This week on the Sales Hacker podcast, we speak with Peter Wooster, a 25-year veteran of technology sales and executive management who is now running his own consulting firm, Wooster Advisors.
He was an early employee at Salesforce, he joined in 1999 and really helped scale and build that organization. He was Chief Revenue Officer for Marin Software and now he’s running his own consulting firm called Wooster Advisors. But he’s really got a lot of deep experience building and scaling SAS businesses, particularly in Silicon Valley.
If you missed episode 110, check it out here: Survivors Make Plans: Get Your Mutual Action Plan Into Gear with Tom Williams
What You’ll Learn
- Who is Peter Wooster and what is Wooster Advisors
- Common mistakes companies make, pitfalls to avoid
- When is it time to hire someone in customer success? How do you build an effective partnership between departments?
- How to organize customer success
- How to adjust your company’s 2020 forecast
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Show Agenda and Timestamps
- Show Introduction [00:09]
- About Peter Wooster and what is Wooster Advisors [3:27]
- Common mistakes companies make, pitfalls to avoid [8:41]
- When is it time to hire someone in customer success? How do you build an effective partnership between departments? [12:13]
- How to organize customer success [15:16]
- How to adjust your company’s 2020 forecast [27:41]
- Sam’s Corner [37:28]
Show Introduction (~300 words) [00:09]
Sam Jacobs: Today on the show, we’ve got Peter Wooster, a 25-year veteran of technology sales and executive management. He joined Salesforce in 1999 and really helped scale and build that organization. He was Chief Revenue Officer for Marin Software and now he’s running his own consulting firm called Wooster Advisors.
Now, before we get there, we want to thank our sponsors. Our first sponsor is Chorus.ai. As companies adapt to this new normal, keeping your sales team moving together is more essential than ever.
Our second sponsor is Outreach, the number one sales engagement platform. Outreach revolutionizes customer engagement by moving away from siloed conversations to a streamlined and customer centric journey.
Finally, we want to tell you about something that we’re really excited about at Sales Hacker. For a long time now we’ve produced industry leading sales content, we’re really proud of that. But our mission is not just to do that, it’s to help you do your job smarter and even with all the greatest content in the world, there’s a limit to how much progress you can make on your own. So for almost a year now, we’ve been working on something to fix that, to bring us all together; and after the start of the year we’ve had in 2020, don’t we really need that? I think we do. We just turned saleshacker.com into a community.
So we can all learn and be better together, rather than just reading or listening, you can now ask questions and get amazing thoughtful answers from other B2B sales professionals who have been there before. Plus you can share all of your great experience with others. The community on saleshacker.com, is also the only place we host, Ask Me Anything, with guests like Matt Dixon, author of The Challenger Sale. Go to saleshacker.com and create your member profile today. It’s free of course. And it’s the best way to take part in great sales conversations just like the one we’re about to have with Peter Wooster. So check it out, we’re really excited about it. And now let’s listen to my interview with Peter Wooster.
Now, without further ado, let’s listen to this interview with Peter Wooster.
About Peter Wooster and What Is Wooster Advisors [3:27]
Sam Jacobs: Today, we’re excited to have on the show, Peter Wooster. Peter is a 25 year technology sales and executive management veteran. He’s currently running Wooster Advisors, which is essentially a fractional CRM service, it’s designed to help early stage companies to well established technology companies with setting up and growing sales and customer success.
Most recently before that, he was Chief Revenue Officer for Marin Software, where he grew revenue from zero to 80 million and was part of the executive management team that completed a successful IPO. He also is a Salesforce vet. He joined salesforce.com in 1999 and he was a founding member of the sales organization 15th employee overall. Peter, welcome to the show.
Peter Wooster: Thank you. Thanks for having me. Pleasure to be here from my home office/the room in the house where my family lets me be.
Sam Jacobs: I think all of us are just way more human and authentic. And I think it’s way more accepted to just be who you are as opposed to trying to wear corporate speak or corporate whatever. What does Wooster Advisors do?
Peter Wooster: I had the great fortune at Marin Software to have a CEO guy named Chris Lien, a veteran of the tech world who sat me down pretty early on and said, “I’m going to be asking you to do a lot of stuff. You’re VP of sales now but if this turns out to be what we’re hoping, I’d like you to own all revenue, we’re going to have a big international component of our business, you’re going to own churn and retention for the first time.” And he said, “So as the CEO, I have advisors and board members and people that I talk to all the time that aren’t my boss.” And he said, “I encourage you to find somebody that you connect with that could be a good sounding board for you.”
So, with that is my motivation, I partnered up with a guy named Mark Rabe. He’s now the CEO of a company called Sojern, but at the time, he was a global head of sales at Yahoo. And we met quarterly and it was great because he knew the digital landscape, coming out of Salesforce, I didn’t know much about agencies and all of that, and I could meet with Mark and just be totally transparent. Like, “Mark, I’m supposed to open up a Singapore office, how the hell do you do that? Or tell me about agencies and how that all works.” And it was this great experience that I had. His only motivation was to help me. So after eight plus years at Marin and we had gone from zero to an IPO. For me, I’m a grower and a builder, being a named public officer and sitting in Sarbanes-Oxley compliance meetings. Although I know it’s important, I was itching to be back more up in the startup mode.
So I thought to myself, “Why don’t I take the concept that I had with my advisor, but as opposed to doing it periodically with somebody who had a full-time job, what if I 100% dedicated my time to it?” So, that was the genesis of what I decided to do. So six years later, I work with about a half a dozen companies at a time in the conversations working with them weekly. So I’m getting to know their people, products, competition, personalities, challenges in a way that we’re not just talking about theory, we’re getting very specific about what I can do to help. And honestly, it’s been incredibly enjoyable. In many ways, I took the most enjoyable part of my role as a leader and turned it into what I wake up and do every day, which is coach and help and try to maximize the success of the folks that I’m working with.
Sam Jacobs: How early are the companies that you typically advise?
Peter Wooster: I am not the guy that comes in when it’s the product idea, right? When they’re thinking, “Oh, what if we came up with this?” The earliest I’ll start is, the product is in production, they’re out there getting paying customers. And whether it’s the CEO founder and co-founder that have done all the sales or they’ve hired 1, 2, 3 salespeople, that’s enough foundation for us to get going. So some of the companies I’m working with, it’s a CEO that sold all the deals so far, it’s time to hire the first salesperson, all the way up to… I’ve worked with a few public companies where I knew the current sales leaders and were doing a little bit more of a divide and conquer.
But the majority of them are in that five to $20 million range trying to put that process in place, really at scale for the first time. And then another thing is, I’m not a transactional sales leader. So, think about a Yelp sales model. That’s not my background; mine is more enterprise SaaS. So, if I were to meet someone who said, “Oh, we do a highly transactional $50 a month product.” There’s other people that would do a better job with that.
Common Mistakes Companies Make, Pitfalls to Avoid [8:41]
Sam Jacobs: What are the most common mistakes that companies make, the most common pitfalls that you coach them to avoid?
Peter Wooster: Obviously the answer to this question is going to be my bias, right? There’s a couple of things that I find. Number one is, I understand and appreciate a CEOs desire to as soon as they start to get traction, to go bring in a VP of sales, right? And I get that we would look at it and say, “Oh, I’m going to go find somebody who’s seen the movie before and that knows what it’s like to take something from five to 20 million,” and what have you. But the reality is, because I was the first person on the ground at Salesforce, I was the first person on the ground and Marin, I was the first person on the ground at another company called AngelPoints. That first person in the building needs to be a seller. Right? And if they happen to move into who could be your VP of sales, that’s great. But you really need somebody who can go out there without much infrastructure, without much history and just go sell.
And so what I encourage people to do is, as opposed to bringing in a VP of sales, go get two sellers, get two account executives that can sit side by side or virtually side by side in today’s world. So you really can start to pattern recognition. So, “Did we win that deal just because John’s really good? Or is Julie also closing deals and now we’re starting to see some patterns?” So resist the temptation to go bring in that person. The other thing is, if somebody grew a company from zero to 20 million in revenue, I know they might think in their mind, they’re ready to go back to one million in early days, but the reality is six months into it. That’s a grind and so that’s optimized for pattern recognition and sales volume now and then you can figure out that VP later. Because you might end up realizing once your business is going, “Oh, we do a lot of install base selling. So I don’t want just a hunter style VP of sales, I want more of somebody who can think about new business and install base selling.” Or what have you.
Sam Jacobs: That makes sense.
Peter Wooster: And then the other thing too, which again, I completely understand this, people want to get to a playbook as soon as possible. And the reality is, in that first run up to three, four or $5 million, things are changing all the time. So as much as, look, I wish that I believe that it was a laminated playbook world because I build one and sell it. I believe that each situation is different. Your people, your personalities, your competitors. And so you have to document a process, but you need to be nimble in seeing what changes and then how to adjust as you go. So playbooks are great as long as we’re flexible in how we think about the actual application of them.
When is it time to hire someone in customer success? How do you build an effective partnership between departments? [12:13]
Sam Jacobs: When do you think one of the focus areas for your advisory business is building partnerships between sales, CS, finance and product? And that always speaks to the word alignment. First when do you think it’s the right time to hire somebody in customer success? And then how do you build an effective partnership between the departments that I mentioned?
Peter Wooster: When I took over customer success at Marin, my whole heritage was a new business sales leader and salesperson, right? So I had this perception that, “Oh my gosh, this is a whole new world that’s going to seem completely foreign to me.” And then what you realize once you get into it, it’s the same ability to do discovery and confirmation and agenda setting and increase follow up that works in sales is the same thing that works for the customer. Doing discovery on their challenges trying to figure out their things. So if you can get your early stage sales leader to lean over in that part of the world a little bit while you’re growing it and you can do it that way, that’s good.
But as soon as you have big enough clients, that a churned client would be close to the amount of MRR or ARR that the sales team would bring in in a month, it’s really time to start thinking about a CS leader. Because what I see with a lot of early stage companies, is I’ll talk to them and I’ll ask what they’re doing around CS and they’re saying, “Oh, well, so far, we’ve had 100% retention, and our customers just use the product and we don’t even really talk to them that much. And so that’s not a challenge.” And then the next thing you know, they’re like, “Okay, we churned out our biggest customer.” And then they’re scrambling. So I think once the book becomes big enough that if your top 15% of customers, if one of them churned, it would feel like a month of missed sales, by then you really need to have somebody.
Sam Jacobs: I completely agree. Sometimes I feel like the first hires you should make are customer success as soon as you have, just so that you can continue to develop this feedback loop of getting customer feedback and bringing back to the product team and continuing to make the product better and better and better while your sales team is out there.
Peter Wooster: And I’ll mention this from my own past, and a lot of what I tell people is, “If you can make less mistakes than me, we’re doing something right.” At the early days in Marin Software and I will mention the very large shoe retailer that we lost. So I’ll let you figure out who that is. But we wore it as a badge of honor that we never talked to them. We were like, “Our product is so great that they don’t even have any questions. How great is this? We must have built the most intuitive product.” Well, little did we know, the reason they weren’t talking to us is because they were meeting With other vendors. So, you want to believe that. That comes from the Salesforce days. “If we built the perfect product, then everyone can do this on their own.” Well, obviously, look what’s happened to that business, it’s a huge services side of their business as well now.
How to Organize Customer Success [15:16]
Sam Jacobs: There’s a bit of a debate on how to organize customer success. First of all, should customer success have incentive based variable comp? Maybe that sort of a debate, but I’m not sure. And then should they own renewals? Should they own logo renewal? Should they own upsells? Should that be a separate account management team? In your perfect world? How is the existing customer conversation and revenue managed? Is it owned by the customer success team, by a different account management team, by the new business team? What do you think about that?
Peter Wooster: as many answers are to these things, it is situational. But here’s a belief that I have, is that what is one of the biggest indicators that a customer is happy with the product and the service that they’re receiving? It’s their intention to buy more from you, right? Because when you ask a client, would you like to use this part of our product you’re not? That’s when you get the true answer about how happy they are. Because they’re like, “Are you really trying to sell me this new module? The one I’m already paying for doesn’t even do what we needed to do.” So for me, a huge indicator of customer health is their intention to spend more money and renew. So, I’ve always had the belief that if your account management team owned incremental and renewal, it’d allow them to put their efforts around asking the hard questions to truly find out what was broken. But with that said, I always had a threshold or a situation that I brought sales back in.
So if we had a big renewal or if you have a big renewal, and you know it’s a competitive renewal, so on our side it’s our account manager in our CS person, and on the other side is their enterprise sales team. Because they’re looking at competitors, they’re putting sales against it. That as well as the threshold of the deal size, I’d say, bring sales back into help. And then you double comp because you don’t want anybody to feel like that’s a bad thing to do. You want your CS team to be like, “Oh, I should bring them back in,” Not, “Oh, I’m not going to bring them back in because I won’t get paid my variable.” So, that was the one I always had a moving target threshold. “Oh, if the deal is greater than 10,000 MRR, bring sales back in. Or if it’s a competitive renewal with an RFP, bring sales back in.”
But my general philosophy was, if you can have your AMs, have a new business number and part of what they’re doing is selling to the client, it also lines up with what the client wants. Because if you ask a client, they would prefer to have the same person that knows the history in the day to day detail, to also be the person that is helping them with new products. Sometimes that insertion of the salesperson can feel quite awkward certainly if they haven’t talked to them in 90 days.
Sam Jacobs: The counter argument would be that this is a theory, I agree with you Just for the record, but the counter argument is the client wants somebody that isn’t motivated by money advising them on a daily basis so they can trust the advice.
Peter Wooster: Then the other thing is if you have an incredibly technical product and you’re bringing back in the salesperson that isn’t up to speed on the ins and outs of every challenge that they’re having, it can seem disingenuous. So you got to think about it from both ways.
There’s another reason to do it too, which really takes effect at scale. I was getting 30% of my new business revenue from my account managers selling upsells and new products to my install base, I could get that revenue with no BDR or marketing cost. So, that 30% was a much lower cost of sales. So my CFO allowed me to take that savings and plow it back into more BDR and more SDR function for my new business team, because he was okay with the margin. So I could take that money that I was saving there, infuse it into more front-end help for the sales team, which means I could give them a higher new business target. The margin profile looks good and I can do more to help my new business at ease. So, that’s another advantage, but that happens more when you’re up to 20, 30, sellers, not four or five.
Sam Jacobs: Yeah, to your point, you need to have a firm perspective on your unit economics and that math so that you feel comfortable on the overall lifetime value. That you know that that 30% is predictable.
Peter Wooster: Also you need a CFO who’s a good partner that says, “Okay, I get your point. The dollar that we get new business from the install base cost us X, it cost new and over here, I save this much, I’ll give you that much back to put into investment.” You need that partnership with your CFO in those conversations.
Sam Jacobs: It’s an LTV perspective, not a payback perspective, because otherwise they’re not looking at it on a blended basis, they’re just looking at higher acquisition costs.
Peter Wooster: If you can put a new business target as part of the package for an AM, it allows me to hire more senior people because I can give them more upside. I could look at a more senior account manager and say, “Hey, you can make a little bit more money.” But the other thing is, all this is depending, if your average deal size is $1,000 a month not $15,000 a month, it’s a math equation in the end, right?
Sam Jacobs: You’re advising a handful of clients right now, I’m sure we can’t do any content after March, the middle of March, without talking about the Coronavirus and what’s been going on. So how have your clients responded? What advice are you giving them, and how are you coaching the sales teams and the sales organizations and the revenue organizations and how to adjust to this new world that we live in?
Peter Wooster: it’s a topic of every single call that I’m on. The world’s changed, the model that we had is no longer the model, we’re locking down, we’re throwing deck chairs off the deck. What I found though, is if you feel this is true too, it’s kind of settled down into a norm. Meaning, it’s not like we’re going to do more work at home, right? We can’t work at home more than we are, we can’t shelter and so people are sort of getting into the groove now. And what I’m finding is that three weeks ago, for every hour of zoom call I do with a company, the first 20 minutes would be about Corona. Now it’s a minute, right? Because people are like, “Okay, I’m okay and the best thing I can do is wake up and do the best I can.” So I think that’s one thing that’s happening.
The other thing is, I think that what I’m really seeing is your BDRs or SDRs, or if you’re AEs are doing their own self generated opportunities, you got to put on hold any of those templated cadence emails that you used to send out on value proposition in general statements about your products and services. You got to put those on hold because no one’s looking at those right now. No one’s looking at a general outreach. And so I’m encouraging heavily and we’re finding success, is if you can do research past the vertical level into what I’m calling the sub-vertical level, you’re going to be able to find some good prospects and you need to hit them with a targeted message that they can look at and say yes or no, to now. So what do I mean by this? Well, you could say to yourself, “Man, the automotive vertical completely hands off.” Why would we call on automotive right now? And that could be a true statement. But if you go one level below that, digital retailing in automotive is actually doing quite well right now. Right?
So anybody that has any solution that’s allowing dealership groups in automotive to sell digitally, that business is doing well right now. Think about it, I have a company that does customization of products. So they allow brands to customize their products. They’re seeing an uptick in business because people are thinking, “How do I differentiate my products and not just discount them by 50%?” So you have to go to the subcategory of vertical. So if we used to send out email templates to e-commerce as a vertical and we’d hit go on a thousand, you now need to heavily research one category below e-commerce. “Okay, I’m not going to send to commercial office furniture online sites, I’m going to send to home office, home office electronics, home gym.” That kind of thing, because there are going to be prospects for you.
And then the other thing is, I nod to what’s going on in the world, I totally agree that’s okay, but get to your point quickly, of why you’re reaching out to them at this particular time. “I’m reaching out to you today because I did some research and here’s what I’m thinking. And this is why I think we’d be valuable to you, would you like to talk?” But these are the best practices you would do anyway, it’s just a reconfirmation of all the stuff that we learned along the way.
Sam Jacobs: Yeah, it begs the question of maybe it’s just accelerating the demise of these load up a thousand email and press go, because I’m sure you get them. I get them all day and I can’t imagine the situation in which they work. I’m not scornful; I don’t mind people trying to have a job and make money and do their job. It’s just that — when does it work? Who is the person that reads some completely templated thing and thinks, “Yeah, that’s for me.”
Peter Wooster: One of my companies that has about 15 BDRs, we did an analysis back to march 15th. And we looked at everybody who we talked to post the lockdown and we did an analysis of why they decided to get on the phone with us. Because anybody before that, that you had a meeting set for, was a different world. But anybody after that, they got your message and they were like, “Oh.” And what we found was by hitting industries, the subcategories, “Hey, I looked at your site and I see that you guys do home office.” And we’re finding that other companies that were helping them with X, Y, Z, those are the ones where the meetings were occurring. And so that’s what we all know we should do anyway.
But what it means is, your BDRs, your SDRs have to go from, “I’m going to hit a thousand a day — to — I’m going to spend two and a half hours researching. And I’m going to find creative verticals that would still be open to conversations.” So it’s changing their job a little bit. And honestly, some of the BDRs and SDRs are actually invigorated by it, because it’s making their job a little bit more strategic, if you will.
How to Adjust Your Company’s 2020 Forecast [27:41]
Sam Jacobs: How are you coaching your companies on adjusting their forecasting and their 2020 forecast and I guess again, same thing every conversation has to involve Coronavirus at some point and every conversation has to involve someone’s personal take on when the recovery will start and how long it’ll be and what the shape of it will be. So what are you coaching your clients on?
Peter Wooster: It’s funny that the refreshing thing about what’s going on for me, there’s always a silver lining in everything, right? Is that a lot of times in the past, I was the resource for the head of sales or what have you. But now I’m being brought into more of eStaff conversations. Because they’re like, “Oh, you were around in 2008, you were around in 2002, you saw a major… It’s the same principles, right? How do you lockdown and get smart?” So I’m finding out and getting exposure to other people within the org, which is really great.
The first thing I’m telling people is, every single senior leader has to be present on all of the phone calls and the interactions, where the topic of, “Do you think you’re going to do business with us and what are the challenges?” Has to happen. Whatever methodology you had two months ago on how you did a forecast and how you thought, “Okay, if my AE comes to me with these answers, that means we’ll put it on the forecast.” You gotta throw that all away because on the customer side, their whole world is upside down. So, I’m telling all my senior leaders, you have to be on those calls. There shouldn’t be anything on your forecast that wasn’t your ears hearing the situation. Because you can be flexible in what you’re hearing and then also, you can really understand, “Okay, am I willing to put this on the forecast?” So that’s number one, because again, your methodology is a little out the window right now.
And then secondarily, try to take things off the table. If you can get something done quickly, because things are changing every day. Again, in some ways, you could say that’s best practice no matter what, depending on who you talk to. And then just be double checking this all the time. So I’m having CEOs send emails to early stage prospects to let them know that we’re here for them and we’re helping, but I’m also trying to get it on the radar of that company that we’re paying attention. So if this really is not a deal, they’re going to have more likely to say, “Hey, I got to come back to you, although we had a great call with your salesperson, to be honest with you, this is probably not something we can do today.” I’m trying to source out the real honest response by having these guys go a little higher. So, everything on that forecast needs to be, you’re the one that heard it and participated.
And then on the other side, which is the cost and budget, do what you should do anyway, which is take your 20 to 25% bottom performers and you should probably make that change, but you should be doing that anyway. And so again, a lot of this goes back to, this is just forcing us to do the stuff that we know we should do. So, if you can do that and then you still end up with your team and you can hold on that and come in within a certain percentage of that original forecast, great. If not, you got to re-tool, but I couldn’t imagine looking at any historicals to tell me what I should be doing with my forecast right now though. Because this is a little… We’ve not seen this before. And then things like the Payroll Protection Act, that certainly helps and a lot of my companies are fortunate enough to be able to get in the mix on that as well.
Sam Jacobs: When you think about key influences on you, what comes to mind?
Peter Wooster: I might throw you for a loop on this one, but Tien Tzuo, who if you know Tien, he’s the CEO and founder of Zuora. When I joined Salesforce in ’99, he ran product and I was the first salesperson. So that’s how I learned the product, it was from him because we didn’t have any other way. And he told me, “If you…” I sold the deal in the early days without showing the product and doing a demo. And Tien said that was the biggest compliment he could receive as the product guy, because he built a product that was intuitive enough and simple enough that it could be explained. And I was like, “You know what, he’s right.” You know what I mean? If you can… So the foundation of the way he thought about product and how Salesforce thought about product, people ask me by the way, what was the biggest difference between Salesforce and all other startups? And I would say, “Well, having $50 million in the bank without having a customer. And having Larry Ellison and Marc Benioff and Halsey Minor on your board, that certainly helps.” But the foundational thing that really was different about Salesforce, is our product team. They literally owned the outcome of their product features of their modules.
They literally were incentivized to have us be selling that. The product team was always wanting to jump on the calls with us, they were measured on adoption of features, they would have to do a use case of what would be the total addressable market of what they did. And they were so good at interacting with the customers and getting out there and helping us sell and learn and see stuff. It really changed my perspective on products. And that was a huge influence for me in the early days because it created that partnership between the two organizations that I hopefully brought into other organizations that I was a part of.
Sam Jacobs: One last question before we go because you piqued my interest. I read behind the cloud and I know that Benioff had this idea of these tabs, opportunities, contacts, et cetera. This vision in his head when he was in Hawaii, but was he… The 50 million was split three ways, I didn’t realize he was that wealthy when he started Salesforce.
Peter Wooster: When we started he had done a really good job of getting funding. So day one, I remember Marc Benioff saying to probably Dave Moellenhoff or Parker Harris, or one of those guys at the time, “Build our infrastructure like we’re a billion dollar company, because we’re going to be.” So you know how companies are like, “Oh, well, we’ll scrap together this and we’ll piece together…” We were like Cisco and Sun from day one. So, Marc did a great job. And by the way, that was 1999. It wasn’t…The founder profile back then was quite different. They were usually people that had years of track record rather than a lot of more than the younger founders now. But he did a great job of surrounding ourselves with a pretty impressive board and he was at it ready to go day one.
Sam’s Corner [29:45]
Sam Jacobs: Hey everybody, it’s Sam Jacobs. Welcome to Sam’s Corner. Being great at sales in 2020 is really not that different from being great at sales 20 years ago. It requires a level of research, it requires a level of personalization and thoughtfulness and it requires you to use your brain, which makes the job better in many ways. Because as much as we love technology, there’s an obvious human tendency — once you plug in all the technology to set it and forget it and to sit back and wait for the responses to come in.
You can probably send fewer messages if you just personalize them and focus on them. And John Barrows has this whole methodology of tier A, B and C. The tier A is the five accounts that you are definitely focused on getting into that month. And those are hyper personalized. And then tier B is a little bit less personalized and tier C is the set and forget it, but all you gotta do is just a little bit more work.
What We Learned
- Who is Peter Wooster and what is Wooster Advisors
- Common mistakes companies make, pitfalls to avoid
- When is it time to hire someone in customer success? How do you build an effective partnership between departments?
- How to organize customer success
- How to adjust your company’s 2020 forecast
Don’t miss episode #112
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