#BestOf2019: 3 Major Obstacles to Building Connected Revenue Operations w/ Cornelius Willis

WEBVTT 1 00:00:05.360 --> 00:00:08.310 Hey there, this is James Carberry, founder of sweet fish media and one 2 00:00:08.310 --> 00:00:11.189 of the cohosts of this show. For the last year and a half I've 3 00:00:11.189 --> 00:00:14.990 been working on my very first book. In the book I share the three 4 00:00:15.029 --> 00:00:18.910 part framework we've used as the foundation for our growth. Here is sweetfish. 5 00:00:19.350 --> 00:00:22.620 Now there are lots of companies that everised a bunch of money and have grown 6 00:00:22.660 --> 00:00:25.579 insanely fast, and we featured a lot of them here on the show. 7 00:00:26.339 --> 00:00:30.579 We've decided to bootstrap our business, which usually equates to pretty slow growth, 8 00:00:31.100 --> 00:00:34.700 but using the strategy outlined in the book, we are on pace to be 9 00:00:34.859 --> 00:00:38.649 one of inks fastest growing companies in two thousand and twenty. The book is 10 00:00:38.729 --> 00:00:42.729 called content based networking, how to instantly connect with anyone you want to know. 11 00:00:43.250 --> 00:00:45.329 If you're a fan of audio books like me, you can find the 12 00:00:45.369 --> 00:00:48.450 book on audible or if you like physical books, you can also find it 13 00:00:48.570 --> 00:00:54.359 on Amazon. Just search content based networking or James carberry CR be a ary 14 00:00:54.759 --> 00:00:58.719 in audible or Amazon and it should pop right up. All right, let's 15 00:00:58.759 --> 00:01:03.439 get into the show. Hey, everybody, logan with sweet fish here. 16 00:01:03.679 --> 00:01:07.629 It's a new year and at do decade and we're celebrating by rounding up the 17 00:01:07.750 --> 00:01:11.469 top twenty episodes as we look back on two thousand and nineteen. Will be 18 00:01:11.549 --> 00:01:15.950 sharing them here throughout the month of January in our Hashtag best of two thousand 19 00:01:15.989 --> 00:01:19.700 and nineteen series, and today we crack the top ten, number ten in 20 00:01:19.819 --> 00:01:23.420 our countdown of the top twenty episodes of two thousand and nineteen. Here's my 21 00:01:23.620 --> 00:01:30.099 conversation with Cornelius Willis, CMO over at Clary, around building connected revenue operations 22 00:01:30.500 --> 00:01:37.209 within your team. Welcome back to be tob growth. I'm your host for 23 00:01:37.250 --> 00:01:41.689 today's episode, Logan Lyles with sweet fish media. I've joined today by Cornelius 24 00:01:41.769 --> 00:01:45.689 Willis. He is the chief marketing officer over at Clarry Corney lays. How 25 00:01:45.730 --> 00:01:49.280 you doing today, sir, I am so excited to talk to you and 26 00:01:49.359 --> 00:01:53.359 your audience. M thank you so much. Great Day. It is a 27 00:01:53.519 --> 00:01:56.599 great day. It's finally feeling a little bit warmer in my neck of the 28 00:01:56.599 --> 00:02:00.599 woods in Colorado, even though we had snow last week. Hopefully we'll get 29 00:02:00.640 --> 00:02:05.310 warmer. So between that and having a conversation with you about the state of 30 00:02:05.510 --> 00:02:08.469 Revenue Operations, I'm doing pretty good today. So, before we get into 31 00:02:08.509 --> 00:02:15.469 our conversation around the definition some of the problems and solutions facing organization, specifically 32 00:02:15.590 --> 00:02:19.259 within revenue operations. Today, I would love for you to introduce yourself a 33 00:02:19.379 --> 00:02:23.340 bit to the listeners here on BB growth and share a little bit about what 34 00:02:23.460 --> 00:02:25.659 you and the team at Clary you're up to these days. Sure so. 35 00:02:25.860 --> 00:02:30.969 I lead the mighty marketing team at Clary and it's such an exciting place to 36 00:02:30.050 --> 00:02:36.129 work. Right now, our our momentum is very strong and we're really helping 37 00:02:36.169 --> 00:02:40.289 a lot of different organizations. So what Clary is is a company that helps 38 00:02:40.689 --> 00:02:45.240 revenue operations teams, and by that I mean sales, marketing, customer success 39 00:02:45.280 --> 00:02:49.800 in the operations teams. Support them, helps reving new teams generate more pipeline, 40 00:02:49.840 --> 00:02:53.919 clothes more business and forecast to business more predictably. And we're doing that 41 00:02:53.039 --> 00:02:58.629 now for about two hundred and diftew organizations. I'm including a bunch of companies 42 00:02:58.669 --> 00:03:02.349 you produp so adobe, Su Mantech, Lanovo, new Tan x, octa 43 00:03:02.830 --> 00:03:07.830 whole bunch of companies that have actually gone public based on having foresight into their 44 00:03:07.949 --> 00:03:12.789 revenue. The way we do this is pretty interesting. We scan all of 45 00:03:12.900 --> 00:03:16.699 your business systems, including your email, your calendar, marketing automation and ABLEMENT 46 00:03:16.780 --> 00:03:23.939 systems and we look for signals that give us information about deals and contacts and 47 00:03:23.060 --> 00:03:29.250 we automatically automatically update the crm with that information, so your reps don't have 48 00:03:29.370 --> 00:03:31.930 to and the results are that your reps get more time back to sell, 49 00:03:32.370 --> 00:03:37.530 sales managers have more insight into what's happening in the pipeline, marketing folks know 50 00:03:37.610 --> 00:03:42.280 what salespeople are working on and businesses know what their revenue is going to be, 51 00:03:42.919 --> 00:03:45.759 and the results are pretty remarkable. As I say, we've had a 52 00:03:46.000 --> 00:03:50.520 number of our customers go public based upon the ability to see where their revenue 53 00:03:50.560 --> 00:03:53.840 is coming from. And it also changes the nature conversations within organizations to make 54 00:03:53.919 --> 00:03:58.669 them, frankly, much more trust based and have a much higher level of 55 00:03:58.750 --> 00:04:02.710 collaboration and empathy across sales, market and customer success. And again, the 56 00:04:02.789 --> 00:04:06.590 operations teams that support those groups and kind of unique in my background and that 57 00:04:06.669 --> 00:04:12.139 I carried a bag and paid off my student loans actually with commission checks. 58 00:04:12.219 --> 00:04:17.100 My territory was lower Manhattan and I sold business telligence software banks, and so 59 00:04:17.259 --> 00:04:21.180 having that background really help me in this new world of revenue operations. EAUSE 60 00:04:21.300 --> 00:04:27.370 me. It gives me some perspective what the sales organizations face and what individual 61 00:04:27.410 --> 00:04:30.889 sales people, sales leaders, deal with every day and how we can make 62 00:04:30.930 --> 00:04:33.970 that better. I love a couple of things that you said their cornelias. 63 00:04:34.490 --> 00:04:39.680 In your background of having carried a bag and worked on the sales side, 64 00:04:39.759 --> 00:04:43.240 now leading the mighty marketing team at Clary, which I love the way that 65 00:04:43.319 --> 00:04:46.279 you refer to your team there as well. I think that leads to that 66 00:04:46.439 --> 00:04:50.000 empathy that you mentioned is really needed. And the other thing you touched on 67 00:04:50.079 --> 00:04:53.629 there that I think we're going to circle back to here in a bit is 68 00:04:54.029 --> 00:05:00.149 the trust factor between organizations, especially when silo walls are up high between sales, 69 00:05:00.189 --> 00:05:04.149 marketing and customer success. I think will circle back to that in a 70 00:05:04.230 --> 00:05:06.980 bit. For now, what I would love for you to get off the 71 00:05:08.060 --> 00:05:12.939 conversation with Cornelias is, you know, a definition of revenue operations. I 72 00:05:12.980 --> 00:05:15.980 think it means something different, it connotates something different, brings something different to 73 00:05:16.100 --> 00:05:21.370 mind with different folks, and so from your perspective, how do you really 74 00:05:21.410 --> 00:05:27.290 see the role and the definition of revenue operations for most of the organizations that 75 00:05:27.370 --> 00:05:31.410 you work with and just in general today so for US revenue operations encompasses every 76 00:05:31.449 --> 00:05:35.160 role in the company that has a number and if you think about it, 77 00:05:35.240 --> 00:05:40.360 probably everybody listening to this podcast is working against the number every day and every 78 00:05:40.360 --> 00:05:45.759 quarter, and that doesn't matter whether they're marketing folks or sales folks or customer 79 00:05:45.800 --> 00:05:50.509 successful books. In revenue operations is that full team and you know, if 80 00:05:50.509 --> 00:05:55.870 you think about it, the creating that accountability between those organizations is the real 81 00:05:55.990 --> 00:05:59.870 key to successful collaborations. So for us, revenue operations is the big tent 82 00:06:00.310 --> 00:06:02.990 right. It's everyone driving revenue for the company and that is the most important 83 00:06:02.990 --> 00:06:06.579 business process in any organization. I love the way you describe it as a 84 00:06:06.660 --> 00:06:12.060 big tent covering these different functional roles. I'm just a picture of persons. 85 00:06:12.139 --> 00:06:15.459 That brings something very crystal clear to my mind, Cornelius, as you think 86 00:06:15.500 --> 00:06:20.569 about some of the challenges that are facing organizations today, what are some of 87 00:06:20.610 --> 00:06:28.129 the biggest areas of concern and some of the things holding organizations back from really 88 00:06:28.250 --> 00:06:33.639 having a fully cohesive revenue team across these functions that's really firing on all cylinders? 89 00:06:34.480 --> 00:06:38.120 Well, three things that I can identify right away. First of all, 90 00:06:38.560 --> 00:06:42.120 the core systems don't actually have the data in them that are required to 91 00:06:42.160 --> 00:06:46.399 run the business, and the reason for this is simple, because reps don't 92 00:06:46.399 --> 00:06:48.550 update the CRM system. It's really no fault of the sales force. For 93 00:06:48.670 --> 00:06:54.750 the sales people, the systems aren't well designed to capture data. Back when 94 00:06:54.750 --> 00:06:59.709 they were designed, salespeople had deal assistance, so would update the informission offline, 95 00:07:00.230 --> 00:07:02.300 and now that world has gone so expecting sales you have to keep the 96 00:07:02.339 --> 00:07:05.500 crum up to date is ridiculous. So the first thing you have to is 97 00:07:05.500 --> 00:07:13.100 automate that. The second big problem is the the siloization of all the the 98 00:07:13.500 --> 00:07:17.009 IT services behind each of those functions. So as a marketing leader I have 99 00:07:17.610 --> 00:07:23.490 my Marquetto and my various systems. The sales leader has their crm and their 100 00:07:23.490 --> 00:07:27.089 various systems. You often run into the situation and companies where there is a 101 00:07:27.569 --> 00:07:31.160 dueling report meeting where I'm bringing in my report, my counterparts bringing in their 102 00:07:31.199 --> 00:07:35.000 report and then we have a conversation that lasted an hour on whose date is 103 00:07:35.040 --> 00:07:39.319 right, where the data came from and whose view of the world is correct. 104 00:07:39.360 --> 00:07:42.120 Right. And then the third thing is a lack of shared process, 105 00:07:42.160 --> 00:07:45.829 because you don't have you know, a complete data set across the organization to 106 00:07:45.870 --> 00:07:48.069 look at, because everybody's got their own reports and systems. It's very, 107 00:07:48.149 --> 00:07:55.110 very hard to create an integrated revenue operations process that takes the the the business 108 00:07:55.230 --> 00:08:00.660 from the first touch to the close to the renewal. And here's the thing, 109 00:08:00.740 --> 00:08:03.699 though. The customers way way ahead of us. Right, the customer 110 00:08:03.860 --> 00:08:07.860 is already getting most of their information about their purchase before they ever contact the 111 00:08:07.980 --> 00:08:13.769 company. Right, the world has changed, but most organizations haven't caught up 112 00:08:13.810 --> 00:08:18.850 to where the customers and still are operating in these silos absolutely and and those 113 00:08:18.930 --> 00:08:22.889 silos, you know, coming back to something that you touched on earlier, 114 00:08:22.170 --> 00:08:26.800 it's really tough to have empathy for people in other functional roles when there's this 115 00:08:26.959 --> 00:08:31.679 large wall at dividing you, whether that's customer success to marketing, marketing to 116 00:08:31.799 --> 00:08:37.480 sales or anywhere within that Tyan. And then, as you mentioned, you 117 00:08:37.559 --> 00:08:41.159 know, it's tough to have empathy. And then these trust issues arise, 118 00:08:41.279 --> 00:08:45.549 right, if there's no one single source of truth, then there there become 119 00:08:45.669 --> 00:08:48.870 these battles over the data and trying to even figure them out, even when 120 00:08:48.909 --> 00:08:52.590 there is a baseline of trust. But that can get eroded very quickly in 121 00:08:52.669 --> 00:08:56.740 those sorts of meetings. Right, yeah, you know, the problem comes 122 00:08:56.779 --> 00:09:00.860 down to, in my experience, this this space of conversation that we shouldn't 123 00:09:00.860 --> 00:09:03.779 have to have, and the conversation comes down to some version of this. 124 00:09:03.820 --> 00:09:07.220 It's are you doing your job right? You know, and we have that 125 00:09:07.299 --> 00:09:13.289 kind of same adversarial problem. Whether it's the sales manager working with the sales 126 00:09:13.330 --> 00:09:16.090 up, whether it's marketing working with sales, whether it's customers success working with 127 00:09:16.169 --> 00:09:20.490 sales, it's proved to me that you're actually delivering what you said you were 128 00:09:20.529 --> 00:09:24.200 going to deliver right. And that's what you get into this this scenario of 129 00:09:24.279 --> 00:09:28.759 the dueling reports and the bring your own report culture. And when you have 130 00:09:28.879 --> 00:09:31.679 a shared view of the business, when you have a shared data set, 131 00:09:31.960 --> 00:09:35.080 when you have all your assumptions visible, a lot of that, you know, 132 00:09:35.240 --> 00:09:37.669 silly conversation goes away and you can have a conversation or what to do 133 00:09:39.190 --> 00:09:41.629 about the nature of the business. And that that's, I think, with 134 00:09:41.710 --> 00:09:45.070 the most exciting thing that I see amongst our customers is they started to have 135 00:09:45.309 --> 00:09:48.230 those kind of conversations rather than you know, are you producing enough pipeline for 136 00:09:48.269 --> 00:09:50.110 me? Well, I can see if you're producing in a pipeline. For 137 00:09:50.190 --> 00:09:52.179 me, you've got gaps here. What are we going to do about it? 138 00:09:52.299 --> 00:09:56.500 Yeah, absolutely. It's really tough to drive alignment, team work and 139 00:09:56.539 --> 00:10:01.620 everybody rowing in the same direction and feeling good about what everyone's doing when the 140 00:10:01.740 --> 00:10:05.220 start of that conversation is, are you doing your job? which, if 141 00:10:05.299 --> 00:10:07.690 we're honest and we think about some of these meanings that we've all been in, 142 00:10:09.370 --> 00:10:13.090 we know that that's kind of the underlying premise and where things are starting 143 00:10:13.129 --> 00:10:16.809 from. So I think moving away from that is part of the solution. 144 00:10:16.169 --> 00:10:20.210 What I'd like to do, Corney, lass, talk about these three problem 145 00:10:20.250 --> 00:10:24.639 areas and let's flip them around and talk about some of the things that organizations 146 00:10:24.919 --> 00:10:28.840 can do to solve for them. You alluded to part of it in in 147 00:10:30.000 --> 00:10:33.600 the first one when you talked about automating, but I'd love to dive into 148 00:10:33.639 --> 00:10:35.830 that a little bit more. You mentioned, you know, core systems don't 149 00:10:35.870 --> 00:10:41.190 have the data needed and they're not designed for the way that sales, marketing 150 00:10:41.230 --> 00:10:45.309 and customers success do their jobs today. What are some of the things in 151 00:10:45.830 --> 00:10:50.340 successful organizations that you've worked with or you see out there that they're doing to 152 00:10:50.700 --> 00:10:54.419 solve for this problem and automate some of their data input. Well, it's 153 00:10:54.460 --> 00:11:00.580 stunning to me how many organizations except the status quote right. I mean there's 154 00:11:00.620 --> 00:11:03.570 this underlying assumption that, yeah, nobody updates the crm. You know, 155 00:11:03.690 --> 00:11:07.690 there's nothing we can do about that. And I think about all the different 156 00:11:07.730 --> 00:11:11.730 times in my career as a marketer right where I've tried to create incentives or 157 00:11:11.769 --> 00:11:16.129 tried to create penalties to get the sales force to update the CRP right, 158 00:11:16.450 --> 00:11:18.440 and that's just kind of assumed by most companies that that's just the way things 159 00:11:18.480 --> 00:11:22.240 are. And so we don't have any data and so we can't really forecast 160 00:11:22.240 --> 00:11:24.480 since we can't really see what's going on inside the pipeline. So solving that 161 00:11:24.600 --> 00:11:28.360 problem through automation but gives the reps a whole lot of time back so they 162 00:11:28.399 --> 00:11:33.590 can sell, which is great, but it also gives the organization the underlying 163 00:11:33.629 --> 00:11:39.309 data that it needs to actually operate in a modern and efficient way. So 164 00:11:39.429 --> 00:11:43.350 I mean the answer there is technology. It's straightforward. It's really straightforward. 165 00:11:43.389 --> 00:11:46.139 Go in and and look at the semantic structures and do the AI on the 166 00:11:46.220 --> 00:11:50.139 email file, on the calendaring system and on the rest of the signal data 167 00:11:50.379 --> 00:11:54.700 and then correlated with deals, and automatically update the CREF and that is that's 168 00:11:54.299 --> 00:11:58.419 part of the secret sauce of Clary. So automation is the answer to the 169 00:11:58.500 --> 00:12:03.129 first one. Yeah, so starting at where is the activity happening, because 170 00:12:03.169 --> 00:12:07.610 it's not like it's all happening offline and in facetoface meetings. There are, 171 00:12:07.049 --> 00:12:11.730 you know, calendar invite or emails. There's a lot of digital data. 172 00:12:11.049 --> 00:12:16.320 It's connecting that to to the back end that in making it, you know, 173 00:12:16.519 --> 00:12:20.120 reportable and visible. So I think you make a very, very good 174 00:12:20.200 --> 00:12:24.759 point there, that we can leverage a lot of the digital data that we 175 00:12:24.960 --> 00:12:28.279 already have. A second problem, you talked about Cornelius, is the silos 176 00:12:28.399 --> 00:12:33.669 between not only the silos between functions, which we've talked about a little bit 177 00:12:33.750 --> 00:12:37.909 and I think is well documented. Everybody understands that, but the silos between 178 00:12:37.070 --> 00:12:41.990 the systems of each function, you talked about earlier. To talk to us 179 00:12:41.029 --> 00:12:46.500 throughout some of the things that you see successful organizations doing here to address this 180 00:12:46.700 --> 00:12:50.419 problem. So there's a bit, a lot of efforts and certainly a lot 181 00:12:50.500 --> 00:12:54.379 of a lot of products market around the idea of a common data set for 182 00:12:54.419 --> 00:12:58.129 the organization, a common view. And the problem is it's not just about 183 00:12:58.289 --> 00:13:03.049 the data, it's also about the user experience. Right. There needs to 184 00:13:03.090 --> 00:13:07.889 be an interface, a shared work surface that different teams can use to collaborate 185 00:13:09.009 --> 00:13:13.879 to actually take action on the business. Just having a data warehouse with a 186 00:13:13.960 --> 00:13:16.519 set of tables in it is is not even half of a solution. But 187 00:13:16.679 --> 00:13:20.399 having the data plus the workflow and the user experience are on that to create 188 00:13:20.799 --> 00:13:26.909 a collaboration context across the teams is the critical thing. What we see organizations 189 00:13:26.990 --> 00:13:35.429 doing in our customer base is changing the processes of revenue operations to create collaboration 190 00:13:35.590 --> 00:13:39.830 moments between groups. Right. So there's actually a really remarkable case study, 191 00:13:39.870 --> 00:13:45.220 in my opinion, on our on our site that we did with Topo and 192 00:13:45.700 --> 00:13:48.659 are about OCTA and the way they run their forecast process. But the way 193 00:13:48.659 --> 00:13:54.580 they do it is they have alternate in quarter out quarter meetings and the outquarter 194 00:13:54.700 --> 00:13:58.570 meeting is a meeting that is led by the marketing team and it's about looking 195 00:13:58.649 --> 00:14:03.570 for gaps and coverage in the pipeline so that marketing to take action, to 196 00:14:03.370 --> 00:14:09.519 do events or do targeted marketing activities around that particular gap right, but creating 197 00:14:09.919 --> 00:14:15.399 shared context and shared process across the teams is a thing that marks best in 198 00:14:15.480 --> 00:14:20.480 class for these organizations. Hey, everybody, logan the sweet this year. 199 00:14:20.879 --> 00:14:24.909 You probably already know that we think you should start a podcast if you haven't 200 00:14:24.950 --> 00:14:28.629 already. But what if you have and you're asking these kinds of questions? 201 00:14:28.070 --> 00:14:33.389 How much has our podcast impacted revenue this year? How is our sales team 202 00:14:33.629 --> 00:14:37.470 actually leveraging the PODCAST content? If you can't answer these questions, you're actually 203 00:14:37.659 --> 00:14:43.019 not alone. This is why I cast it created the very first content marketing 204 00:14:43.059 --> 00:14:48.899 platform made specifically for be Tobe podcasting. Now you can more easily search and 205 00:14:48.220 --> 00:14:54.370 share your audio content while getting greater visibility into the impact of your podcast. 206 00:14:54.809 --> 00:15:00.090 The marketing teams at drift terminus and here at sweet fish have started using casted 207 00:15:00.169 --> 00:15:03.009 to get more value out of our podcasts, and you probably can to. 208 00:15:03.610 --> 00:15:09.879 You can check out the product in action and casted dot US growth. That's 209 00:15:09.039 --> 00:15:16.559 sea steed dot US growth. All right, let's get back to the show, 210 00:15:18.919 --> 00:15:22.830 and that leads into that third problem of you know, not only lack 211 00:15:22.870 --> 00:15:30.309 of shared systems and dashboards and interface that everyone can can use easily, not 212 00:15:30.509 --> 00:15:33.389 just a data set that people can go into. I love the way you 213 00:15:33.470 --> 00:15:35.940 put that. Doesn't even solve half the problem. But then, as you 214 00:15:37.100 --> 00:15:41.700 talked about here, moving into shared not only shared data but shared processes. 215 00:15:41.820 --> 00:15:46.539 Can you tell us a little bit more about where organizations have taken it to 216 00:15:46.620 --> 00:15:50.049 that next level of not only looking at the same data, looking at the 217 00:15:50.090 --> 00:15:56.450 same dash boards, using the same systems, but then building processes around those? 218 00:15:56.490 --> 00:15:58.169 I think you alluded to a little bit there. I'man. I love 219 00:15:58.250 --> 00:16:02.769 what you said in okay. Here the gaps in the pipeline, you know 220 00:16:03.009 --> 00:16:04.799 for sales. Here's what marketing can do about it. That's just a very 221 00:16:04.919 --> 00:16:08.799 different conversation than are you doing your job? Are you doing your job and 222 00:16:08.919 --> 00:16:14.919 pointing finger back and forth? It seems much more collaborative and so building on 223 00:16:15.200 --> 00:16:18.559 that, what are the next steps that we take together so that we can 224 00:16:18.830 --> 00:16:22.190 row together, you know, in the same cadence and hopefully in the same 225 00:16:22.269 --> 00:16:26.669 direction. Yeah, it's really notable. You when you when you think about 226 00:16:26.070 --> 00:16:30.470 cultural and process change, one of the things to look at is what does 227 00:16:30.509 --> 00:16:33.539 the culture and process currently have and why and how do you build on them? 228 00:16:33.940 --> 00:16:38.539 And there's certain key moments in the selling cadence in the in the revenue 229 00:16:38.620 --> 00:16:41.500 cadence that are there for really good reasons, like, for example, a 230 00:16:41.580 --> 00:16:47.330 forecast call, right. The forecast call is there to create a commitment moment 231 00:16:48.049 --> 00:16:51.970 between the sales wrapp or the sales manager and their superior and it's a really 232 00:16:52.009 --> 00:16:56.970 important psychological exercise to get people to say what they're going to do, because 233 00:16:56.009 --> 00:16:57.929 if they say what they're going to do, they're much, much more likely 234 00:16:59.009 --> 00:17:03.159 to do it. And so the key really too, I think, making 235 00:17:03.200 --> 00:17:07.119 these kinds of changes is to build on the existing, you know, for 236 00:17:07.240 --> 00:17:11.200 want of a better word, traditional cadence that you see in sales and marketing 237 00:17:11.200 --> 00:17:15.279 organizations. So things around the one on one meeting between the sales are up 238 00:17:15.319 --> 00:17:19.470 in the sales manager, the qbr rite, the forecast call. In the 239 00:17:19.549 --> 00:17:23.349 forecast call is not just a question of forecasting the revenue for this quarter, 240 00:17:23.430 --> 00:17:26.950 it's a question of forecasting the pipeline for out quarters, right. But to 241 00:17:27.069 --> 00:17:33.140 build around those key moments in the existing cultural rituals, if you will, 242 00:17:33.299 --> 00:17:37.819 in the existing sort of revenue operations cadens in your company. And what can 243 00:17:37.859 --> 00:17:42.420 you do to make those more transparent, make those more accountable, create, 244 00:17:42.500 --> 00:17:47.250 you know, accountability moments around those and then, through that, build trust 245 00:17:47.289 --> 00:17:52.289 across organizations and within in between teams. Absolutely it comes back to that point 246 00:17:52.450 --> 00:17:56.450 of empathy and trust that we talked about so much early in the conversation. 247 00:17:56.529 --> 00:18:00.240 As you look to do these very tactical things, they roll back up to 248 00:18:00.319 --> 00:18:04.920 that strategy of building trust and breaking down those silo walls between those three main 249 00:18:06.000 --> 00:18:08.880 components of revenue operations. And, you know, I love the way that 250 00:18:08.960 --> 00:18:15.470 you hit on all three potential solutions for organizations to be thinking about automating their 251 00:18:15.509 --> 00:18:19.069 data input, breaking down the silo walls not only between functions but between the 252 00:18:19.309 --> 00:18:25.309 systems of each of those functions and giving them share processes and data sets. 253 00:18:25.349 --> 00:18:29.460 And I love what you said there as well, in leaning on the existing 254 00:18:29.660 --> 00:18:34.299 cadences and the existing, you know, traditions of process within the organization. 255 00:18:34.420 --> 00:18:37.180 It's not that you have to reinvent the wheel, it just takes a little 256 00:18:37.180 --> 00:18:41.730 bit of a shift in Lind set. That's right. That's right. Well, 257 00:18:41.890 --> 00:18:45.130 corn elays, this has been a great conversation of of the way that 258 00:18:45.250 --> 00:18:51.930 you guys are looking holistically at how teams can operate more efficiently across their entire 259 00:18:52.250 --> 00:18:56.720 revenue organization. If anybody listening to this would like to stay connected with you, 260 00:18:56.920 --> 00:19:00.279 ask any follow up questions or learn more about what you and the team 261 00:19:00.359 --> 00:19:02.839 at Clary are up to these days, what's the best way for them to 262 00:19:02.920 --> 00:19:11.069 do that? So follow us on Linkedin. We publish helpful guides and tips 263 00:19:11.150 --> 00:19:14.910 and tricks and interviews with our customers two or three times a week. You'll 264 00:19:14.910 --> 00:19:18.109 also hear about all the parties and employee celebrations that we have inside Clary, 265 00:19:18.190 --> 00:19:23.500 because we're excited to share the full clary culture with the world. Or check 266 00:19:23.539 --> 00:19:30.220 out our blog, clarycom blog, and lots of interesting content. Another thing 267 00:19:30.339 --> 00:19:36.420 to look at we just launch our masters of Revenue Series, which are interviews 268 00:19:36.539 --> 00:19:40.730 with revenue leaders. You know, focusing on revenue leaders, that you are 269 00:19:41.049 --> 00:19:45.369 our leaders of that full big camp that inscribed earlier of sales, marketing and 270 00:19:45.450 --> 00:19:48.529 customer success. In order takes to run those kind of teams and how they 271 00:19:48.569 --> 00:19:52.210 put it together. Our first episode is out. It's got Carl Eschenbach, 272 00:19:52.329 --> 00:19:56.240 the former chief operating officer of the Mwhere, and Yami Ronggan, who runs 273 00:19:56.240 --> 00:20:00.799 the entire revenue operations at dropbocks, and their insights into how to build a 274 00:20:00.119 --> 00:20:04.480 predictable sales culture, so lots of different ways to keep up with clary. 275 00:20:06.039 --> 00:20:10.190 Yeah, absolutely. I'm really glad that you pointed out the masters of Revenue 276 00:20:10.230 --> 00:20:12.150 Series. I was just checking that out. Have had a chance to dive 277 00:20:12.269 --> 00:20:17.750 into episode one, is as you mentioned, but just in kind of getting 278 00:20:17.789 --> 00:20:19.470 some of the tea serves there. As I was looking at that preparing for 279 00:20:19.509 --> 00:20:22.660 our conversation, I thought, man, this is going to be some really 280 00:20:22.779 --> 00:20:27.220 great stuff. So definitely look for masters of revenue on the Clary site. 281 00:20:27.900 --> 00:20:33.420 That's Clary Cela Arcom. That definitely looks like a great series I'm going to 282 00:20:33.460 --> 00:20:37.410 be digging into. I Know Nikki Ivy, one of our cohost here on 283 00:20:37.529 --> 00:20:42.289 BB growth, connected with some of your team down at serious decisions and event 284 00:20:42.369 --> 00:20:45.690 you guys put on. So you guys do put on good parties and have 285 00:20:45.769 --> 00:20:48.890 a good time to your point of the clary culture, and we've seen that. 286 00:20:49.079 --> 00:20:52.279 So it's been great to connect with you guys, Cornelius, and to 287 00:20:52.359 --> 00:20:56.880 have you on the show today talking about some of the solutions that folks can 288 00:20:56.319 --> 00:21:02.119 aim for in developing a more cohesive and ultimately a more productive revenue team. 289 00:21:02.119 --> 00:21:03.710 I really appreciate you being on the show today. Oh, thank you so 290 00:21:03.829 --> 00:21:07.109 much for the opportunity, so fun to share, and we'll come back later 291 00:21:07.190 --> 00:21:12.589 and tell you more awesome. OKAYI are we totally get it. We publish 292 00:21:12.670 --> 00:21:17.190 a ton of content on this podcast and it can be a lot to keep 293 00:21:17.190 --> 00:21:21.299 up with. That's why we've started the DB growth big three, a no 294 00:21:21.460 --> 00:21:26.299 fluff email that boils down our three biggest takeaways from an entire week of episodes. 295 00:21:26.740 --> 00:21:32.420 Sign up today at Sweet Phish Mediacom Big Three. That sweet PHISH MEDIACOM 296 00:21:33.250 --> 00:21:33.009 Big Three