#INBOUND22 Takeaways and Summaries
Jen Bergren, MBA
★ Human-Centered Operations Leader, Instructional Design, Instructor, Author, Speaker, Education and Lifelong Learning Advocate. Dedicated to Advancing Women in Leadership ★
Now that you've had some time to rest and recover from the real-time excitement, I want to help you (and me) find this content more easily, compared to digging through posts on my activity feed.
Here is the content from those #Ops and #RevOps and summary posts for #INBOUND22, all in one place!
If you have an INBOUND ticket, you can access the virtual panels on demand at join.inbound.com.
Day 1
HubSpot Spotlight, the opening of the event with HubSpot executives?Yamini Rangan,?Dharmesh Shah, and?Stephanie Cuthbertson
(See post here) A few of my favorite moments from the?HubSpot?#INBOUND22?Spotlight:
*?Yamini Rangan?talked about her 6-month listening tour to learn about what is holding companies back from growth and what?#HubSpot?can do about it.
"The # 1 pain point was disconnected systems and data.
So data is disconnected, teams are struggling, and customer experience is suffering."
Disconnected point solutions are not the answer, having a different tool for everything does not solve it, that actually increases the problem of disconnected data.
My note: This is something at the heart of what?#RevOps?and?#Ops?solves. And what I talk about in HubSpot's RevOps certification -- buying more tools will not solve your problems, especially if the tools don't talk to each other.
*?Stephanie Cuthbertson?talked about one of the solutions to the above problem, HubSpot as a connected platform and applications in a unified system across all departments in an easy-to-use experience. "A single accurate source of truth is what everyone needs to do your job right."
My note: This is speaking the language of?#RevOps?and?#operations?and what we work for every day in our quest to unify and clarify everything for people, processes, and systems!
*?Dharmesh Shah?talked about his experience with the personal and professional benefits of community as an?#introvert, thinking of people as dots, that make graphs (he loves graphs). Community connects the dots, and is part of value-led growth. He introduced an IDEAL framework for building community (since he loves frameworks as much as graphs...and dad jokes): Identity, Diversity, Engagement, Action, and Learning. And he introduced Connect . com, the connected community for growth professionals.
My note: As always, his presentation was great and had a lot of themes about data and thinking differently that many ops people can relate to, including the love of frameworks :) Connect.com appears to be an improved iteration of the HubSpot Network that was discussed at last year's? INBOUND
Overall it was an excellent start to the conference and I also loved seeing the representation on stage, and the accessibility of the virtual event!
How Modern CEOs, Founders, and Revenue Leaders Go-to-Market and Become Leaders in Their Category with Sangram Vajre
(See post here) A few highlights from?Sangram Vajre's?#HubSpot?#INBOUND22?session on How Modern CEOs, Founders, and Revenue Leaders Go-to-Market and Become Leaders in Their Category:
The problem most companies are having is probably not with a single function.
You don’t have a marketing problem
(this is a therapy session, say it out loud)
You don’t have a sales problem.
You don’t have a customer success problem.
What you have is a go-to-market problem.
The CEO needs to own the go-to-market strategy, so it is not just one function's strategy. The rest of the executives facilitate the strategy and make it happen. 77% of people surveyed say a single function owns the strategy. That is the problem. None of these problems can be solved by one function, that's why you keep adding functions as the company grows (often product, then sales, then marketing, then customer success)
The 5 isms of why your go-to-market (GTM) is broken (left side of the first slide), and the 5 valleys of death they create that every company goes through (the above slide)
To fix GTM, you need all the teams to focus on the right metric, the same metric. As?Yamini Rangan?said, quoted in the presentation, the number one metric for any SaaS company is NRR, net retention rate. If a company cannot expand, it cannot grow efficiently. You have to go through those valleys of death to figure out how to go from annual recurring revenue (ARR) to gross revenue retention rate (GRR) to net revenue retention (NRR).
In addition to product, marketing, sales, and customer success, ?#RevOps?and?#Enablement?(if enablement is not included in?#revenueoperations?in your organization) are the key to the successful modern GTM organization. Adding those were the biggest change that helped his company grow from $25-50M. "RevOps is the most important function today...they can tell you exactly where your next dollar should go...Enablement are unsung heroes, give them a hug when you see them." (See below slide)
Focus on one product, get good at it, then expand. He gave examples of HubSpot itself and McDonald's.
The system to put in place to fix a broken GTM is the GTM operating system, explained on the below slide. It was only a 30-minute presentation so he didn't go in-depth into it :)
What’s next: Building an organization to fuel the flywheel with?Ashley Faus?and?Robert Chatwani
(See post here) Here are a few takeaways from the?Atlassian?#INBOUND22?session with?Ashley Faus?and?Robert Chatwani, What’s next: Building an organization to fuel the flywheel:
3 parts of a successful flywheel business::
Get out of the customer’s way and let them access your product as easily as possible.
Be patient, not greedy, is a principle not just about tools, but about people, processes, and the tools.
My note: since?#RevOps, or really all?#Ops, are about people (first), processes, and tools, you know this quote spoke to me!
We’ve come to a point where we view human interaction as a bug (in the sales process but also sometimes internally at a company). If someone needs to call me to ask a question, that can be a problem.
If anyone wants a hack or superpower to change how an organization operate - apply the philosophy of working radically open. Often as you grow, info gets silo’d, when it should be accessible to everyone.
“Open company, no bullshit” is part of their values.
It takes vulnerability to take that leap, when anything anyone is working on is transparent and anyone can see it.
My note: They spoke a lot about transparency as a superpower, something I've worked to build into? Remotish , where we can all see what everyone else is working on and find the information we need for our work without asking anyone in real-time. Also, this information getting silo'd as a company grows, which another reason I've championed this way of open working, to prevent that common problem of silos that RevOps solves.
What’s Next: Leadership Lessons with?Brian Halligan?and?Dannie Herzberg
(See post here) A few takeaways from today's?HubSpot?#INBOUND22?session: What’s Next: Leadership Lessons with?Brian Halligan?and?Dannie Herzberg
Dharmesh Shah?told Dannie, "Here’s the secret to what makes Brian special. He pushes himself and HubSpot to zig where others zag. He’s not afraid to defy conventional wisdom to create unconventional value.”
Speaking of Steve Jobs, Dannie referred to Brian as a "learn-it-all" and Brian shared the origin of the HubSpot learning field trips was a very influential and impactful field trip he took in grad school, to talk with Steve Jobs and Marc Benioff both in the same day in 2005. Steve Jobs had a 1+1+1=10 equation for the success of the iPod as a result of simplifying something previously super complicated (mp3 players). Brian said that internet marketing was equally complicated at that time, and wondered what if he could simplify it to equal that same 1+1+1=10 value, which was a first inkling about HubSpot. He heard Benioff speak about Salesforce's plans to move up to enterprise customers and acquire a bunch of companies to build an ecosystem platform, which made Brian think about what if we come up underneath, which was a beginning of the crafted, not cobbled idea of HubSpot.
Brian also talked about how culture is a product at HubSpot, how a focus on culture was first inspired by his "man crush" on iRobot CEO Colin Angle who told him "culture is what can help scale a company and help people make decisions when you are not in the room." Soon after, he and Dharmesh discussed it, Dharmesh was assigned culture and made the famous HubSpot Culture Deck and employee NPS Surveys.
Talking about how Dharmesh helped him grow as a leader, Brian described how Dharmesh gives him an annual review by interviewing ~30 people and doing something like an NPS score, 'how likely are you to refer Brian as CEO?' The first ten pages are the "features," or positive themes with quotes to support the themes, the second ten pages are the "bugs" or themes of improvement needed, which Brian presents to the board and posts on the wiki about what he is working on improving.
Here is another quote about Brian from a longtime HubSpot partner, "He is always obsessed with understanding what customers want, it's in the DNA of the company, he doesn't hide behind fancy corporate scripts or jargon."
He also spoke about many other topics including his snowmobile accident, staying close to the customer as a big company, community, and much more!
Day 1 After Hours Show with HubSpot Academy and George B Thomas
Day 2
On capital, creativity, and community care, with?Viola Davis?and?Marcus Collins.?
(See post here) HubSpot?#INBOUND22?Day 2!
I did wake up in time for the 6AM panel: On capital, creativity, and community care, with?Viola Davis?and?Dr. Marcus Collins
There were many great and inspiring takeaways, today I'll try to limit some of my takeaways to ones relating to?#RevOps?or?#operations
Transparency.
Dr. Collins asked Viola the difference between being real and being transparent, and which she would choose. She said absolutely without question, transparency. The fear is that if you expose yourself in any situation you're going to be judged, then with judgment comes shame, and with shame comes isolation. Later on, she brings it back to another one of my favorite people,?Brené Brown. Surround yourself with people who love you, because they will give you permission to say you are struggling right now. As Brene Brown says, if you share your story in a room full of people with empathy, then shame can't exist. With that comes a peace that defies any understanding.
How does this relate to?#ops?
Transparency in our business helps streamline efforts, so people can better see the big picture, and all the context they need to make a decision. It helps with efficiency, including preventing people from duplicating work when they didn't know it already existed or that someone else was working on it. Transparency in communication helps everyone understand what is happening to the business, to teams, to people in their roles, and to people as humans, since a business is made of humans. It can be vulnerable to have everything in your work or business exposed like that, viewable to everyone at all levels, as we heard in the Atlassian panel yesterday. This transparency and vulnerability in work will also help encourage transparency as humans, feeling comfortable and safe enough to honestly talk about why they may be struggling, the root cause of why someone else may be seeing a shift or pattern in their work. Human-centric or human-centered operations is something I am passionate about!
The Logic of Emotion: How to Make Inaction Impossible with Tamsen Webster
(See post here) I really enjoyed the?#HubSpot?#INBOUND22?session from?Tamsen Webster: The Logic of Emotion: How to Make Inaction Impossible
I love psychology and what makes people do what they do, and I'll try to stick to some?#RevOps?or general?# Operations-related takeaways here so I am not only transcribing the whole session :)
She talked about how in a lot of advertising or marketing, there is a missing second step between the setup of the story and the resolution. For a funny historical example, selling leeches:
step 1. You want to improve your health
step 3. Therefore, you want leeches
What is missing is the silent assumption in between, that someone knows how leeches will improve their health, and believes that what leeches solve will improve their health.
And what is logical to me isn't logical to you.
She also talked about not only knowing why you do something, but knowing the why behind the how, why do you do something in a certain way.
This relates to two of the?#ops?and communication topics I love to discuss: being clear, and...#documentation!!!
Being clear can mean giving all the context needed, and not skipping that step 2. Clearly communicating what was a silent assumption. Don't make people guess. (also bringing it back again to?Brené Brown?- clear is kind!)
Documentation should also give you all the context, not just the how or the why, but the why behind the how. What has been tried before and didn't work or has been improved? Why do we do things one way and not in another way? What have we found out from past jobs or experiences that contributed to the process being documented?
Rebuilding our Collective Future with Dr. Jane Goodall
(See Tweet) Loving @JaneGoodallInst & @katieburkie at #INBOUND22, heard a #RevOps principle:
All of the world's problems have a group working to solve it, but they are working in silos, so don't see the big picture. Close down a coal mine, great, but it puts millions of people out of jobs.
RevOps: The Operating System for Scaled Growth with?Sid Kumar?and?Alison Elworthy add photos
(See post here) And of course, there were many?#RevOps?and?#Operations?takeaways from the?#INBOUND22?session on RevOps: The Operating System for Scaled Growth with?Sid Kumar?and?Alison Elworthy! I'll just name a few for now and will share the slides in the comments!
领英推荐
They spoke about how?#HubSpot?does?#RevenueOperations.
Including a new definition of RevOps from?HubSpot: "the operating system to power delightful customer experience."
As?Remotish's?Liam Redding?said in our Inbound slack channel, "Love how each INBOUND we get to see HubSpot's RevOps model develop more and more."
Alison and Sid explained how they think of RevOps in three areas:
1. Foundation for scale: data, systems, people
2. Functional fuel: Marketing Ops, Sales Ops, Customer Success Ops
3. Horizontal alignment: planning, strategy, enablement
HubSpot thinks about the playbook across RevOps as people, mechanism, insights & automation to drive the three C's: clarity, consistency, and capabilities (see slide).
If you've been reading any of my posts, you may have noticed two of my favorite topics included -- people, as in people-centered operations, and clarity (clear is kind)!
Earlier in the talk, they spoke about how if RevOps is considered a strategic business partner at the table with executives, that can change the talent you need and how you retain and progress that talent, compared to thinking of operations as only a back-office, keep-the-lights-on team.
One more quote from the people section of the talk: "Being aligned across go-to-market teams is the key to delivering a frictionless customer experience. RevOps can play a critical role in driving that connective tissue, the thread between different stages of customer journey."
There was so much great content discussed about how HubSpot has evolved RevOps at their company that you should definitely watch the on-demand video tomorrow when it is available (if you have a ticket!)!
Hard Won Lessons on Starting and Growing a Company with ?Sam Parr?&?Dharmesh Shah
The final?#INBOUND22?session of the day was a somewhat impromptu session:?Sam Parr?&?Dharmesh Shah?talked about hard-won lessons on starting and growing a community...and more!
Dharmesh talked about the difference between audience and community.
Audience is where value is transferred from me to you.
In mathematical terms, the potential value is a function of n, number of people in audience. 1000 people = 1000 value points that could be created.
Community's value is function of n squared, 1000 people = a million possible points.
The value is transferred many to many.
They talked about communities Dharmesh built including how Hubspot essentially started as a community for inbound marketing, then a product for the community. "If there was no community, there would be no Hubspot."
Dharmesh said to build a community, you have to actually do the work, not just host the space. Like throwing a party, a host doesn't just provide the space. It's your job to maximize connections.
Sam said how the Facebook group thrown into a Hustle's product at the last minute, ended up being its main value with 20K members.
They both said copywriting is the most underrated skill for anyone. Sam learned through studying direct mail from the 1960s, where the writing had to be good enough to convince people to overcome friction to mail a check and order from a stranger. Dharmesh learned by reading books, practicing the craft, and looking at data to see what works.
Dharmesh talked about building skill sets, and how taking anything from zero to something, it's a grind. You have to enjoy the grind. To achieve success or accomplishment, you have to channel obsession, care about it deeply enough that time flies by doing it.
Skills are learnable, talent defines how quickly you will learn a skill.
If you have talent, you will learn faster, if you don't have talent, it will just take longer.
And don't have too many obsessions at the same time or you won't get great at them. Narrow your aperture. Don't focus on weaknesses, focus on being in the top 1% of the things you are good at. If you want the recognition of an Olympic athlete, you have to work as hard as one, at that skill.
Dharmesh talked about how he built the skill of public speaking as an introvert, which included a year learning slide design, and 2 years learning about stand-up comedy writing. He records his rehearsals and analyzes them for laughs per minute to improve them in order to keep the audience engaged until the announcements at the end. (Watch his Spotlight session on YouTube.)
When building skills, Dharmesh said the outcome is a function of 2 things: input (knowledge) and the number of iterations. Someone who can iterate 100 times will beat someone who iterated 5 times.
Core messages:
Day 2 After Hours Show with HubSpot Academy and George B Thomas
You can’t have culture without community
You can’t have connection without community
You can’t grow without community
It is essential.
Day 3
What’s next: The future of growth is about connections, with?Rob Giglio?and?Emilie Wells
(See post here) I did find a few?#Ops?and?#RevOps?themes in today's?#INBOUND22?sessions! In "What’s next: The future of growth is about connections," with?Rob Giglio?and?Emilie Wells, Rob reminded us of how INBOUND started this year with the HubSpot Spotlight's themes of a crisis of disconnected, people, tech, and community. Then over the past few days, they've curated stories about how to solve the disconnect, ending the event today with Obama, the great connector, to complete the narrative from disconnection to connection. To give people hope (another theme) that it is possible to connect systems, people, and communities.
Rob said, “If people and tech are connected, we stand a chance of connecting with community.”
Emilie has seen HubSpot's power of connecting people, tech, and community over the past five years since she joined?Triage Staffing | Healthcare Staffing?as CMO and helped grow revenue 17x since starting to use?#HubSpot. She spoke about how even though it took about 2 years to connect HubSpot and another core system, there were incremental wins along the way that helped with system adoption.
I love frameworks so I enjoyed hearing about her 3 by 5 framework: 3 touches a day from the sales team for 5 days in a row, then you’ve exhausted the lead for now. Call, text email, then call, text, email, etc.
HubSpot helps them deliver on this framework, deliver a consistent brand experience, and take work off the sales team by automating the text and emails.
She also said, "If we can pull information from all the systems, HubSpot sitting in the center of the technologies, we can provide employees a single system, a unified experience, that is going to pay off. We have seen what can happen when you?do that (17x revenue growth in 5 years).”
When she first came into the company as CMO, it was a sales-focused organization that didn't have marketing yet, they asked her about swag and social media and she's see eyes glaze over when she talked about marketing reporting. Because the company was already so sales-dominant, she had to prove the marketing leads were working for them.
Because of using HubSpot for 5 years now, she can report on metrics that matter across the whole organization. Bringing it back around to Dharmesh's Spotlight speech about connecting the dots (people): HubSpot ended up being so valuable because "we could finally connect those dots" in reporting to prove marketing’s worth."
My note: connecting (aligning) people, and connecting all the systems to have one source of truth, are major Ops and RevOps principles!
Modern GTM: Harnessing data to scale your playbook," with?Ben Salzman?of?ZoomInfo (add photo)
(See post here) In the?#INBOUND22?session, "Modern GTM: Harnessing data to scale your playbook," with?Ben Salzman?of?ZoomInfo, there were so many?#Ops?and?#RevOps-related takeaways that I will need to rewatch it when it is on-demand! Here are just a few!
He often hears the “Best plays are stuck inside the heads of their best reps.” Which doesn't scale.
My?#operations?note: this is a great case for?#documentation! Then?#automation, once everyone is aligned on a consistent process to run. When I'm teaching our onboarding team members about our culture of documentation at?Remotish, one way I describe it is getting information out of people's heads so the info is visible to others, so no one has to read minds, or guess what they are supposed to do, and so the "best play" can be iterated on and improved if more people (the whole team) are using the same plays.
He mentioned the Frankenstack, which I believe was mentioned in the HubSpot Spotlight in last year's INBOUND, where there are many tech systems cobbled together and not sharing data (as opposed to Hubspot which is crafted and unified). "Companies are using too many point solutions," which echoed what we heard during this year's Spotlight about disconnected systems' role in the crisis of connectivity.
One of my favorite parts was when he talked about investing in hiring Ops early in the company's growth. "A lot of people think of investing in ops as a way to support sales, by hiring ops to support sales [an existing big sales team]. I think it's the opposite, hire ops first and allow sales to stand on the shoulders of the ops insights..."
My hint: If you hire ops to build a foundation before you scale, instead of hiring them to clean up a giant tangled mess after you've grown out of control, you will have much more success in seeing revenue and efficiency results faster (and better results retaining your ops team!)
A Conversation with President?Barack Obama!
Part 1of 3: HubSpot?did a great job planning the?#INBOUND22?event content to focus on similar themes of connection, community, and hope.
The final keynote from President?Barack Obama?culminated in these themes. Impressive and inspirational, he was a great choice to close out the event: The Great Connector, the subject of the Hope poster, and more!
Brian Halligan?interviewed him on stage and immediately brought up the lack of Grateful Dead songs on President Obama's playlist, bringing us back to Brian's Day 1 session where he talked about the connections created from his love of their music and buying Jerry Garcia's guitar, as well as the connections between the two men on stage and their shared love of music.
My note:?#Ops?and?#RevOps?are heavily focused on connecting or aligning people and processes, connecting tech and data. You could relate the two ideas like?Teun Rutten's INBOUND post today about APIs, which literally connect these items together!
President Obama talked about a speech related to the aspirations of the US not being a divided country, and brought in the topic of hope as an action verb, that Dr. Jane Goodall also spoke about in her earlier INBOUND session. He said the key signature line in that speech was the idea that hope is not blind, willful optimism, it is not sticking your head in sand, hope is people fighting to overcome great odds to make the world better.
My note: This is a bit of a stretch, but your systems, processes, and relationships with people (relationships are...connections!) are not going to improve merely because you hope they will, if you think hope is passive. If you use hope as an action verb, you take action to make improvements in these connections or relationships.
President Obama talked about how the difference in being an even more divided country today is a result of technology, the phone in your pocket and in everyone's pocket in even the most remote corners of the world, which did not exist even 10 years ago. It "accelerated the sense that we are occupying different realities," which divided communities.
My note: The rise of so many SaaS technology point solutions over the past 10+ years is part of what caused the disconnection between people, processes, and systems, and brought about the rise or need for RevOps.
Stay tuned for part 2 of my post later today, I am running out of character count here and need to go out to complete an Obama-recommended "easy" solution to a crisis problem that's right in front of us (vaccine booster) :)
Part 2 of?#INBOUND22?thoughts and?#Ops?connections from President?Barack Obama's keynote:
He talked about democracy as abiding by a certain set of conventions and rules. "I don't think our goal should be Kumbaya, we all agree on everything all the time. What should bind us together, as citizens we all have to work towards in our lives and communities. What democracy really stands for, is we are respectful of a certain set of rules and processes...this way of thinking about self-governance is connected to the way we think about knowledge in general. This explosion of technology that has transformed our lives all comes about from scientific processes, which is essentially a set of rules that says for us to know something is true we have to be able to observe it, test it for hypothesis...it's how we know what is true in the world and how we agree on what's true in the world. By operating on logic and reason. They are useful, and we should affirm them, as opposed to rejecting them."
My?#operations?note: Processes and rules can help align and connect people and make a system run well. Using logic and reason, instead of gut instinct, can help people agree and work towards the same goals...if you remember to surface the silent assumptions that?Tamsen Webster?talked about in her session yesterday, because my logic may not equal your logic if it is not clearly explained.
President Obama talked about how some people refuse to listen to someone they disagree with, and he says that is a mistake. "Let me listen to you and then answer. You can't wake people up if you turn your back on it. It violates the rule for me that at some level we are all connected, we have a common humanity, you are understandable to me. If I am listening, I can find a place in which we see each other and we may be able to change each other's mind, or at least agree to live together without beating each other over the head."
My?#RevOps?note: You can't align people if you don't listen to them. You can't connect systems if you don't know all the parts.
Stay tuned for a Part 3 post! There were so many insights packed into this session!
Part 3 of?#Ops?thoughts from the?#INBOUND22?keynote from President?Barack Obama:
President Obama talked about how difficult it is to update the constitution. He said the amendment process is really challenging, which means the Supreme Court then has enormous power to interpret the meaning of the words of the Constitution. He said if you get a Court that thinks the way to interpret the Constitution is to look at the intention of people who wrote it, then you are freezing norms and ideals from 200 years ago and that may not be the best way to think about it.
My?#RevOps?note:?Mark Ryba's post today got me thinking that the constitutional amendments are similar to a changelog, but there is too much friction to make changes as often as needed. The change management needs improvement, especially if the Supreme Court tries to operate the system using the original, unedited documentation instead of the latest, iterative version. A more impartial group is usually better at making decisions, and in companies, RevOps may be more impartial because they do not report to any one go-to-market department.
This final part of the session may be the most obvious?#ops?connection. President Obama discussed the benefits of having a decision-making process, where he included all levels of the organization in the process. "If you set up a good process for decision making, then you can make what ultimately would be a judgment call, with the best information possible, and you can do so with confidence. It doesn't mean the decision you made will be right every time. But it means, with confidence, you can say that no one else could have decided better. That’s the reason why you want diverse people around you, different perspectives. The way you measure information is not based solely on the station where it is coming from, it is based on the quality of data and coherence of analysis."
My?#Ops?note: All of this! Having a clear decision-making process, using all the data and context available from across the organization and customer journey. Making data-based decisions instead of judgment calls. Having confidence in the information so anyone in the company can make decisions without regret or without you being in the room (a note from yesterday). Creating relationships with people on all teams who can inform you of the context and consequences of action or inaction.
Thank you,?HubSpot?for arranging such an amazing ending to the event! And for your work connecting all the dots between session content, making it fun for me to find those patterns, connections and (red) threads between them, and between INBOUND themes and Operations concepts!
Shoutout to?Matt Zelasko?in our?Remotish?Slack whose comment helped nudge me to connect even more dots between the sessions!
Should we start a game where I relate anything to Ops topics? :)
On a final note, I hope everyone who went to INBOUND, virtually or in person, gets some rest and recovers from all the education & excitement!
Marketing Operations & Automation | 2x Adobe Marketo Champion | 2x Marketo Certified Solutions Architect | 3x Marketo Certified Expert | Certified Salesforce Admin | Austin Marketo User Group Leader | Lifecycle Marketer
2 年This is amazing Jen! Thanks for sharing all of your takeaways! I wasn't able to go and just benefitted tremendously from your article!! Also, I love this --> Get out of the customer’s way and let them access your product as easily as possible.
I Help Sellers Crush Quota In Less Time | 6X P-club @ HUBS | Master Your Sales Skills, Your Time, And Your Life
2 年These are great, Jen! Thanks for putting this all together, wealth of wisdom on here.
Connector | Father of Twins | Nature Enthusiast
2 年Really great recap. Thank you for putting this together.
CMO @ Arizent, Publisher of American Banker | Driving Growth & Innovation for Financial Services Brands | Ex-CEO & Founder @ Beacon Digital (a B2B Marketing Agency & 3x Inc 5000 Honoree)
2 年Amazing stuff!
Program Manager | Stakeholder Partnerships | Operations & Change Management Solutions | Global Team Leadership & Influence | Official #AsanaTogether Ambassador
2 年Wowwww this is AMAZING. Total GOALS.