Jay Nathan

Although its great to have frameworks, I always find we deliver the best when we have the flexibility to be ourselves and execute customer goals by working to their rhythm. It can be tempting to rely too heavily on process which can lead us to assume what matters to our customers, rather than listening to what actually does. Easy things you can do to be more flexible include: 1. Speak their language (Do they prefer emails, phone calls or video conference?) 2. Understand the wider goal (What are their business initiatives and how do they contribute to that?) 3. Understand the information they need in a format that fits them #customersuccess #outcomes

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Analyzing Churn- do you know what metrics to look at? How often are you looking at this and being proactive to prevent it? What metrics should you be looking at if you do not have CS Ops? The Infinite Renewals team recommends looking at these first: % Churn # of accounts $$ churned % calculated churn (12 MONTH) $$ renewed # accounts renewed $$ upsold # accounts upsold $$ booked # account booked The above monthly and quarterly It would be best if you also had the ability to drill down on the numbers above to be able to see which accounts made up the $$, #, %

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Our partnership with Brex now gives us unparalleled insight and breadth in SaaS purchasing reports

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SaaS Leaders this one is for you: --> Struggling with lead quality? 🎯 --> It's like fishing in a sea of sardines when you need a whale. 🐋 --> I specialize in getting you the right fish—er, leads—on a call. Let's chat if you're tired of chasing sardines. 🐟✨ DM me directly or if we are not connected comment below.

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One thing that stands out when studying high-performing RevOps teams: they do more than simply enable the different GTM functions. They also serve as a critical bridge between them and as a conductor of multiple go-to-market motions and activities. Consider Zapier, a profitable company generating over $250 million in revenue. They’ve built a massive self-service business and four years ago added a cross-functional sales-led motion supported by marketing. Combining product-led with sales-led growth is, in many ways, an ideal business model. The product flywheel builds a vast database, effectively forming a private ecosystem for sales prospecting, full of granular first-party data. No problems with lead flow here—their only challenge is how do they identify the most promising accounts. With the PLG motion handling top-of-funnel activities, sales-led team can focus on • Crafting micro-segments within their extensive user database • Identifying the most valuable first-party product signals for sales-led expansion efforts • Running experiments that blend automation with human input • Analyzing results and iterating based on findings   However, there’s also challenges when combining multiple motions this way. There is a high risk of channel conflict, mixed messaging, or teams stepping on each other’s toes. This model only works when you have tight collaboration among GTM functions and a unified RevOps team. RevOps plays a pivotal role here by: • Designing a CRM architecture that integrates product signals • Leading a cross-functional "tiger team" to driveGTM experiments • Crafting custom automations to scale these experiments, driving significant incremental revenue • Providing an impartial perspective to diagnose funnel issues without finger-pointing For a deeper dive into these strategies, check out my recent conversation with Lindsay Rothlisberger, Director of Revenue Operations at Zapier.

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3️⃣ reasons why retention must be more emphasized in vSaaS. 1️⃣ Winning the Control Point This is foundational table stakes to the vertical SaaS playbook. There’s no expansion opportunity if you churn customers here. Winning the Control Point is your anchor that opens up the multi-product play that will eventually grow your ARPA. 2️⃣Setting Up Multi-Product In order to deepen the anchor, and become the operating system of your accounts, both in workflow and data, product education and customer marketing are a must. Marketing has to be able to convey brand narrative and messaging that shows a roadmap to a seamless workflow and operation if surrounded by your ecosystem of products. 3️⃣ Extending the Value Chain The pinnacle of the vSaaS business model, according to David Yuan, is being able to sell to different stakeholders both forward and backward. You can never achieve this pinnacle if retention is not one of, if not, the top metric for marketing post-acquisition. Marketing no longer stops at pipeline generation, but now will be integral in shaping a future narrative that builds demand for your product ecosystem. Shoot me a DM if you want to go deeper into the topic and see what this looks like in practice! #RevenueEngineering #GTM #VerticalSaaS #DemandGeneration #Evron #vSaaS

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Do you know what a Sales Performance Improvement Plan refers to? Do you know how to craft a Sales PIP properly to boost sales results? You can find answers to these questions in the article below. The ability to detect a sales representative's performance gap is just the first step. The more important goal is how to design a sales performance improvement plan to eliminate this gap. Do you use Sales PIPs in your company? #b2bsales #salesperformance #salesleader #pip #salestips

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As we move deeper into 2024, tracking the right metrics is critical for scaling a SaaS business. This insightful guide outlines the top metrics to watch and includes valuable benchmarks to keep you on track. Whether you’re focused on ARR, CAC, or CLTV, understanding where your company stands is key to driving sustainable growth. Check out the article for a comprehensive look into the latest SaaS trends and metrics! #SaaS #BusinessGrowth #Metrics

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NRR is a key KPI for any CSM, but actually, for any SaaS. It might be the most important KPI besides the overall growth (which includes new customers) of the company as measures, how well you solve the problem your customers face - means how often they renew (or churn) and how often they expand (or detract) their contract value with you. Join me at ChartMogul's webinar next Wednesday and learn, what we observe in the SaaS industry, how well you compare, and what you can do to improve. Registration link: https://lnkd.in/eZhCK8Km

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SDRs, you're not fooling prospects with your title. SDRs in the fintech space aren't finance experts SDRs in the insurtech space aren't insurance experts. SDRs in the payments space aren't payments experts. SDRs like to use every title except... SDR. We are experts in other things, like... -Prospecting -Cold Calling -Relationship Building -Uncovering Pain -Portraying Value SDR doesn't have to be a dirty word. Let's embrace it. ❤️

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I don’t think I’ve experienced more challenges in my RevOps career than trying to build GTM for 𝐜𝐨𝐧𝐬𝐮𝐦𝐩𝐭𝐢𝐨𝐧 𝐛𝐚𝐬𝐞𝐝 𝐩𝐫𝐢𝐜𝐢𝐧𝐠 companies. Myself, Bernardo Alves (our head of RevOps strategy), and Kyle Himmelwright sat down to discuss all of the challenges we have faced and some tactical solutions that we've seen work. Bernardo and I started working together at Emailage, a company fully built on a consumption based pricing model where we faced our first challenges building GTM around this model. With LeanScale, we’ve also worked with multiple AI-as-a-Service companies that are typically built on consumption based pricing, and we know this is where most companies are going in the future. Kyle has had an impressive operations career and has also been an operator in multiple companies with consumption based pricing models, bringing a unique and practical perspective to the conversation. 𝐃𝐮𝐫𝐢𝐧𝐠 𝐭𝐡𝐞 𝐩𝐨𝐝𝐜𝐚𝐬𝐭 𝐲𝐨𝐮'𝐥𝐥 𝐥𝐞𝐚𝐫𝐧 🎯 How to 𝐟𝐨𝐫𝐞𝐜𝐚𝐬𝐭 in a consumption based model 💰 How to set up 𝐜𝐨𝐦𝐩 𝐩𝐥𝐚𝐧𝐬 and quotas 👷‍♂️ How to 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞 your sales and CS teams 📊 How to articulate your “𝐀𝐑𝐑” - the metric most companies consider their north star ⚙️ 𝐓𝐨𝐨𝐥𝐬 you can use to help make the process easier

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Here's my 2024 LinkedIn Rewind, by Coauthor: 2024 confirmed what many CEOs and CFOs already suspected: GTM effectiveness continues to erode. One dollar in three spent on GTM is now ineffective - not because teams aren't working hard, but because they're not calibrating investments to take market volatility into account. The evidence is clear: Marketing acts as a nonlinear multiplier of Sales effectiveness (8x) and efficiency (5x). Yet most companies can't see this because they're looking quarter by quarter instead of understanding time-lagged causality and the effects of marketplace headwinds. At ProofAnalytics.ai we've focused on helping companies understand and optimize their true GTM multiplier effect: • Achieved a unique MASB certification for our causal AI platform • Expanded role in developing modern GTM organizational standards • Joined MarTech as columnist and Forbes Business Council as commentator • Conducted extensive CEO/CFO interviews on their understanding and misunderstanding of GTM effectiveness Four posts that sparked crucial conversations: "Brand and Brand Reputation - The ROLEX Example" Your brand is what you say and do. Your brand reputation is what others believe about what you've said and done. https://lnkd.in/g-D2WUCD "Conversation with Upset F1000 CFO" Marketing is a nonlinear multiplier of Sales... but everyone was like 'we've never heard this before!' https://lnkd.in/gY7viNQf "CEO's Airplane Conversation About B2B Marketing" On the dangerous disconnect between marketing practices and customer needs https://lnkd.in/gqNVZ-fT “Sell Me the Pen on Marketing Impact” Call with a CEO and CMO illustrated the fundamental gap in understanding Marketing’s unique contribution to Sales outcomes. https://lnkd.in/gmjXa8eT 2025 will be pivotal. The pressure for marketing accountability will intensify as AI brings unprecedented transparency to GTM effectiveness. Teams that can't demonstrate their multiplier effect will face existential challenges. But those who embrace causal analytics to prove and improve their impact will thrive. To every marketing leader preparing for 2025: The tools exist to prove your value. The question is no longer whether marketing drives growth – it's whether you can demonstrate how much, when, and why. #CausalAI #GTMEffectiveness

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How much retention would go up? If... - The Customer Success org starts with Solutions - There's a Chief Solutions Officer on the board - AEs consult with SEs on all ongoing deals - Customers talk 80% in conversations - Focus is on adoption, not renewals I'm guessing by A LOT. That's the GTM SaaS world I envision. P.S: True customer adoption nearly guarantees renewals. #presalesevolution #customersuccess #saas

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Here are 3 differences between a low-performing and high-performing #CSM. Low-performing CSM (LP CSM) <---> High-performing CSM (HP CSM) 𝐎𝐯𝐞𝐫𝐰𝐡𝐞𝐥𝐦𝐞𝐝 <---> 𝐈𝐧 𝐂𝐨𝐧𝐭𝐫𝐨𝐥 #CS can be overwhelming. There is always a lot going on. From customer requests, demands, expectations etc to internal goals, KPIs, priorities etc. LP CSMs have a really hard time managing this. While HP CSMs know how to prioritize, say no, and focus on what moves the meddle, the LP CSMs spend their time putting out fires, chasing customer requests and running around. 𝐑𝐞𝐚𝐜𝐭𝐢𝐯𝐞 <--> 𝐏𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 LP CSMs are reactive with their work. They start their day by opening up their email or Slack, see what is being asked of them and jumps in to resolve those things. HP CSMs spend one hour on Sunday night planning out their week to see what they need to accomplish, what will move the needle and create a plan of attack. 𝐊𝐧𝐨𝐰𝐬 𝐭𝐡𝐞 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐰𝐞𝐥𝐥 <--> 𝐊𝐧𝐨𝐰𝐬 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐰𝐞𝐥𝐥 LP CSMs typically still need to improve their business acumen, but can still be good at talking about their product and all the features and things it can do. That becomes their focus with customers, how to use the product or service. HP CSMs on the other hand, have high business acumen and focus on the "why" as much as the "how". Why will this feature help? Why is this important for their business goals? What is their business really? HP CSMs know how to talk business, not just product. At the end of the day, there are many, many tactical and strategic difference between low and high performing CSMs that I could list out. But these 3 are typically fundamental. If you spend your entire time chasing tasks and requests, you will not have time to move the needle on anything important. If you are tactical and start each day from scratch in CS, you will never be "ahead" of the game and constantly stay in chase-mode. If training a customer on the product is just about the features, the CSM wouldn't be needed...just send them a training video and do group training sessions for customers. So as a CSM - or leader of CSMs - ask yourself: am I (are we) in control, proactive, and business-minded? If yes, then you have the foundation to succeed. If no, then you have some work to do... *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network #CS #customersuccess #CS #accountmanagement #revsetter

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Awesome SaaStock workshops yesterday led by Kevin "KD" Dorsey on how he operationalizes his sales teams and keep them up to date, Rita Jhaveri on the importance of customer onboarding with a fun workshop (Team Monkey FTW!), and Jake Dunlap for new insights on creating a effective buying experience. My biggest take aways from the sessions were: Our buyers' environment is changing and how they buy is changing. Are your internal processes staying up to date to meet your buyers where they're at? At startups I think of my sales org processes within a constant loop -> What's our.... TAM -> SAM -> SOM -> ICP -> Buyer Persona -> Pain Points for said personas within the ICP -> Does our product solve those pains points -> relevant messaging for marketing + disco + demo -> win customer -> case studies -> renew -> apply case studies and stories to new business sales cycle -> repeat The challenge I hear often is that people don't know what their ICP should be and so everything after that falls flat. But why is this so hard to figure this out? It's going to sound ridiculously simple..but it's your industry tags. Read more on why and how to fix it in the comments below and if you’re attending SaaStock today let’s meet up! #saastockusa2024

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A poorly executed #customersuccess strategy will kill your #NRR for years to come. I've seen it first-hand too many times over the years. Here is how you deliver a well-executed CS strategy to drive great NRR and ultimately, business growth: 🛣️ 𝐔𝐬𝐞 𝐭𝐡𝐞 𝗗𝘆𝗻𝗮𝗺𝗶𝗰 𝐑𝐞𝐯𝐞𝐧𝐮𝐞 & 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐉𝐨𝐮𝐫𝐧𝐞𝐲 The first step in any customer success strategy is understanding the full & dynamic revenue & customer journey. This means not just knowing what your customers do, but why they do it. How and why did they buy your services? How do they move through their journey with you (rarely ina straight line!)? By understanding their motivations, you can better anticipate their needs and deliver solutions that truly add value. And don't forget, the old-school customer journey is not the standard anymore, you need to use the full, dynamic revenue & customer journey to get the full picture. This stretches from pre-sale to post-sale and allows for the customer to move in and out of journey phases/stages dynamically. 📈 𝐏𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 Customer success is not a reactive function. It's about being proactive, anticipating customer needs, and addressing them before they become issues. You have to ensure that your strategy is aligned around, and fosters, a proactive CS culture and process that allows your team to execute effectively. This not only improves customer satisfaction, but also reduces churn, and creates more expansion opportunities. Both key factors in improving NRR. 📊 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧 𝐌𝐚𝐤𝐢𝐧𝐠 In the #SaaS & #CS world, we have access to a wealth of data. By leveraging this data, we can make informed decisions that drive customer success. This could be anything from identifying usage patterns to predict churn, to understanding which features drive the most value for customers and beyond. And it needs to go beyond telemetry, usage etc. Also capture, track and understand customer goals and other qualitative data points. One problem is that this data is often siloed or hard to access, so make sure you have systems (like RevSetter) that can bridge that gap and allows CSMs to effectively action the data & insights. 🤝 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐚 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫-𝐂𝐞𝐧𝐭𝐫𝐢𝐜 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 Customer success should not be the responsibility of a single department. It should be ingrained in the company culture. When everyone in the organization understands the value of customer success, it becomes a strategic priority that drives business growth. This is why the dynamic revenue & customer journey, the engagement focus, and the proactive mindset are so important. When those are present - and a strategic & customer-centric approach is adopted by the CEO & leadership - the sky is the limit. Leverage these four building blocks and your CS strategy and execution will thank you for it ✅ *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network

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Here’s a GTM product I would pay for right now: A tool that measures internal alignment. Something that asks and tracks: 🤝 Do sales and marketing agree on ICP? 🎯 Are customer success and product teams solving the same pain points? 🗣️ Is leadership communicating the same vision across departments? A lot of SaaS seems to be solving other growth-killing problems, but seems like not enough are explicitly solving the misalignment issue. If there was a way to catch misalignment early and fix it before it leads to bottlenecks and friction, I’d sign up tomorrow.

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The 2024 Playbook for SaaS Companies 🌟 🤜🏼 Why RevOps? It's not just about merging teams—it's about strategically aligning marketing, sales, and customer success to drive common goals with the power of real-time analytics. Here’s why it's pivotal: 👊🏼 Strategic Integration: RevOps aligns your teams toward common goals with analytics at the forefront, improving coordination and efficiency across your organization. 👍🏼 Technological Advancements: AI and machine learning revolutionize predictive analytics and customer interactions, anticipating market and customer needs with unprecedented precision. 👉🏼 Agility is Key: The fast-paced market demands quick pivots. RevOps ensures your business can adapt swiftly, promoting growth and sustainability in a changing landscape. 👉🏼 Global Impact: Companies leveraging RevOps see not just streamlined operations but also significant improvements in customer satisfaction and retention, boosting revenue. Data-Driven Results: Companies adopting RevOps have reported impressive outcomes: Forecast Accuracy: Using RevOps technologies leads to more accurate revenue forecasting, enabling better strategic decisions​ 👉🏼 Win Rates and Revenue Growth: 59% of companies using RevOps technologies report improved win rates, while 53% see increased net-dollar retention​ What's Next for 2024? With RevOps, scale new heights, adapt faster, and outpace competitors. It’s time to integrate RevOps into your strategy and lead the future of SaaS. Embrace RevOps in 2024: Discover how strategic integration can transform your business operations and drive your company forward. #RevOps #SaaS #BusinessStrategy #Innovation #GrowthHacking #FutureOfWork

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NRR is a great SaaS metric, but it’s not the be-all and end-all—not even close. First of all, it's a big mistake to over-index on any single stat in business. The more you obsess over any single stat in business, the more you lose the big picture of how your company is actually doing, and the more distorted your view becomes of your company's health and performance. Examples: - Focus too much on LTV → miss out of short-term revenue - Focus too much on MRR → attract bad-fit customers - Focus too much on churn → leave growth on the table NRR is no different. One reason why is that it treats down-sells as a "loss". Canceled subscriptions are a loss—that’s a customer saying, “I don’t need your product *at all* anymore." A customer who down-sells is telling you something *completely* different... “My need for your product has shifted, and there are certain parts of it that I no longer need. HOWEVER, the core of your product is still valuable and important to my business.” Through this lens, customers who down-sell should be TREASURED—despite the dip you'll see in NRR. ^Frankly, this is why so many of the best SaaS companies offer various plans/tiers—it allows their customers to better align the value they’re receiving with price points that they can manage. So yes, NRR is a fantastic metric, and it'll always be core to SaaS businesses. But you shouldn't obsess over it.

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