Balancing Data and Gut Instincts
On this episode, Sean talks about prioritizing efficiently during growth, what he thinks are important qualities in GTM teams, and how he balances data driven decisions with gut instincts.
(upbeat music)
- Welcome to Rise of RevOps.
I'm Ian Faison, CEO of Caspian Studios.
And today I am joined by a very special guest,
Sean, how are you?
- I'm all, thank you.
Thanks for having me, Ian.
- Thanks so much for joining the show today.
Super excited to chat with you about RevOps.
Maybe perhaps the term that you think
should be slightly different.
Get into all the stuff that you're doing at Weka.
So let's get into it.
What does your company do and who do you sell to?
- Yeah, so at Weka, we're the biggest smallest company
most people have not heard of yet,
but a very exciting place to be.
And we are the data platform for AI.
And what we're selling is just that data platform
for really large enterprises are those companies
that are on the cutting edge,
that are gonna be the future,
Fortune 50 companies moving forward in this next tranche.
We also sell to quite a few university,
medical research centers, government, science labs.
Anyone that's moving and are consuming
enormous amounts of data.
- Wonderful.
And tell me about your RevOps team,
or perhaps maybe you don't call them that.
- We don't.
So I actually very purposely named my team,
go to market operations.
And I think we'll probably get into that
a little bit more.
But like the thing that makes us like
every other operations team I've been on is very small.
In operations, we tend to run really lean,
probably too lean in most cases.
And we love to find resources for everybody else
and don't advocate enough for our own resources.
But I run a global small team,
got six people working for me right now.
And the way that I've structured my team
is about roughly half of the team
is focused on the business side of it.
So policy process governance of the end-to-end selling motion.
And the other part is focused on the technology
and all the kind of backbone that enables
our sellers to be successful.
But it's not just sellers,
it's the marketing team and the customer success as well.
But we consider those selling teams.
- Yeah, so let's just get into it now.
Why did you decide to change the name to go to?
I'd love that by the way.
So, and this obviously,
part of the reason why we're making the show
is this is all brand new.
It's all everyone's kind of trying to figure it out.
- Yeah, and so first of all,
I don't want to put anybody out, say one's better
than the other, but we purposely,
I really wanted not only my team,
but the company to understand
what I considered the remit of our team.
And what I mean by that is,
in my experience, oftentimes when we say revenue ops,
what we're talking about is sales ops,
or an established sales ops team
that has kind of picked up the couple of marketing ops people
under their wing.
But it's more focused on sales operations,
which is an important part of the function
and important discipline.
But I purposely wanted us to think about
the end-to-end experience for our internal stakeholders.
And what is that customer outcome that we're after?
So, purposely, it's the marketing,
top-of-funnel marketing,
through the selling motion,
all the way through the advocacy
on the customer success side.
And then bring that full loop again.
I also wanted us to be thoughtful of our data sets,
and really understand that there's more
to how we're gonna measure the business
than just our pipeline and Salesforce,
and really think about the business holistically
and plan holistically.
So, purposeful in calling it good a market,
I've tried to bring people from multiple disciplines,
and I've personally done both sales operations
and marketing operations roles in my past,
as well as Ben Aseller,
and Ben Appear Play,
marketing person, product marketing,
field marketing, demand gen.
And so, I wanted to have that environment
and continuously remind people of
a little bit,
regardless of your actual title,
we're all here to support that end-to-end process.
- I love that, and that's really what,
I think that's why revenue operations is the new normal,
is the new name,
because of that exact same reason that
it doesn't matter if it's sales marketing,
customer success,
it's all these different functions,
driving revenue and opts has to see across all of those.
- That's right, and again,
revenue ops is a great term.
In my company culture,
I just really wanted to first the issue of one selling team,
and not splitting it out that way
in terms of, again, in my experience,
it's been having on sales ops, super important,
but kind of wanted it to be an equal pie, if you will.
- Yeah, so obviously,
your team a little similar in some ways,
like you said, lean team, global team,
obviously you have a lot of background,
as you mentioned,
on all the different sides of the aisles,
but a little different kind of in naming
and positioning within the company.
How does your team compare to other rev ops teams
that have other companies when you talk to your colleagues?
- I think our structure is similar.
The challenge, my unique challenge is,
and I keep telling my team,
we have the best problems you can have in the world,
meeting our company is growing so fast.
The results, the sales results are incredible.
The future outlook is incredible.
And so where we've been challenged is,
the operations part of it,
the actual, like how do we support and bring forward
and help the sales teams execute on that?
We've not kept pace and size with the selling teams.
And so we're just completely outnumbered right now.
And how that manifests is,
you have your work of today,
and if you are executing or surviving today,
depending on your day.
But we also have to build for the future, right?
I have to be thinking about,
okay, if our company is at size X right now,
let's hypothetically call it,
and these are hypothetical numbers right now,
but let's call it $50 million of ARR.
I need to figure out what does the team need to do
to support that 50 million now,
but also how do we build for 100, right?
And how do we peel off time to be strategic thinkers,
to get us ahead of that,
to make the purposeful, sometimes not so fun,
uncomfortable, conscientious decision of like,
hey, we're just not gonna get to that other stuff.
It's important, but if we keep living in today's importance,
we're not gonna be able to build out for tomorrow.
And so trying to find that balance
has been kind of our struggle and our team size right now.
But I think from a structure standpoint,
we're pretty standard, marketing ops, sales ops, discipline,
customer success, and again, I've got some technologists,
some, I,
I have habitually call it MARTech,
but it's broader than MARTech, right?
But the kind of MARTech technologists
that are really helping us to thread everything end to end.
- What were your first 90 days like coming into this role?
- This is, it's been a really interesting company.
I think like most people, right,
I come in with a lesson in learn mentality.
Obviously did my research,
did had the opportunity to interview quite a bit
before I came in,
which for me, maybe a ad hoc career tip here.
I was interviewing the company and the people
as much as they were to me,
and so I had a pretty good understanding
what I was coming into.
The unique thing about my company
is it's completely engineering led,
meaning our three founders of our company
are engineers by nature.
They spent the first three plus years
of the company building our product portfolio,
and then we started selling it.
And so what's been interesting is a lot of our
then go-to-market processes, technology, governance,
all of that was best decision,
but from non-practitioners in some regards, right?
Again, a lot of engineering perspective,
a lot of textbook perspective, which is not bad.
It's actually a good place to start,
but then when you start putting things in practice,
and then when you put the growing on top,
we're running into, oh wow, is this scaling?
How we wanted it to?
How we painted ourselves in the corner, et cetera, et cetera.
So for me, it was listening to learn very hands-on
against starting in a smaller company,
and just like everything, all on it,
we had very little documentation, a lot of tribal knowledge,
so a lot of just asking a ton of questions,
not being shy about questions,
building my relationships across all of the functions,
and again, not just in the go-to-market, right?
But finance, who's my finance partner?
How are we doing that part of it?
What's our book to build?
And just building all of those out,
doing a lot of documentation and a lot of hands-on,
that's how I learned personally,
is just like, okay, can you show me what you just did?
Yes, I get it, I'm probably not gonna be
the one doing that day-to-day,
but I really wanna understand how we're doing it,
because I wanna understand, is that good for now,
and is that good for the future?
So just a lot of that,
and then thinking about doing a lot less talking,
especially for the 30 days, and a lot more listening,
formed some opinions pretty quickly,
but wanted to be thoughtful about my opinions
before I started kind of being like,
okay, here's where I wanna shift the team,
or here's where I want us to be focused moving forward.
- All right, let's get to our first segment, Rev Obstacles.
Where we talk about the tough part.
- I love it.
(laughs)
- I know, right?
The tough part is about RevOps.
So what's the hardest RevOps, or go-to-market GTM problem
that you've faced in the last six months,
and how did you solve it?
- Yeah, and so again, I feel like I'm embarrassment
of riches here, like our biggest problem
is keeping up with our growth, which is, again,
I tell my team all the time, like,
it's okay to have a bad moment, a bad day,
but we have the best kinds of problems over here, right?
Which is everything that's growth related.
The other side of that coin is not fun.
And so keeping up with our growth, like I said,
and really getting to prioritize
what we're gonna execute on now,
how do we carve out strategy time,
how do we get ahead of the growth?
And I think fundamentally,
most of us who go into operations,
we do it because we're helpers, we're doers, we're team,
I'm personally, and I think my whole team is this way,
and I would imagine the most of our industry is like this.
Very team, we before me, kind of a scenario.
And so just keeping up with the state of the growth,
with the resources we have,
and getting a seat at the table to say,
"Okay, this is amazing,
"but if we're going to be growing our selling teams
"by exponential amount,
"this is what's gonna be required
"from an infrastructure standpoint,
"from a people standpoint,
"to be able to best support those selling teams."
If you throw a bunch of selling teams on top,
and we kind of enable them properly,
we can't support them,
those are our most expensive resources in the company,
and we want them to be as successful as possible.
So we also need to make the investment
on the upside, on the foundation side,
to make sure that we're setting everybody up
for the most amount of success,
and getting the most outcome that we can
from the business side.
- Yeah, definitely a good problem to have.
(laughs)
- For sure. - For sure.
Again, like I feel super fortunate,
and it's challenging and really fun,
and it can be frustrating and all those things,
but it's pretty awesome.
- You mentioned some of those mistakes,
and obviously we all make those curious,
any setbacks that you've had,
as you're trying to grow
and kind of keep your hands on the rocket ship.
- Yeah, I,
sure, of course, like a ton, actually.
I think,
as I think about that, right,
we, I try to bring a very objective,
and get a driven perspective to the company.
Or, again, the, the, the stage of our company
and the growth we've been going through,
what's been an interesting challenge is,
Ian, when we start, we're like, okay,
looking at historic trends,
what do we project next year to look like?
And I was like, guys,
six months ago, when I started to now,
we're an entirely different company.
So while we can model off of what happened
a year, a year and a half ago,
it kind of doesn't matter anymore, right?
And so we really have to get comfortable
with small data sets or small sample sizes anyways,
smaller data sets and get this comfort level with,
how do you look at the, you know,
make the data-driven decision,
but bring your experience and your gotten all those things
and merge those two together.
And, you know, we had, again,
that the, there's a ton of great things
that come with working with a bunch of engineers.
The challenge is we, gosh,
do we like to really analyze data at my company.
And again, I'm not against that, right?
But at a certain point,
it's the data's gonna tell us so much.
And so let's take that for what it's worth,
move on, you know, make our decisions and go forward
and just not get stuck in this,
trying to find the perfect data set, doesn't exist.
I'm not, I'm not convinced,
I've had the chance to work out like huge enterprise,
like fortune 50 companies, startups,
doesn't, perfect data sets doesn't exist anywhere.
There's degrees of good and not so good,
but it's never perfect.
And we just have to get comfortable with the imperfection
imperfectness, help me out with the word there, Ian.
- Yeah, I mean, well, yeah, we gotta,
we gotta be smart people don't at me after this
of whatever word I'm making up.
- Well, I think that one of the things you're talking about
is kind of like great is the enemy of good, right?
And I think that so much in startup where we're like,
well, let's create the perfect model based off of how things
have been going the last six months.
And you're like, yeah, but that's not predictive, right?
Like it's not gonna predict the future.
Like you said, we changed entirely as a company
in the past six months.
So if we look at everything historically,
is that really gonna tell us like that much?
And I think that and smaller sample sizes, right?
It's like, you know, if you have 20 sales reps doing something
versus 50 sales reps doing something, you're like,
it's a, you've doubled the two and a half times
the amount of inputs that you're getting in.
- That's right.
Yeah, and in my universe, it's actually three X, right?
So in my last six months, we've gone from five dollars to 20.
Five selling teams to 20 globally,
and we're gonna be doubling that again in the next year.
So it's the, that behavior, you can see a trend.
It can be interesting, data can be really interesting,
but we can't get paralyzed by that.
And you're spot on with the, you know,
we call it the perfect is the enemy of the good.
And so the other thing that I push my team really hard on
and push my executive team as well is,
we've got to get comfortable with 80% good, 80 plus percent good
and have a bias for urgency and action
versus, you know, solving for every corner of case
in every perfect scenario, we're never gonna get there.
And we're never gonna catch up with let alone,
get ahead of our growth stage here.
So in those competing priorities,
obviously you have sales, you have marketing,
you have customer success.
How do you balance those three when they're all asking
for Sean's team's help?
Yeah, and so I'm a little bit sneaky with this Ian,
but I stand by it, right?
So I focus on our customer outcomes and experience first.
I always try to take that outside in lens
instead of the inside out.
A, I believe it's the right thing to do.
B, it's hard to argue with what I want
when I frame it that way, right?
So just from a successful standpoint of,
hey, if we're thinking about this customer experience,
about what this looks like for them,
they go end to end with us to become a satisfied,
happy customer who's advocating our product,
our company on behalf of, what does that look like?
And how do we need to think about that?
And so when I position it that way, right?
I actually start with strategic planning
with each of the functional leads.
So my peers at, right?
The person that runs sales,
person that runs marketing,
person that runs customer success.
And look at things both from a functional level
of how do we align to our kind of corporate North stars?
And then bring them together on a so about regular basis,
actually, to kind of re-establish.
'Cause to me, this is part of this is this ongoing planning.
Planning shouldn't be a once a year checkbox,
like big bang kind of project,
but for me, rather your plans are living document.
And so we're revisiting this on a roughly monthly basis,
maybe not that quite much, but maybe eight times a year.
And when you do that,
it's not this enormous investment in time, right?
So we're then spending an hour like,
hey, how are we doing, what's working well?
Where are we going?
Does the rest of the year plan look good?
How do we kind of take what we carved out for agility?
What makes the most sense to do that, et cetera, et cetera?
So my long-winded answer, Ian,
is frame things for the customer first,
and continuous open dialogue and communication
with the cross-functional leaders,
plus taking the initiative to bring the teams together
to have a holistic conversation.
All right, let's get to our next segment, the tool shed.
We're talking tools, spreadsheets, metrics,
just like everybody's favorite tool,
which is qualified, no B2B tool shed
is complete without qualified, go to qualified.com
to learn more about them.
Sean, let's get into your tool shed.
What do you got?
What software, dashboard systems
are you spending the most time in?
Yeah, so the other thing that's really interesting
about our company is we have embarrassment of riches
from a technology stack.
We have just a ton of best or breed stuff,
frankly, probably more than we can consume
at this stage of like kind of at our size,
but a lot of amazing stuff.
Depending on the hat I'm wearing,
I'll go deeper in one versus the other,
but I was thinking about this,
and here's where I spend most of my time, right?
So we're Salesforce shop,
so obviously a lot of time in Salesforce,
a lot of spreadsheets, a lot of dashboards
and reporting as we go through.
I actually start my morning in Salesforce,
so I don't know if that,
on the degree of nerdiness that makes me
or not for this audience, probably not so nerdy.
I'm also, we've recently implemented Clary,
and so I really love Clary as well for my sellers
because I think it's got a great mobile experience.
It puts the keeping updated forecasting
and opportunity management
kind of right at their fingertips.
It's all things, or mostly things you can do in Salesforce,
but it's just making it that much easier
for the team as we go through.
Also, we're a HubSpot shop
from a marketing automation standpoint,
so a lot of time in HubSpot.
And gain site is what we're using,
implementing for our customer success team
and kind of thinking about that,
our customer cockpit or customer dashboard
of what that looks like.
In addition, a couple of the other side tools
we've been using have put in recently,
and you just did a shout out,
also give a shout out for Qualified.
We're a recent Qualified customer,
think I'm about four or five months in now.
Really amazing how they're tying together a data set
with the visitors and IP matching.
And for me, when I thought about Leadflow
and how do we best enable our sales team,
right, and getting our customers
on the digital buyers journey,
it's been an incredible tool for us.
So been really happy with that.
And the other one I'm looking at is Atrium.
And again, that's kind of a BI tool
that lets me understand where my sales teams
are spending their time,
what's the kind of effort versus reward
in terms of pipeline build, efficacy,
activity, those kinds of things.
So lots of tools on top of those,
but that's probably my main kind of table of stuff
I'm interacting with on a daily basis.
- I love it, that is what a breakdown.
- And there's more, and there's many, many more.
- Of course.
- I think a lot of people, yeah.
- Of course.
And so within all of that,
what metrics matter to you?
- So I love this question
because it's such a brutal question.
And as I've thought about this a lot during my career
and my perspectives evolved a lot in this,
about this in my career.
And I think especially as my scale and scope
of my job roles have changed.
And now I have the good fortune
of sitting between the executive team
and I think the doers.
And I mean that with respect, right?
But there's the,
how do you think about your corporate level metrics
and what are the leading and lagging indicators
that let you know on an executive level?
Are we doing well?
Are we on target, right?
We're not gonna look at 100 plus things.
Although again, some of my executives
would love to spend an afternoon looking at 100 things.
But I steer them away from that
because if you're curious, that's one thing,
but it's not how we're gonna manage the company
from an executive standpoint.
On a functional level, right?
So whether you're running digital,
you're doing demand-gen,
you're a customer success, what have you,
we may end up with,
and we likely do actually should do the count now.
50 plus metrics that we're looking at
like across the go-to-market motion
on a functional level that let us know,
was that ad buy successful?
Did this event give us the results we wanted?
Is our sales motion, you know,
creating the velocity we need in the funnel, et cetera, et cetera?
But I've spent a lot of probably the last five plus years
of my career really focused on getting executives focused on
a really top-level dashboard.
And to me, the common things are revenue slash bookings.
I think we're here to make money, right?
New logo acquisition, which is the proxy for
how is the company growing,
and what does the future look like?
Our pipeline coverage,
which is a leading indicator for sales rep performance,
and our weekend ahead are numbers.
On the marketing side,
some combination of share of voice,
and customer and prospect engagement.
And then lastly, some sort of a customer advocacy metric,
right, whether it's an MPL score,
or some other CSAT score or something like that.
Those are the ones that I continuously try to bring
my executive teams back up to, and focused on,
and that's where I like to start our conversations
when we're doing QBRs or what have you of,
how do we feel about these things?
And then we can double click down from there.
- And so Sean,
do you have an example of something that you noticed
in your pipeline wasn't really working,
and that you kind of were able to diagnose and fix?
- Yeah, a couple of things actually,
and they're interrelated,
and again, I go back to really fortunate,
we have a lot of good problems to tackle here.
I think one of the first things I noticed is,
and I don't think we're unique in this,
in the kind of size of company we are,
and where we're at in our maturity level,
but we were living, our pipeline was living quarter to quarter,
meaning the entire pipeline was set up to be in this quarter,
and then whatever didn't close, right,
close one ideally, but even close loss,
whatever didn't close,
that just rolled over to next quarter's pipeline.
And so building out the maturity of,
okay, we're an enterprise sale,
it's not a one quarter sale,
it's pretty very technical, high-end technology,
very complicated, sophisticated stuff that we enable,
it's a six plus month sales process
from a qualified lead for us.
And so teaching the team of the importance
of trying to land realistically
where you think this opportunity sits.
And so part of that process, Ian, was first of all,
and by the way, I married to a sales executive,
and so I lived this, right,
and I'm not speaking ill of any salespeople,
but creating an environment where people felt like,
they weren't gonna get in trouble for missing a number,
because I think in that environment,
what happens then is people,
I don't wanna say sandbag, but they get very conservative.
I don't wanna get beat right for missing a number,
or be like, where's this amount,
I said it at a,
so I'm gonna put in the lowest I can possibly get away with,
and hopefully nobody's gonna call me out on it.
And so trying to create a more of an open environment
where we discuss things,
try to pull out what we think is more of a real number,
but not crush people as we're maturing and learning
the business and hey, how good at that were we, right?
How good are we at forecasting,
and how do we continue to develop that muscle?
So part of it was just kind of like,
where do we land and what's the size of it,
and getting comfortable with being realistic,
but to the right of center on aggressive, not insane, right?
But not to the left of center of Uber conservative,
because I'm safe if I just put in a low number.
And so that's the big push we've been doing
is just again, as we mature it,
as we bring in new sellers to say,
this is our way, this is why we're asking you to do it.
And that's the other part is explaining to them
how this data is used with the executive team,
with our board of directors, et cetera, et cetera.
This is not a setup for a gotcha.
Ha ha, Ian, you said you were gonna do 100,
and you did 80, boom, you're in the penalty box.
That's not what we're after.
And so that's, I think the biggest kind of pipeline issue
I've come into is just being more thoughtful
about landing the amount and when.
- I love that, great story.
Let's talk spreadsheets.
- Love it, let's talk spreadsheets.
I never in a million years thought I would be
spent so much time in spreadsheets.
- Ha ha, there you go.
What are your top three?
- For me, for the job I have and what I'm looking at,
it's a combination, or the three,
I'm probably going to the most of our pipeline.
My rep ramp, and I mean that just in terms of,
do I feel like we've done what we need to do
to enable them to help them build a territory
to get them set up for success?
And some combination of mix and lead flow, right?
So where are we at in terms of our velocity
and where are things coming from
and is at the right balance that we're expecting
between marketing contribution,
sales contribution and our partner channel contribution.
Any spreadsheet tips or tricks for the audience?
- My biggest spreadsheet tip is dumb as the sounds,
or as basic as the sounds maybe,
it's a better way to say it.
Double check your work.
I live in Excel all day long,
like I'm sure a lot of people do.
And the amount of times that,
we get very proficient in it,
but the amount of times I've caught
where I've just done a sloppy copy or a formula error,
and in your head you know it's right,
but you've just like a fat fingered something
or something, right?
Okay, we all make mistakes, but the challenge is this.
I know, because I'm living in the data,
I know what I should be expecting or roughly expecting,
and can I eyeball it?
Oh wow, does that look right?
That doesn't look right.
Let me go double check it.
The reason why I stress this is in my experience,
if you show up with bad data,
the entire conversation that knows about the data integrity,
and not about the business topic at hand.
And so it's just a headache that you can avoid
by literally taking the two minutes to sanity check,
is this all right before I start sharing it?
And again, I know that sounds really basic,
but I've learned that lesson the hard way,
unfortunately more times
than I showed up in my career,
and I just double check everything now.
And sometimes even if I'm super tired,
hey somebody on my team,
will you sanity check this for me real quick,
and don't spend more than two minutes on it,
but does this look right to you?
That's my tip.
Not sexy, but keep yourself out of the dog house.
- I love it.
What is one tool that might be new to you
that you can't live without?
- I'm old school, so I am very big on,
so I'm all for technology, but I'll be honest with you,
I start with policy process and governance every time,
before I jump to a tool.
And for me, the tool then should be either helping us
be more productive, more efficient,
or get a better outcome as we go through that.
So again, I'm very pro-technology,
and I mentioned a couple right that we've been putting in
lately that I think are really amazing.
Qualified's one, I'm a big gain site fan, big clarity fan.
So these things are great, I'm not sure
they're so brand new in the market.
I'm not at the point now where I'm throwing stuff in,
though, just to throw it in.
But I'm kind of more of a measured person
when I approach technology.
- Anything cool that your team has done with data recently
or something that surprised you?
- I think, so as I think about that question,
I'm like, data leaks, and what is cool to do with data?
The thing that I might reframe your question
and say the thing that I'm kind of most proud of
that we've been doing with data,
and the thing that I've been really focused on the team with,
is demystifying across our entire company
how we're using the data.
So what is the data for?
I find that once I help the selling teams understand
the how, the where, the when data is being used,
there's less resistance around that conversation
and then more substantive conversations
than this kind of protecting or being afraid of data
or hiding around data.
So again, I try to set up an environment where
it's okay to be wrong, an environment where we take
some calculated risks, an environment where we're learning
and growing as we go.
And again, I like for people to understand the how and why
we're doing what we're doing.
So, you know, they can get on board with it.
It doesn't just feel like a big corporate data checkbox exercise
like, let me get done with this thing so I can move on.
- All right, let's go to our final segment.
Quick hits.
There's your quick questions and quick answers.
- Cool.
- Are you ready?
- I'm ready.
- Number one.
- The suspense is killing me.
- If you could take one animal and make them really big
or make them really small, what would it be?
- I want to make a giraffe normal size.
- I don't know why.
- I don't know, but it's like, I saw this meme on, I think
Reddit or something, right?
It was like, okay, unicorn zone exists, but giraffes do.
Unicorn is more likely to be in the normal realm of whatever
versus this thing with a crazy neck and what have you.
I want to see like a household dog size giraffe.
I don't know why, but that's what I want.
- Do you have a favorite book or TV show or podcast that you've
been checking out?
- I do, I go back to, I really love the Martian, Andy Weir.
I love this notion, you know, I think he'd hurt for me,
really nails in the, you know, my self-proclaimed nerdiness,
nails the science fiction genre of having enough science
in a book, but being very readable, you know, kind of taking
on a journey, getting you to think about stuff as you go
through.
So I'm a big fan of those kinds of books and I try to get away
from that, I'll be honest with you, I don't do a lot of like
business books and those kinds of things.
I know there's a lot out there, certainly read a lot of blogs
and those kinds of things, but when I'm reading, reading,
I kind of want to escape.
So I'll go for that type of a novel.
- Do you have a biggest rev-ops misconception?
- That we are here to say no to everyone for everything
they ask for.
We're not, I'm not, my team's not, I think most people
are not.
I think sometimes as rev-ops or go-to-market-ops people,
we can maybe reframe the question and how we try to think
about it.
I don't want to say no, I want to help people.
Sometimes with the solution or the way that my teams want to go
about getting to the end state, no, we're not going to do it
that way, but I don't want to say no to your ask or no to
helping you execute to what that is.
We want to help.
We're helpers by nature.
It's in our DNA.
I know it's in our DNA.
I hate saying no.
- Do you have a?
Top three dinner party guests.
They have to be alive.
- Ooh, I hope this doesn't come across as dark with the
recent thing.
So I'm going to age myself.
I'm going to cheat.
I want to go back in time.
I want Van Halen during the 1984-19.
I want to go back in time.
I want to go back in time.
I want to go back in time.
I want to go back in time.
I want to go back in time.
I want to go back in time.
I want to go back in time.
I want to go back in time.
I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
I want to go back in time.
I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.
- I want to go back in time.