Josh Verrill’s Post

Ever been here? As a sales leader or C-level executive, mid-July hits, and reaching your annual goals seems daunting. Marketing has fallen short, leaving the burden on the sales team. You might consider sending more emails, increasing calls, or closing deals aggressively. Perhaps hiring new salespeople seems like a solution. But deep down, you know the truth... Sending more emails can exhaust your TAM, ineffective strategies won't work, new hires won't change much, and increasing ad budgets risks revenue. Meanwhile, forward-thinking competitors gain market share with modern strategies. Consider content-enhanced outbound sales strategies. Why? Imagine a future with solid pipeline strategies, lower CAC, and enhanced brand credibility. Educate, train, and empower your team for success. Models for this approach exist. Curious about what I mean by content in outbound sales? HMU. Let's chat. Always down to talk shop. #SalesLeadership #LeadGeneration #OutboundSales #B2BSales #Content #FutureProof #SDRs

Not all sales roles are created equally From working at companies ranging from seed-staged start-up to a $2B Publicly-traded company, I’ve witnessed first hand how significantly different each role can be It is all about finding your sweet spot for what types of responsibilities would you like to handle My work at Impulse Creative has confirmed my favorite: - Privately-Owned - 40 Employees - Focus on cross-functional collaboration - Having your individual impact felt - Mastering and optimizing an existing sales process for efficiency Here is a breakdown from my previous roles: Seed: - 5 Employees - Wear all of the hats (Sales, Product + Content Marketing, RevOps) - Helping optimize product to market demands - Have to test everything, and constantly iterate - Incredible experiencing seeing the whole business and building from the ground up Series B: - 80 Employees - Existing Sales Process in Place - Studying how others sell, and optimized - Developed Revenue Expansion Playbook - Huge focus on the importance of GTM/Product alignment - Talk to other successful sellers to learn faster Publically Held: - 3,000 Employees - Thorough onboarding/sales training - Very well defined process - Individual presence/impact on company not as much (bringing in a small portion of the overall company revenue) _________________________ Every step in our careers are massive learning lessons, and numerous skills are developed in each situation Focusing on skill developing, and aligning it to the role you want to play on a team will help you find your sweet spot What is your ideal company sweet spot?

I couldn't agree more! Jason Oakley are there PMMs who resist speaking with Sales? It's puzzling to me. Collaboration with all components of the sales organization is obviously crucial to fulfilling the PMM role. I can think of several reasons off the top of my head, and I'm sure there are many more with further consideration: 1. PMMs play a pivotal role in setting business goals, but it's crucial they collaborate closely with sales and demand planning to ensure these goals are not only ambitious but also realistically achievable. 2. PMMs own the voice of the customer, gathering insights not only from direct consumers but also from B2B clients and B2B2C retail partners who offer invaluable knowledge of customer pain points and satisfaction levels related to the product. 3. PMMs are responsible for the GTM strategy. How can it be truly effective without robust channel strategy, channel marketing, and merchandising plans? These elements are essential for ensuring the product reaches the right audience through the most effective channels and resonates with customers at the point of sale.

I can’t understand why some PMM don’t want to work with sales. Ok ok, I understand, but I disagree. It usually boils down to: 🌊 Not wanting to open the flood gates of requests 😓 Feeling insecure about their ability to bring value ♟️ Thinking other work is more important or “strategic” That’s wrong. Some of the most successful PMMs I know got where they are because they understood the importance of working closely with sales. They got as close to revenue as possible. Because they knew it was a two way street. Product marketers can provide a lot of value to the revenue team, but they also get a ton of value back in return. Or at least they have the ability to. What does that look like? You give value: ↳ Market Insights ↳ Competitive Intel ↳ Messaging ↳ Content ↳ Social Proof ↳ Deal Support And at the same time, your sales team is out in front of buyers and customers. They're getting real feedback on your pitch. Hearing how you stack up against competitors and why you lose deals. They're also bringing in revenue, which is one of the clearest ways for you to align your efforts with revenue impact. So, you get value: ↳ Market Insights ↳ Competitive Intel ↳ Win-Loss Insights ↳ Messaging Feedback ↳ Revenue Impact If you have a sales team, or even a CS org responsible for driving revenue, make sure you’re looking at that relationship as a two-way street. Your future self will thank you for it.

Hey LinkedIn fam! Long time no see! Back to drop a little #sales #leadership knowledge for all the up and coming #brands and #ecommerce #businesses out there on how to build an effective sales operation. #freeknowledge Here is a simple guide for how to build your sales team from the ground up. Before you hire expensive AE's and GTM as a company, you should do the following: Have a well defined ICP Know who your buyer personas are Have an integrated tech stack Have sufficient sales collateral (pitch deck, one pagers, etc) Understand the sales cycle from first contact to first revenue to full ramp Be properly capitalized through that cycle Have backend support to bring the deals to fruition post handoff Have a sales operations person or team for CRM management and to establish ROE's Have an IT department to handle email deliverability and any technical misfires in your system Now..... before you have all that in place, you can still sell! But those sales should be founder and exec team led, not AE led, because without the above list, an AE can't effectively sell, or even if they do, the deals will fall off/through once signed if the infrastructure isn't there. By contrast, selling as a founder or exec is like playing a video game on God mode (believe me, I've done both, it's wild how much easier it is with that "title" behind you), so not having all those things in place becomes less vital, as you have the credibility and pull/power to fix any challenges as they come. Once you have the above in place, THAT is when you start hiring a "team" to go out and hunt. In my humble opinion, you should hire a sales LEADER as a player/coach founding member, and then fill in AE's beneath them. This strategy allows you to make initial sales and generate revenue prior to investing hundreds of thousands of dollars in salespeople. It's vital to have great salespeople, but it's just as vital that they have the tools to perform, otherwise you're just dropping dollars into a money pit. Where are my other sales leaders and professionals on this? Agree? Disagree? Think I'm a genius? Think I'm an idiot? Let me know in the comments!

Sales and Marketing should each have their own goals but both should work together to meet larger goals for the business. Knowing each unit’s goals and how they’re performing relative to those goals helps provide context to the other team’s work. It also fosters an environment of understanding and teamwork rather than the age-old cliche of sales and marketing behaving as if they’re siblings with a rivalry. It fosters an environment where asks can be made of each other that might have otherwise been resistant. There is also empathy; although each team’s work and goals are different, they are interdependent and affect the same ultimate top-line revenue goals. I am not advocating giving marketers a sales quota or having sales work on a technical marketing strategy. That would be more of a role reversal. What I’m advocating for is an integration between the two units for the benefit of both; for the benefit of your business. There are many more reasons to go beyond simple alignment and adopting an integration mindset for your revenue teams. #salesandmarketing #b2bmarketing #b2bsales

The new-to-job workflow is a classic trigger based sales outreach campaign on LinkedIn. But most people get it wrong, either from the start or in execution. Here's how to nail it to hit the right people with the right message every time. 1. Instead of just selecting Changed Jobs in your Recent Updates, make sure you also select: Less than 1 year in Years in current company AND Less than 1 year in Years in current position Without doing this, you'll be messaging people who've recently changed their title but haven't changed anything else. 2. Titles can often be complicated. When referencing them at scale you need to normalize and check every title. Saying something like: "I see you've just joined COMPANY as a Fractional CMO ► Brand Development & New Product Commercialization | CPG | FMCG" is not gonna fly. I'll normally do this on Google Sheets with the GPT for Sheets extension. Let me know if you'd like the prompt and I'll leave it in the comments. 3. Hard selling or asking for a call right off the bat is a mistake. Oftentimes when someone's just joined a new organization they need at least a couple of months to settle in, learn the company and their new industry. 4. So delaying your last followup message or close off message by a month or two or three works nicely. Hope this helps!

SaaS Marketing Leaders! Take a look at this Director of Product Marketing! 💠 FlanStaff Candidate: Director of Product Marketing 💠 💠 Proven Track Record in Demand Generation: 💠 Developed targeted marketing programs and created net-new content for email, webinars, and specialty mail at Dell Technologies, generating over $6 million in pipeline from direct efforts in 2023. 💠 Expertise in Marcom Management 💠 Managed email and specialty mail campaigns, collaborating with program leaders and production teams to optimize strategy and achieve a 76% increase in Net Click Rate through continuous, data-driven improvements. 💠 Strategic Leadership in Member Experience 💠 As Vice President at MidWest America Federal Credit Union, led cohesive marketing and sales strategies, achieving a 50% increase in quotes for top product campaigns and directing successful go-to-market campaigns for new branch openings. 💠 Comprehensive Data Analysis and Reporting Skills 💠 Demonstrated ability to perform deep data analysis, develop reports, and automate processes, saving over 80 hours of work per month and ensuring data-driven decision-making to enhance marketing effectiveness. 💠 Multilingual and Diverse Marketing Experience 💠 With 12 years of experience and fluency in multiple languages, successfully managed and executed acquisition and retention campaigns across various industries, including telecommunications and financial services, achieving significant goals and awards for service and sales. #ProductMarketing #SaaS #MarketingLeaders #DemandGeneration #Marcom #MarketingStrategy #DataDriven #B2BMarketing #MarketingInnovation #CareerOpportunities

Tech Sales isn’t what it used to be – it’s more challenging than ever. To all my high performers in sales, have you noticed the shift? Decision-makers are taking longer to buy. Pipeline feel less predictable. Hitting quota is getting harder. Just last week, I spoke with a top sales performer who shared how hitting quotas doesn’t give him the same sense of accomplishment anymore. He actually felt burned out. Many top performers are starting to question their path in sales. Why? Because the excitement of closing deals has been replaced with constant pressure. It’s no longer just about selling; it’s about being strategic. But how can you be strategic when your pipeline feels out of control? More and more sales professionals are transitioning to roles that allow them to make a bigger strategic impact—without the constant pressure of hitting targets. If you feel the same, here’s a list of in-demand roles where your skills can make a difference: ➡️ Customer Success Department: Customer Success Operations Manager, Customer Advocacy Manager, Customer Journey Architect, Customer Experience Strategist. ➡️ Product Management/Marketing Department: Product Marketing Manager, Growth Marketing Strategist, Customer Insights Manager, Demand Generation Manager. ➡️ Sales Enablement & Revenue Operations Department: Sales Enablement Manager, Revenue Operations Analyst, Sales Training Manager. ➡️ Operations Department: Sales Operations Manager, Process Improvement Manager, Digital Transformation Manager. You have more options than you think! I hope this helps ✨ ♻️ Share this list to help friends or colleagues in their career transition!

A successful team is the driving force behind revenue and business growth. 📈 But to scale your marketing team, where should you direct your efforts? 📣 Hiring the right skills is the key to unlocking success. I'm in constant conversation with B2B marketing leaders, and I've put together my insights into this essential skills guide to help you to craft a winning team in 2024. Take a look 👀 https://bit.ly/3RbUJFi #b2b #marketing #hiringtips #B2BMarketing #MarketingTeam #BusinessGrowth #SkillsForSuccess #2024