

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head count, we believe this would
have these impacts. And they again,

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pretty much everything points back to world
clocks. And if someone is trying to

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and by the way, all the
world clocks have financial repercussions, right.

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So it's like or outcomes. And
so if I can reduce ramp time from

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ninety days to sixty, that influences
the whole model, right, that that

391
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helps us get ahead of the game. So like that can that's that's a

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pretty easy no brainer. If I
can make CSMS more productive, if I

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can increase productivity, you know,
because we're finding that one of the things

394
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are here's an example, like we're
working on investing in a technology that would

395
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help make our demo experience more efficient
and we launched a new product in November

396
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and we found when we launched the
new product that our sales cycle elongated and

397
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one of the key are is that
it was along getting was within the demo

398
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stage. And so we were like
look, if we think that this investment

399
00:24:33.410 --> 00:24:37.809
in this technology can reduce our seal
cycle by thirty days, this is you

400
00:24:37.890 --> 00:24:40.000
know, you can do the kind
of waterfall map. This is the outcome

401
00:24:40.039 --> 00:24:44.160
that will have. And so the
short answer to your question is I try

402
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to justify and I push my team
to justify any kind of budget request with

403
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the world clocks. The final example
I'll use is like we find to peer

404
00:24:52.680 --> 00:24:57.109
conversations very effective and I we have
a VP of abx evangelism right now and

405
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she's she does all peer to peer
carp she's a former practitioner, former customer

406
00:25:00.670 --> 00:25:03.829
and she is peer to peer conversations
all the time and I think our hit

407
00:25:03.869 --> 00:25:06.990
rates like a hundred percent. So
I'm like, what if I gave?

408
00:25:07.299 --> 00:25:08.220
You know, if I gave but
if I put her in every if I

409
00:25:08.259 --> 00:25:11.660
could figure out a way to get
her in every single sales cycle, that

410
00:25:11.700 --> 00:25:15.140
would increase my attainment. We would
lose less because she seems to be a

411
00:25:15.299 --> 00:25:18.140
secret ingredient to winning. So it
all ties back to the world clocks.

412
00:25:18.180 --> 00:25:21.569
If it's not impact in the world
clocks, it's probably not worth doing.

413
00:25:22.210 --> 00:25:25.049
That's interesting, the peer to peer
think. Could you explain that a little?

414
00:25:25.089 --> 00:25:27.529
I'm just personally curious about it.
Yeah, yeah, so basically,

415
00:25:27.690 --> 00:25:32.170
what interesting about demand based proper,
I would say our proper or core or,

416
00:25:32.410 --> 00:25:33.930
you know, historical demand, because
now we've acquired these other companies a

417
00:25:33.970 --> 00:25:40.039
lot more that we do. We
are in the business of evangelizing and promoting

418
00:25:40.079 --> 00:25:45.480
a strategy which is account based experience
and account based everything, and a technology

419
00:25:45.519 --> 00:25:48.920
platform upon which that upon which to
execute that right, and so that's two

420
00:25:48.960 --> 00:25:52.150
different things. It's like this is
a strategy, you should deploy it,

421
00:25:52.269 --> 00:25:55.589
here's how you would do it,
kind of agnostic of platform, and here's

422
00:25:55.589 --> 00:25:56.829
why, and then it's here's why
you should do it with our platform,

423
00:25:57.069 --> 00:26:02.430
and you know it's the concept of
EBM and abx is not new. It's

424
00:26:02.509 --> 00:26:07.539
certainly been around for at least eight
or ten years, if not more,

425
00:26:07.940 --> 00:26:11.619
but I think it's evolving, it's
getting more and more sophisticated. It's now

426
00:26:11.619 --> 00:26:15.619
Abx, the way we talk about
it, accomplist everything companies experience and I

427
00:26:15.740 --> 00:26:18.049
think a lot of companies are still
really struggling with what it means for them

428
00:26:18.089 --> 00:26:22.690
and how they should do it.
And so one of the biggest, you

429
00:26:22.809 --> 00:26:26.130
know, hindrances to us being able
to x, to be able to close

430
00:26:26.250 --> 00:26:30.410
deals of our platform is when people
don't have a strategy yet. Right.

431
00:26:30.609 --> 00:26:33.759
So we will bring in Becky,
who's a former customer of ours from a

432
00:26:33.839 --> 00:26:37.880
practitioner VP of marketing who did this
at several companies with us, and she

433
00:26:38.000 --> 00:26:41.279
will go and talk to her peer
VP of marketing at a prospect or a

434
00:26:41.359 --> 00:26:45.440
customer and say this is how I
did it, this was my strategy and

435
00:26:45.519 --> 00:26:49.549
this is how I use this product
to fulfill about strategy. The amount of

436
00:26:49.589 --> 00:26:53.549
credibility she brings to that conversation is
tremendous. Right, and this is again

437
00:26:53.589 --> 00:26:56.630
we didn't make this up. This
is something a lot of companies do,

438
00:26:56.670 --> 00:27:00.470
especially when they have kind of emerging, you know, disruptive, you know

439
00:27:00.789 --> 00:27:03.140
moving, you know, change your
strategy, type of products that they're selling,

440
00:27:03.740 --> 00:27:07.180
but it's been very effective for us. Wow, that's super cool.

441
00:27:07.539 --> 00:27:11.779
So once there like time for a
company to do something like this. This

442
00:27:11.900 --> 00:27:15.339
is very sophisticated what you're talking about
and it's not the type of thing that

443
00:27:15.009 --> 00:27:18.769
you know, for instance, five
million dollar VC back company might not have

444
00:27:18.809 --> 00:27:22.890
enough data to actually put this in
place. So somewhere between that and a

445
00:27:22.930 --> 00:27:26.569
hundred million, what do you say? When's the right time to put in

446
00:27:26.730 --> 00:27:30.799
place in the sophisticated like world clocks? Yeah, I mean I think it's

447
00:27:30.960 --> 00:27:36.000
interesting. One kind of I would
almost say a signal that you need something

448
00:27:36.079 --> 00:27:38.079
like this is when you when you
probably have you know, I'm so,

449
00:27:38.119 --> 00:27:42.279
I'm Cro I have to VPS the
report to me. They have our VPS

450
00:27:42.400 --> 00:27:45.750
and they have direct reports. So
what is that? Like three layers of

451
00:27:45.789 --> 00:27:48.390
management or something like that? It
gets to a point where I think even

452
00:27:48.430 --> 00:27:52.029
like Jason Lemkin, you know,
writes a lot about SASS and how to

453
00:27:52.109 --> 00:27:53.029
manage, you know, how to
good v piece of sales, and he

454
00:27:53.069 --> 00:27:56.589
talks about the different types of v
piece of sales and you know when you

455
00:27:56.670 --> 00:28:03.019
know the the dashboard reading VP versus
versus the one who's still able to coach

456
00:28:03.059 --> 00:28:04.819
and have one of one with every
single person on the team. And I

457
00:28:04.940 --> 00:28:10.619
think you know, frankly, I
think that if you're a SASS, it's

458
00:28:10.700 --> 00:28:14.210
this and a lot of this is
very sad specific you. I would definitely

459
00:28:14.289 --> 00:28:17.210
advocate for it. You know,
before two hundred, like I would say

460
00:28:17.210 --> 00:28:19.769
between seventeen eighty. But I think
a good signal is at least when the

461
00:28:19.890 --> 00:28:25.329
leader of the revenue team is twice
removed, or or at least once removed,

462
00:28:25.369 --> 00:28:29.680
right from the ics doing the work, when it's not scalable for you

463
00:28:29.759 --> 00:28:33.240
to have conversations with them all and
understand and you have enough data, but

464
00:28:33.319 --> 00:28:36.480
it's statistically relevant to start averaging out
and kind of looking at that way.

465
00:28:36.799 --> 00:28:41.150
You're right. It's it doesn't make
sense for five million dollars and revenue startups

466
00:28:41.190 --> 00:28:45.230
at all because you don't need it, especially to have an account base,

467
00:28:45.309 --> 00:28:48.069
go to market motion. I mean
maybe if they have, I've lost the

468
00:28:48.269 --> 00:28:52.150
SMP, then they could do something
like that, but so seventy million,

469
00:28:52.230 --> 00:28:56.660
and is that for a company that
is doing more enterprise sales? Hundred Grandar

470
00:28:56.740 --> 00:29:00.220
more, or is that just across
the board? I would also say the

471
00:29:00.299 --> 00:29:03.380
other singing that you want to look
at. That doesn't make sense for a

472
00:29:03.460 --> 00:29:07.259
company that does like three to ten
massive deals a year. You know that

473
00:29:07.500 --> 00:29:10.049
you don't need it's kind of like
you know, how many deals are you

474
00:29:10.170 --> 00:29:14.329
doing? I really truly believe it's
like you know it when you see it,

475
00:29:14.890 --> 00:29:18.009
and I think it has a lot
to do with the number of transactions

476
00:29:18.049 --> 00:29:19.089
you're doing in a given quarter,
of the number of logos you're trying to

477
00:29:19.170 --> 00:29:25.160
close and how far removed your ultimate
sales leader is from the ICS actually doing

478
00:29:25.200 --> 00:29:27.079
the work. Because you know,
when do you need data signals to start

479
00:29:27.079 --> 00:29:30.160
leading and making decisions, versus when
you can talk to people and when is

480
00:29:30.200 --> 00:29:33.920
there in Fughdata for it to be
meaningful? where, again, like you

481
00:29:33.039 --> 00:29:37.039
know, these storage companies whatever that
do you like five to ten deals,

482
00:29:37.079 --> 00:29:38.990
a deal a year? This would
probably not work for them. What are

483
00:29:40.069 --> 00:29:45.390
some of the indicators that you mentioned
when you start getting more levels and distance

484
00:29:45.390 --> 00:29:48.789
between the top leader and the frontline
salesperson? But are there sensations that you

485
00:29:48.829 --> 00:29:52.660
feel like, like man, I
really wish we had this information, or

486
00:29:52.940 --> 00:29:56.339
like what are some of the other
indicators maybe the people who are listening to

487
00:29:56.460 --> 00:30:00.539
this might want to be looking for
in order to say, okay, we

488
00:30:00.660 --> 00:30:04.259
need to go and start modeling our
whole go to market and put in some

489
00:30:04.619 --> 00:30:10.569
infrastructure for this. I mean one
good signal is I really do believe you

490
00:30:10.690 --> 00:30:14.410
need to start being able to forecast
pipeline much sooner, even like sub fifty

491
00:30:14.450 --> 00:30:17.609
million, like, if thirty million
in revenue like. You really need to

492
00:30:17.730 --> 00:30:21.519
be able to have them an understanding
of what's happening with your pipeline and your

493
00:30:21.599 --> 00:30:25.359
white space and what your opportunity is
and all of that stuff. Should have.

494
00:30:25.440 --> 00:30:27.000
You know, we were, we
were absolutely doing that early days at

495
00:30:27.079 --> 00:30:30.680
live ramp with Rebecca stone, is
now the Thema of Moroki at Cisco,

496
00:30:30.759 --> 00:30:33.160
but you know, she put a
lot of that into place. Having at

497
00:30:33.200 --> 00:30:37.029
least an understanding of that. And
if your team is struggling to forecast,

498
00:30:37.430 --> 00:30:40.470
you know, I think you need
to have a certain tolerance for what your

499
00:30:40.509 --> 00:30:41.950
slip ratio is, and what I
mean by that is you know how many

500
00:30:42.029 --> 00:30:45.950
deal wills that are in commit actually
don't come in that that really shouldn't be

501
00:30:47.029 --> 00:30:49.660
more than five percent. And so
if your team is really struggling to forecast,

502
00:30:49.740 --> 00:30:53.420
you you really start to need to
get way more sophisticated and analyzing what's

503
00:30:53.420 --> 00:30:56.819
going on in those deal dynamics and
getting that playbook really, really, really

504
00:30:56.940 --> 00:31:02.660
firm tight. So again, I
feel like to me, coming into demand

505
00:31:02.700 --> 00:31:04.450
base, which is now over two
hundred million in revenue right like it's,

506
00:31:04.730 --> 00:31:08.890
it was critical because I couldn't just
have conversations with people to understand what's going

507
00:31:08.930 --> 00:31:11.890
on. So it was very obvious
to me this is what I had to

508
00:31:11.970 --> 00:31:14.210
do. If you're in a smaller
company and you're able to go and have

509
00:31:14.289 --> 00:31:18.009
five conversations get the way of the
land, maybe you know, maybe you're

510
00:31:18.009 --> 00:31:21.720
still focused on art versus science,
but I don't know. I wish I

511
00:31:21.759 --> 00:31:23.119
had a better answer for you.
It's kind of like you'll feel it when

512
00:31:23.160 --> 00:31:26.440
you you'll know it when you need
it, because you won't be able to

513
00:31:26.519 --> 00:31:29.400
lead any other way, I think. Yeah, and even in the example

514
00:31:29.440 --> 00:31:32.440
that you gave, even if you
can go talk to everybody that might be

515
00:31:32.640 --> 00:31:37.509
spinning all the other day are they
might be giving answers based on corrupt under

516
00:31:37.630 --> 00:31:41.470
like day as well. So that's
always that's always a risk. Let's switch

517
00:31:41.509 --> 00:31:47.500
gears. I want to ask you
about the relationship between you and your CMO.

518
00:31:47.700 --> 00:31:51.099
So you obviously own a lot of
stuff. You on sales account management,

519
00:31:51.099 --> 00:31:55.700
it's customer success, sales engineering,
just reading off everything you have and

520
00:31:55.740 --> 00:32:00.700
hand Linkedin enablement. We're having revops
strategy. So but you also have got

521
00:32:00.779 --> 00:32:06.049
this super highly experienced CMO, John
Miller, formerly Marquetta, formally engage you,

522
00:32:06.089 --> 00:32:07.690
oh, for anyone who doesn't know. So take us behind the scenes

523
00:32:07.730 --> 00:32:10.769
to that relationship. What are some
of the keys to collaborating with John and

524
00:32:10.890 --> 00:32:14.690
getting the most out of each other? Yes, let mean to John.

525
00:32:14.849 --> 00:32:17.640
John and I are we work very, very close together. We evangelize the

526
00:32:17.680 --> 00:32:22.319
concept of almost extreme sales and marketing
and enablement. You know from little things

527
00:32:22.359 --> 00:32:24.720
like we don't have a sales clickoff, we have a revenue kickoff, and

528
00:32:24.920 --> 00:32:30.000
marketing comes to that. I think
you know he's very, very focused on

529
00:32:30.670 --> 00:32:35.069
pipeline and what marketings contribution is to
pipe and the STR's do sit with sales

530
00:32:35.150 --> 00:32:37.990
at our organization. So you know
marketing has certain elements of the pipeline,

531
00:32:38.029 --> 00:32:40.789
as Dr Sitting in sales do,
and then the sales team has their own

532
00:32:40.829 --> 00:32:45.779
responsibilities. But you know, John
and I meet weekly we have our pipeline

533
00:32:45.819 --> 00:32:49.700
warriors conversations that we talked about.
You know, we're constantly talking about what

534
00:32:49.859 --> 00:32:53.099
dependencies we have on each other.
But I really just think ultimately, you

535
00:32:53.180 --> 00:32:57.059
know, it's a feeling that I
get, like he feels just as invested

536
00:32:57.099 --> 00:33:00.289
in the revenue number as I am, like he feels it's just as much

537
00:33:00.289 --> 00:33:05.089
accountability in ownership as I do,
and constantly is trying to figure out ways

538
00:33:05.210 --> 00:33:08.329
to increase our brand perception and,
you know, and get, you know,

539
00:33:08.450 --> 00:33:12.490
get more hand raises in in the
door, like that's that's what he's

540
00:33:12.490 --> 00:33:15.640
very focused on. What we're really
focusing on right now is a lot of

541
00:33:15.680 --> 00:33:17.000
branding stuff. You know, demand
base has been around for a long time.

542
00:33:17.160 --> 00:33:21.079
We just acquired these other companies.
So right now, and I'm really

543
00:33:21.079 --> 00:33:24.079
working with him closely on is what
is the kind of the new story that

544
00:33:24.160 --> 00:33:28.029
we go to market with with the
four clouds right demand bas is, going

545
00:33:28.109 --> 00:33:31.349
from one cloud to for with these
acquisitions. It's a very different story than

546
00:33:31.349 --> 00:33:35.750
the one we've been telling even when
we acquired engage you. So it's not

547
00:33:35.869 --> 00:33:37.549
like he's going off and working on
this and he's going to reveal it to

548
00:33:37.589 --> 00:33:40.859
me. You know, like we
talked about it all the time. I'm

549
00:33:40.900 --> 00:33:45.619
involved in the process with the agency
he's he gave me some sneak peaks of

550
00:33:45.660 --> 00:33:49.099
it actually just yesterday, of the
work they're doing. So I do think

551
00:33:49.099 --> 00:33:52.099
it's as Corny as it sounds.
It's just kind of constant collaboration and his

552
00:33:52.220 --> 00:33:55.690
team and my team work very closely
together on various initiatives, whether it be

553
00:33:55.849 --> 00:33:59.809
like we have customer marketing, which
is really important, like that's supporting up

554
00:33:59.849 --> 00:34:04.529
cell and obviously demand generation by cloud, and we're constantly kind of debating how

555
00:34:04.650 --> 00:34:07.369
we should be how we should be
measuring the effectiveness of what our marketing programs

556
00:34:07.409 --> 00:34:10.519
are doing and how that's feeding into
the strs. And you know, we

557
00:34:10.599 --> 00:34:14.679
give each other feedback. He's giving
me feedback on how the SDRs are performing

558
00:34:14.719 --> 00:34:16.480
and what they're doing and vice versa, and so you know, I think

559
00:34:16.480 --> 00:34:22.119
it's it's a relationship with mutual respect
and trust and there's just no passing the

560
00:34:22.159 --> 00:34:24.269
buck between us, I don't think. I just feel like we feel both

561
00:34:24.389 --> 00:34:29.949
very equally invested in the outcomes and
that makes it all a lot easier.

562
00:34:30.630 --> 00:34:34.309
So if there's a cro or a
CMO listening to this and they're like,

563
00:34:34.469 --> 00:34:37.989
man, I'm jealous, I have
a very toxic relationship with my counterpart.

564
00:34:37.269 --> 00:34:40.019
What do you think is maybe a
first stuff that they can go take to

565
00:34:40.340 --> 00:34:45.659
repair that and get it closer to
the type of working relationship that you have

566
00:34:45.739 --> 00:34:49.460
a John? Yeah, well,
first I mean I think a toxic relationship

567
00:34:49.460 --> 00:34:53.090
between sales and marketing is incredibly toxic. You know, for lack of one

568
00:34:53.170 --> 00:34:57.010
our term to do double use that
word. I mean, if you're if

569
00:34:57.010 --> 00:35:00.010
you're fighting against each other or if
you're if you're not aligned, you're not

570
00:35:00.050 --> 00:35:02.849
going to get the outcomes that you
want. And so I think you know,

571
00:35:02.929 --> 00:35:06.050
one of the big things that John
and I are working on right now,

572
00:35:06.090 --> 00:35:08.079
because we did have were we were
missing a key higher on his team,

573
00:35:08.079 --> 00:35:12.280
which was kind of the head of
revenue growth demand generation, and she's

574
00:35:12.320 --> 00:35:15.480
been here, Tracy now for about
two months. One of the big things

575
00:35:15.519 --> 00:35:17.280
we're working on. It's kind of
going back to world clocks analogy. Right

576
00:35:17.639 --> 00:35:22.909
we there was we were noticing some
debate a couple levels below us in conversations

577
00:35:22.030 --> 00:35:27.269
where it seems like the expectations were
not the aligned in terms of what my

578
00:35:27.469 --> 00:35:30.949
team was expecting from marketing and what
marketing felt that they should be accountable for.

579
00:35:30.909 --> 00:35:34.590
And so initial project with John and
I are working on is really building

580
00:35:34.630 --> 00:35:37.500
out. That's kind of reverse waterfall. So we can say exactly like these

581
00:35:37.619 --> 00:35:39.780
are the five Kpis, or whatever
they end up being, that marketing is

582
00:35:39.860 --> 00:35:44.619
going to own. They are going
to have goals associated to them and they

583
00:35:44.659 --> 00:35:46.099
are going to come and talk to
the talk to us, talk to us

584
00:35:46.099 --> 00:35:50.969
about them at the same frequency that
we look at St our productivity and pipeline

585
00:35:50.969 --> 00:35:58.250
contribution from SDRs. And so the
simple exercise in expectation management and with goals.

586
00:35:58.289 --> 00:36:00.969
Right. It sounds so simple,
but it's like the most important thing

587
00:36:01.010 --> 00:36:04.800
you can do, because if I
can look at you and say this is

588
00:36:04.880 --> 00:36:08.400
what I'm expecting you to produce and
you say I agree, and here's what

589
00:36:08.440 --> 00:36:12.159
I expect from you and you say
I agree, then you should be able

590
00:36:12.159 --> 00:36:15.000
to figure out a way to work
towards those things because there's not confusion.

591
00:36:15.119 --> 00:36:17.670
And then and your and you know, if you have a racy model right

592
00:36:17.710 --> 00:36:22.230
where you're like who's accountable, responsible, consulted and informed? The one number

593
00:36:22.269 --> 00:36:24.269
one rule of racy is only one
person can be accountable, right. And

594
00:36:24.429 --> 00:36:29.190
so there's certain things that he's accountable
for certain things and I'm accountable for we

595
00:36:29.269 --> 00:36:32.579
agree on that and when we find
our teams struggling, that's the type of

596
00:36:32.579 --> 00:36:36.099
conversation we compd we come of,
come in, we Ra see it out,

597
00:36:36.179 --> 00:36:38.179
we make good decision, we align
on expectations and we and we move

598
00:36:38.260 --> 00:36:45.059
on and kind of having that non
emotional, data driven expectation management level setting

599
00:36:45.460 --> 00:36:46.889
makes a world of difference. But
you will have to both want it,

600
00:36:47.130 --> 00:36:50.969
by the way, and you have
to both believe it's important and you have

601
00:36:51.090 --> 00:36:52.809
to like. You know, if
you have a sales leader who just wants

602
00:36:52.849 --> 00:36:55.289
to rage against the marketing ad vice
versa like, I don't know if you're

603
00:36:55.289 --> 00:36:59.010
ever going to be able to fix
that like. You can't have that mindset.

604
00:36:59.090 --> 00:37:01.280
You have to have a collaborative team
work mindset. I love that.

605
00:37:01.800 --> 00:37:06.280
That's awesome advice. All Right,
last question for you. Obviously Rev ops

606
00:37:06.280 --> 00:37:09.760
rules up to you at demand base, but in general I think there's different

607
00:37:10.199 --> 00:37:15.789
schools of thought on whether repops should
be one central function or whether there should

608
00:37:15.789 --> 00:37:20.510
be sales ups repops or, I'm
sorry, sales ups marketing up see US

609
00:37:20.550 --> 00:37:23.150
ops separate. So I want to
get your take on that. And then

610
00:37:23.789 --> 00:37:28.309
and ask you where rep ups should
roll up to and why that's the just

611
00:37:28.389 --> 00:37:31.900
think so we the way we have
it is REV revetue operations is is essentially

612
00:37:31.940 --> 00:37:37.820
traditional sales operations and customer success operations
and bi, I would say, for

613
00:37:37.900 --> 00:37:43.139
us. And then marketing operations rules
into marketing and I think the and there's

614
00:37:43.179 --> 00:37:47.050
no no debate about that at the
company. No marketing operations is running marketing

615
00:37:47.090 --> 00:37:52.369
automation, running demand based platform.
Field operations is running sales force and everything

616
00:37:52.409 --> 00:37:55.610
that lives within sales force. The
thing is like sales forces, all of

617
00:37:55.650 --> 00:38:00.199
its acquisitions and things. That's that
it's done. Has Really Changed The paradigm,

618
00:38:00.199 --> 00:38:02.159
I think for that because, for
example, you know, we use

619
00:38:02.239 --> 00:38:07.119
things like Einstein, we use things
like tableau within sales force. So that's

620
00:38:07.159 --> 00:38:09.119
why a lot of the BI function
resides with it than that team, because

621
00:38:09.159 --> 00:38:12.760
it should. You know, basically
it's like if it's if it's within sales

622
00:38:12.800 --> 00:38:15.309
force, it sits within field operations
team or whatever we call it, fuel

623
00:38:15.349 --> 00:38:20.150
operations. If it integrates with sales
force, it's probably going to sit within

624
00:38:20.230 --> 00:38:24.230
them to with the exception of very
specific marketing tools. So enablement tools are

625
00:38:24.869 --> 00:38:29.500
the budget is probably owned by enablement, but field operations will run it.

626
00:38:30.260 --> 00:38:32.420
Now you bring up a really good
question about where revenue options sit. It's

627
00:38:32.420 --> 00:38:37.099
interesting. At live ramp it ruled
into finance and you know, here it

628
00:38:37.139 --> 00:38:40.449
rolls into sales and I think,
you know, I hope that it shouldn't

629
00:38:40.449 --> 00:38:44.010
matter too much. I think,
you know, like in terms of where

630
00:38:44.010 --> 00:38:46.690
it reports into, as long as
everyone's getting what they need for us at

631
00:38:46.769 --> 00:38:51.929
demand base. My the VP worldide
field operations, is actually a former seller

632
00:38:52.570 --> 00:38:55.400
and so he's a pretty non traditional, feel like head of that function.

633
00:38:55.480 --> 00:39:00.079
I think because he has so much
business context and he he's a he's very,

634
00:39:00.199 --> 00:39:04.440
very helpful and being able to help
me really good decisions about things because

635
00:39:04.440 --> 00:39:07.320
he's been there and he's it's not
just data modeling, you know. But

636
00:39:07.519 --> 00:39:12.110
I also think that probably we rely
on sales force too much. I think

637
00:39:12.590 --> 00:39:16.429
at live ramp salesports was more like
an input to other financial systems and so

638
00:39:16.550 --> 00:39:20.550
it was really important that sales force
was designed in such a way that finance

639
00:39:20.630 --> 00:39:22.150
was getting what they wanted. So
I you know, frankly, I don't

640
00:39:22.150 --> 00:39:24.739
have a super strong opinion about it. Again, as long as everyone's getting

641
00:39:24.739 --> 00:39:29.900
what they wanted. And I think
that can go that can be strained if

642
00:39:30.300 --> 00:39:35.179
you know the team that it's not
reporting to might often feel second fiddle to

643
00:39:35.219 --> 00:39:37.420
the team it is reporting to in
terms of what they're getting, in terms

644
00:39:37.460 --> 00:39:39.650
of what they're getting. So for
us, it were, it reports into

645
00:39:39.769 --> 00:39:44.530
into the to the field. I
find my partnership with Mike, who runs

646
00:39:44.570 --> 00:39:45.969
that team, to be incredibly important. I talked to him several times a

647
00:39:46.010 --> 00:39:51.170
day. But if not something I
have extreme religion about. Yeah, well,

648
00:39:51.250 --> 00:39:54.800
probably works so well your organization because
you're one of the cultural leader,

649
00:39:55.000 --> 00:40:00.199
leaders of data your company and maybe
for other companies. It's finance. You

650
00:40:00.239 --> 00:40:01.880
know what I'm saying? Yeah,
right, I mean again, and I

651
00:40:01.960 --> 00:40:05.840
will say th Brian and I the
CFO. We have, we've worked together

652
00:40:05.880 --> 00:40:08.190
in the past. We have really
strong foundation of trust. We both believe

653
00:40:08.190 --> 00:40:12.469
strongly in operational excellence and but so, but, yeah, I think he

654
00:40:12.710 --> 00:40:15.269
I think that he trusts me.
So that's that helps a lot. But

655
00:40:15.389 --> 00:40:20.630
there are some Ciros that are maybe
more focused on like sales, on like

656
00:40:20.750 --> 00:40:23.940
the sales coaching side of it,
or the maybe less on the day side

657
00:40:24.059 --> 00:40:28.099
and more biased towards like the team
building. And not to say that you're

658
00:40:28.099 --> 00:40:31.619
not, but it sounds like you're
really heavy on the on the data side,

659
00:40:31.659 --> 00:40:36.769
and so that makes total sense to
vops would report through you. And

660
00:40:37.329 --> 00:40:39.889
did they own the world clocks?
Like putting that together, and where does

661
00:40:39.969 --> 00:40:44.090
that live in? Like the digital
world? Is that you mentioned? I'd

662
00:40:44.170 --> 00:40:46.530
Stein and Tableau. It's a good
it's a Nan am at Google sheet right

663
00:40:46.530 --> 00:40:52.280
now because the the outputs are from
multiple places predominantly. Our vision is that

664
00:40:52.360 --> 00:40:55.159
every really it becomes a salesport dashboard. That the ultimate long term vision.

665
00:40:55.159 --> 00:40:58.639
But in terms of who owns it, it's interesting. You know, it's

666
00:40:58.679 --> 00:41:01.320
again it's collaborative like. So sales
APPs and field aabs own a good portion

667
00:41:01.360 --> 00:41:05.550
of it, but finance owns a
lot of growth efficiency indexes and things like

668
00:41:05.590 --> 00:41:07.349
that as well. So it's it
was kind of aways kind of funny because

669
00:41:07.349 --> 00:41:10.510
at the beginning of the quarters when
we everyone is popping into update it and

670
00:41:10.550 --> 00:41:14.670
updating the sheet and I'm seeing just
as many comments, comments and inputs coming

671
00:41:14.710 --> 00:41:16.949
from finance as I am from field
operations, and so it's very much a

672
00:41:17.030 --> 00:41:21.780
joint owned initiative. Well, Alison, thank you so much for stuff and

673
00:41:21.820 --> 00:41:24.059
by the show. It's been an
awesome conversation and anyone who's listening is going

674
00:41:24.099 --> 00:41:29.300
to learn a ton about how to
put a really sophisticate day instructure in place

675
00:41:29.420 --> 00:41:32.010
they can manage proactively and not so
reactively. So thanks for coming on,

676
00:41:32.329 --> 00:41:36.250
best of luck with the rest of
the year at demand base, and thanks

677
00:41:36.250 --> 00:41:40.329
for coming on the show. Thanks
for having me. At scale matters.

678
00:41:40.730 --> 00:41:45.690
We believe people make better decisions with
better information, not blindly following their gut.

679
00:41:46.679 --> 00:41:51.559
That's why we started this podcast and
that's why we offer go to market

680
00:41:51.559 --> 00:41:58.000
analytics that provide high quality data and
unbiased insights that strategic be tob revenue leaders

681
00:41:58.039 --> 00:42:00.710
can use to make their best decisions. If you want to check it out,

682
00:42:01.230 --> 00:42:09.190
go to WWWAC matterscom. You've been
listening to go to market excellence.

683
00:42:09.550 --> 00:42:13.989
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684
00:42:14.070 --> 00:42:17.179
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685
00:42:17.619 --> 00:42:19.340
stay excellent.