Just a quick post to share the slides I presented at SaaStock Dublin today on driving go-to-market (GTM) efficiences over the coming 24 months. I chose this topic because extending runway is on everyone’s mind and — because it’s usually the single largest contributor to overall operating expense — sales & marketing (S&M) is where companies turn to do so.
After a brief review of the problem, I look at two popular approaches that don’t work:
The Excel-induced hallucination, where you make seemingly small but unsupported tweaks to your GTM funnel model that result in massive (and totally unrealistic) productivity gains.
Everyone for themselves! A Lord of the Flies approach, which sales usually wins, resulting in too many mouths to feed with too few supporting resources.
Newly hired sales reps waiting for pipeline
What does is work is to adopt a three-musketeers attitude across sales, marketing, customer success, and professional services. (Yes, there actually were four muskeeters; they picked up d’Artagnan along the way.)
All for one and one for all to maximize ARR
I then run through a punch list of ideas, some obvious and some less so, structured in four groups, about how you can drive GTM efficiency:
Work better together
Shoot at richer targets
Forward-deploy more resources
Improve operating efficiency
The slides are embedded below. Note that the Slideshare previewer sometimes doesn’t mix well with the Balderton fonts, so I uploaded only a PDF to Slideshare. If you want it in PowerPoint, go to Google drive here.
I got to know Chris by working together in his prior gig as joint CMO and CPO at Nuxeo, a France-based content services platform that had a great exit earlier this year to Thoma Bravo / Hyland Software, and where I sat on the board of directors for the past 4 years.
Chris has a unique background because of its dualities, working:
As a senior executive for both US-based and European-based companies.
At both growth startups and large megavendors (e.g., EMC/Documentum, IBM/FileNet)
In leadership roles on both the Product and the Marketing side.
In this week’s episode we — and the audience — will ask Chris many questions, including:
How to get product and marketing working together, especially when they aren’t under a common boss.
How European startups should organize their go-to-market functions to enter and grow in the US market
The role of both the product and marketing leaders in startups with either a technical founder or business founder
When is the right time to hire your first CPO and/or CMO
How to align product, marketing, and sales around a strategy — and dealing with the normal challenges in focusing that strategy
See you there, Thursday 6/10 at 8 am Pacific — and bring a friend.
As always, the room will be recorded and posted. We think of the show as a podcast recorded in front of a live, studio audience.
I’m Dave Kellogg, advisor, director, consultant, angel investor, and blogger focused on enterprise software startups. I am an executive-in-residence (EIR) at Balderton Capital and principal of my own eponymous consulting business.
I bring an uncommon perspective to startup challenges having 10 years’ experience at each of the CEO, CMO, and independent director levels across 10+ companies ranging in size from zero to over $1B in revenues.
From 2012 to 2018, I was CEO of cloud EPM vendor Host Analytics, where we quintupled ARR while halving customer acquisition costs in a competitive market, ultimately selling the company in a private equity transaction.
Previously, I was SVP/GM of the $500M Service Cloud business at Salesforce; CEO of NoSQL database provider MarkLogic, which we grew from zero to $80M over 6 years; and CMO at Business Objects for nearly a decade as we grew from $30M to over $1B in revenues. I started my career in technical and product marketing positions at Ingres and Versant.
I love disruption, startups, and Silicon Valley and have had the pleasure of working in varied capacities with companies including Bluecore, FloQast, GainSight, Hex, MongoDB, Pigment, Recorded Future, and Tableau.
I currently serve on the boards of Cyber Guru (cybersecurity training), Jiminny (conversation intelligence), and Scoro (work management).
I previously served on the boards of Alation (data intelligence), Aster Data (big data), Granular (agtech), Nuxeo (content services), Profisee (MDM), and SMA Technologies (workload automation).
I periodically speak to strategy and entrepreneurship classes at the Haas School of Business (UC Berkeley) and Hautes Études Commerciales de Paris (HEC).