Domestique

As the year wraps up, we want to take a moment to say thank you. To our incredible clients: thank you for trusting us, challenging us, and inspiring us to do better every day. To our hardworking team: your dedication, creativity, and positivity make this company what it is. You remind us why we’re proud to be on this journey together. This year, we leaned into our values—finding joy in the journey and celebrating the small, meaningful steps forward. Together, we’ve built something special, and we’re excited for what’s ahead. We’d love to hear from you: What are you thankful for this year? Let’s reflect and celebrate the people and moments that made 2024 memorable. Gratefully, The Team at Domestique

Reminder that you don’t need a big fancypants ABM or data platform to find the right accounts to go after (although that can help). You probably have all the data you need in your CRM already. You just need to organize it and do some math. Enter Account Grading. An account grading model analyzes historical opportunity data to give you a good idea of what your best-fit accounts look like. Then you go build a little bit of automation in your CRM and boom…now you have lists of your A accounts, your B accounts, your C accounts, etc., and you can build GTM playbooks around each one. You see a lot of different account grading frameworks out there, but we’ve found that this 7 step process works best. 1 - Define grading criteria 2 - Establish a scoring system 3 - Leverage data for grading 4 - Align teams on grading framework 5 - Operationalize grading in tech stack 6 - Integrate grading into GTM processes 7 - Monitor and optimize Need some help building it? Check out our blog (link in comments) and drop us a line ??

SKO is right around the corner. Be proactive.

Another week, another webinar! Thanks to RevOps Co-op for putting this one together. We don't mean to repeat ourselves over and over, but we'll say it again: 2025 is coming. In fact, with all the holidays coming up, it's basically here already. If you're looking for some new ways to approach your planning cycle, join our very own Rhys Williams and our friends at Openprise this Wednesday 11/20 at 1pm EST.

Are your sales comp models driving the right behaviors—or just draining your budget? CROs and Sales VPs face a tricky balancing act: incentivizing reps effectively while ensuring that compensation aligns with business goals. This is where a fractional RevOps partner can swoop in and design an effective sales rep commission and compensation model. A well-designed compensation model should: 1?? Align with business objectives. Whether your focus is new customer acquisition or account growth, structure your incentives to drive those outcomes.? 2?? Keep it simple and transparent. Complex plans only confuse reps. Clear, straightforward models build trust and motivation.? 3?? Leverage data for capacity planning. Set achievable targets based on in-depth analysis to maximize performance.? 4?? Incorporate multiple metrics, not just revenue. Bring in KPIs like CAC, pipeline velocity, etc.? 5?? Be reviewed regularly. Comp models should adapt as your business evolves. There’s a lot more to it, so check out the blog (link in comments). And if you’re looking to scale comp strategies without the full-time commitment, let us know. ???

Let’s be real. Most outbound plays are cringe as f***. We all know it…but we continue to tolerate it. But a smart outbound strategy can be a real value driver (especially when you scale the approach across your PortCos). So our next webinar is all about how to make outbound actually work. Here’s some of what we’ll cover: ? Pinpointing targets. Start with the right accounts and personas, and you’re halfway there. ? Building an SDR & Sales motion that fits. No cookie-cutter approaches here. ? Getting accurate data. It’s 2024. Stop messing around. ? Creating messaging that’s hard to ignore. Because “just reaching out” isn’t a strategy. ? Systems & deliverability tips. Stop letting technical issues wreck your outreach. ? Metrics that actually matter. Know what to track and why. These are practical plays that work. Sign up now and let’s get more from outbound. Webinar date: Thurs November 14th, 11am MST Register here ?? https://bit.ly/4eliEf0

Inside the Integrated Lifestyle: A New Dad’s Journey at Domestique ??? Balancing work and home life is no easy feat, especially for new parents welcoming a baby into their lives. Connor Griffith from the Domestique team has experienced this firsthand and has found that our integrated lifestyle approach makes a difference. In this interview, Connor shares how Domestique has supported him in embracing both fatherhood and his professional responsibilities, offering valuable insights for fellow new dads navigating a similar journey. Check out his experience below! 1. What has been your experience as a new dad, and how has working at Domestique supported your transition into parenthood? Just like everyone else, my experience as a new parent has been completely overwhelming at times, and beautifully surreal at others. Nothing can prepare you for it. Given the flexibility of Domestique's approach to the integrated lifestyle, blending work and parenthood has been surprisingly smooth. It's really hard to get back into your "work brain" only 4 weeks into your child's life, but Domestique has been supportive the whole way. 2. In what ways does Domestique’s integrated lifestyle help you maintain a healthy work-life balance now that you have a baby? Domestique allows us an incredible amount of control over how we work. That means working days and hours don't really matter (except for client meetings & deadlines). Because of that, I can easily bounce from a client project to giving my wife a break and holding the baby on any given day. As long as the work gets done, I can still support my family however I need to. 3. Can you describe a typical day for you that incorporates both work and spending time with your newborn? 7am: Get up. Play with the kiddo for a bit (he's super active and alert in the morning). 9am: Enter a call block. Internal team calls, client status meetings, etc. 11am: Strap the baby to my chest in his carrier. Set my desk to stand mode and work while he naps (and my wife takes a break). 12:30pm: Give the baby back and enter another block of calls and hands-on-keyboard work. 3pm: Done with work for the day. Go help my wife with my son, do laundry, clean the house, start thinking about dinner, etc. 4. What advice would you give to fellow new dads about balancing work and family life while at Domestique? Be overly communicative with management (and maybe your clients, if you have that kind of relationship) about what you and your family need at this time. The balancing act is hard, so get proactive and loop everyone into your new schedule as much as you can. For example, when I first came back from leave I knew I needed to cut back on working hours so I could support my wife. I transitioned off of a couple clients and blocked off my Wednesdays and Fridays. This wasn't an issue at all since I'd already worked through it with the founders, my colleagues, and my clients.

You’ve got a Q1 goal of $200k from the Board. But when you dig into the data, you find a massive gap. February’s top-down target is $60k, but your historical bottoms-up model shows only $13k in attainment. $46k in the hole on top of a bad January. With only two AE’s still ramping up and trying to close business…not surprising. Sound familiar? It’s a common scenario, and often far more complex than this example. But it highlights why Capacity Planning is so critical. By identifying this gap early and addressing it head-on, you’re not just solving a massive problem—you’re positioning yourself as the hero on the GTM team. You’ll be the one setting the tone on how to hit targets realistically, instead of relying on hope. Last chance to get this right for 2025. Join our Capacity Planning webinar tomorrow and learn how to navigate the gap between Board expectations and reality. Register here ?? : bit.ly/485s0Ks

?? 2025 is around the corner. Be honest…is your organization ready? If capacity planning isn’t on your Q4 agenda yet, it might be time to pencil it in (like yesterday). Here’s the capacity planning checklist we use with our clients to make sure they’re kicking off next year on the right foot: 1. Establish ownership. Who owns your planning process? Make sure someone (RevOps? Finance?) is leading the charge to avoid confusion. 2. Get the right people in the room. Identify your key stakeholders and set timeline expectations early. 3. Align on definitions. Make sure everyone is on the same page about key terms & mechanisms. Misalignment now = chaos later. 4. Build from the ground up. Use 12 months of historical data to build a bottoms-up model. This isn’t the time for wishful thinking. 5. Layer in top-down goals. Targets from your Board are usually aspirational. Overlay them onto your model to highlight the gap. 6. Have the ‘Oh Sh*t’ meeting. Sit down and figure out what assumptions will close that gap. Tie every assumption to a specific initiative. 7. Finalize and communicate. Lock in your annual targets and communicate them clearly across the organization. Everyone needs to know the plan. 8. Set up Demand Council. Meet regularly as a group to track targets and make adjustments in real-time. 9. Check your assumptions quarterly. Review the capacity plan every quarter to make sure the strategy is still solid and adapt as needed. Want to go deeper? Join our upcoming capacity planning webinar on Oct 24th (11am MST). Rhys Williams and Alex Biale will break down each step of the process and make it easy on you ;) Register here ?? : bit.ly/485s0Ks

Learn how to build, track and hit your annual targets. We’ll dive into the following topics in detail: ?? How capacity planning influences your ability to hit your annual targets ??♀? How to run an efficient and effective capacity planning process ?? How to align your GTM teams on aggressive and achievable revenue goals ???? How to hold your GTM teams accountable (on a weekly basis) ?? The main reasons why teams don't realize they're missing their revenue goals