Metrics
I recently gave a presentation at SaaSBoomi, an India-based SaaS founder community, which was structured as an interview by Evangelist at Freshworks for Startups, Jayadevan P K (aka, JPK). In the interview I answer the following questions: * How do you look at ARR (Annual Recurring Revenue) and its relation to
Marketing
The purpose of this post is to embed the video recording of my recent appearance on Monday Night Metrics with Ray Rike of RevOps^2 and Ben Murray, also known by the sobriquet, The SaaS CFO. In this fast-paced episode we move through topical discussions of the major SaaS metrics
Competition
I sometimes get asked about how to structure an enterprise software marketing organization and the relative roles of product marketing vs. competitive analysis. In this post, I'll share my (somewhat contrarian) thoughts on this topic. My first job in marketing, which served as my bridge from a technical
Metrics
"Measure or measure not. There is no try." -- My response to being called the Yoda of SaaS metrics. Just a quick post to highlight my recent appearance on the Metrics That Measure Up podcast, hosted by Ray Rike, founder and CEO of RevOps^2, a firm focused
Marketing
Ask most startups about their go-to-market (GTM) these days and they'll give you lots of numbers. Funnel metrics. MQLs, SQLs, demos, and associated funnel conversion rates. Seen over time, cut by segment. Win/loss rates and close rates as well, similarly sliced. Maybe an ABM scorecard, if applicable.
Management
In this post, I'll present what I view as the minimum sales management framework for an enterprise SaaS startup -- i.e., the basics you should have covered as you seek to build and scale your sales organization [1]. 1. Weekly sheet 2. Pipeline management rules, with an
Demandgen
The other day I read a book on account-based marketing (ABM), entitled ABM is B2B, and I must say I disliked it. Capital D disliked. My Thoughts on the Book: ABM is B2B Why? It struck me as the kind of buzzword-laden, hype-filled, superficial-case-study-driven, strawman-arguing, compound-adjective-using [1] marketing book that
Forecasting
This is the third in a three-post series focused on forecasting and pipeline. Part I examined triangulation forecasts to improve forecast accuracy and enable better conversations about the forecast. After a review of pipeline management fundamentals, part II discussed the use of to-go pipeline coverage to provide clarity on how
Forecasting
This is the second in a three-part series focused on forecasting and pipeline. In part I, we examined triangulation forecasts with a detailed example. In this, part II, we'll discuss to-go pipeline coverage, specifically using it in conjunction with what we covered in part I. In part III,
Forecasting
Ever been in this meeting? CEO: What's the forecast? CRO: Same as before, $3,400K. Director 1: How do you feel about it? CRO: Good. Director 2: Where will we really land? CRO: $3,400K. That's why that's the forecast. Director 1: But best
Marketing
I'm working with a lot of different companies these days and one of the perennial topics is pipeline. * Do we have enough? * Is it spread across reps in a healthy way? * Should I build pipeline then hire reps or hire reps to build pipeline? * From where should pipeline
Culture
Quick: * How big is the Acme deal? $250K. * What's Joe's forecast for the quarter? $500K * What's the number this year? Duh. $7,500K. Awesome. By the way: $250K what? $500K what? $7,500K what? ARR, ACV, bookings, TCV, new ARR, net new ARR, committed