Salesloft on Salesloft: Curate your Cadence Committee - 90 days and beyond

Welcome to our sales off on sales off curating your kids committee ninety days and beyond. Before we get started, wanted to do a couple of housekeeping items.

This session will be recorded, and the slides will be shared in a follow-up email, after the webinar.

And, also, for any questions, that you might have during the session, we have a chat box. And so we'll want you to use that. We'll be monitoring that throughout our time together. Give me one second here as I also begin to share share my slides.

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Alright. Do some quick introductions here. So, my name is Sean Brocklebank. I'm a tech stack enablement manager here at SalesLoft, and co hosting the session with me today is Brady Field, one of our senior strategy consultants.

Hey, everyone.

Greg, thank you for for joining us. Just to give us some background, Sean and I work together on our sales off and sales off package and and try and and try and do this with our team. So give you insights about what we've done, what we've done in the past, and and the history kind of of of this cadence committee building from from both of our perspectives.

Really excited to to work with you guys. And, Sean, back to you.

Yeah. And before we kinda jump into today's session, just wanna kinda ground us on you know, there was a session a webinar a week ago. And in that session, there were a couple, points that we wanna just, you know, reflect back on. So number one, the purpose of a kids committee and the benefits of establishing one. I also talked about setting up a thirty, sixty, ninety day operational plan.

Thirdly, drawing a cadence map, and and lastly, establishing a naming convention.

And, you know, as we jump into today's session, we're gonna be we're gonna assume that, you know, some of those things are in place, but we also know that, you know, we have a broad spectrum of folks, that are gonna be, in the conversation with us as well. And so let me go ahead and push us forward here. Apologize. Having some technical difficulties on my end. So for today's session, here are our learning objectives. So number one, executing a top down approach, two, recognizing, you know, established measures of success, and three, measuring performance.

And, you know, but before we get started, wanted to throw a couple of questions in the chat, for folks to, you know, to look at and respond to.

I should Brady, do do you mind typing the an and I think I saw that we lost Mimi.

Sure. Just a second here.

K.

While Brady is doing that, I mentioned that, you know, that we have, you know, folks from all, you know, kinda different experiences, different backgrounds when it comes to cadence committees.

Even, you know, Brady and myself. Right? We he talked about kind of our interaction here at SalesLoft and the committees that we run along with, you know, committees that Brady has, you know, previously ran. And so, again, we know that, it takes functionality and planning to be successful when you're curating cadence committees. And we also know that, you know, with that, there can be some failures and some successes.

And so, again, it's not gonna be perfect. There's consistent iteration.

And so I just wanna get a feel from the group in terms of, you know, where do you sit today? Do you already have a kids committee established, and up and running? You know, what's the frequency of the meeting?

We'll give it just a minute here for folks to respond in the chat.

So we see Sanjay. So it's he's they have a committee, and they they have it for each sale sale, and they do it monthly.

We'll see if we get one more person to respond.

So as we talked about, there's definitely, you know, kinda that broad spectrum. And, Jason, we're gonna get into we'll talk about, you know, as we get into the kind of top down approach, we're gonna talk about the objectives of committees. And so we'll go ahead and jump in, and it'll actually push us forward, as we step into the conversation here.

So let me go ahead and do that.

Alright.

And with with, you know, the past the past session, a lot of it was focused on on planning, making sure that that the alignment is where it needs to be for getting the content created. We're gonna talk to you guys about about the top down executive leadership approach.

And in the past, I've run many built many cadence committees, Sean's on the same. We've had plenty of failure points for so for those of you that have not quite jumped into into the cadence committee, we're here to share with with you what we have found in the best path, and we have a very successful cadence when you're running at SalesLoft right now. So that's that's where our perspective and where we're giving you, we're giving you this this intel.

The whole goal for us was to get the top down approach, getting business objectives defined, key stakeholders aligned, and making sure I I saw somebody has regional sales cadence committees. We have the same, but our goal from from an enablement team, operational team is is to step aside and let the the powers that be that dictate what the goals are that are responsible for for revenue attainment, really lead the success the session of of these cadence committees, and we'll use board level approach.

Sean made me name this cadence committee. So so if you guys don't like that like I do, you can talk to him about it. I prefer board level. We also have our go to market strategy. So we'll have we'll have two different levels. Ouch.

And what we really wanna do is is is gain accountability. Right?

The CRO, VP of sales, CMO, head of ops, and then campaign managers are gonna have the strategic lens about what needs to move the business forward, and we'll we'll offer that strategic lens to the go to market teams to then ideate, create the the sis the success plan, and then operationalize and act on it. But what we we we are really, dedicated to here at SalesLoft is to make sure that the strategy from those those people that are responsible for for moving business forward forward, is communicated effectively down and back up. So so the board level approach, what we're trying to to really get them to express is what is the the the quarter and beyond game plan in terms of of competitors, new verticals, new territories, whatever it may be. How can we start to lay the groundwork and and build in some testing environments?

More importantly, what are those winning, momentum momentous, occasions across different geos, different levels?

As an example, we have enterprise sales teams that that focus very, very strategically on on creating that that that conversation with the c suite. Right? We also have our BDR teams that are really good at getting in the door.

What happens if we have somebody that's brand new in the enterprise, space that doesn't quite know how to get into the door within within their new account or as we're continuing to go upstream, we need to get into bigger organizations.

Can we take some of those learnings from the BDR team about getting our foot in the door? What is what is the most intent based content we can drive? What does customization do? And then how do we formulate that, deliver that news to the cadence committee, have have, you know, the the business level or the the board level, learn and then and then create this or fold that into the strategy, create additional plans moving forward. So it's it's about it's about thought leadership sharing. It's about it's about really driving success that that is seen elsewhere.

And then and then most importantly, it it provides a feedback loop. Right? When we're when we're delivering from the board level down, what our business objectives are, the cadence committee will be that testing environment for for there to be a feedback loop, good, bad, or otherwise. Right? So it really allows them to to get a feel for what the business is doing, what the industry is doing, and and where they need to shift and navigate as as they're seeing success and failure within different strategies.

And and, Braden, I know as we were, you know, talking through what we're gonna talk about today, why is it important to have those key stakeholders? You know, you mentioned a specific example around, you know, the importance of of this top down approach. You wanna talk more about that?

Yeah. Absolutely.

A couple of things I think I think really drive the the level of importance, accountability being the the the most important part.

It sounds like we have a lot of experience in in starting and and managing cadence committees, and I can almost guarantee you, you have a point where there there just tends to be less excitement, less energy, less focus put in those individual cadence committees.

What we've noticed is is when you have a board level that the go to market cadence to me has to report back to, that is that is an opportunity for them to to speak to the c suite depending on on where you are in your organization.

It's it's a preparedness that that you don't normally get in your day to day work. It's an opportunity to grow a skill set, and it keeps them sharp. Right? We'll talk about about how we formulate the the goal, that that is time bound and really specific for each cadence in a little bit.

But that is part of of the communication from the top down. We want the go to market team to to to digest what that that, approach is, build in a strategy, and be able to communicate those successes back up in the same way that it was delivered down. So so we're we're driving pipeline. We're cross selling.

We're upselling. We're getting into new markets. But but this is what we heard. This is the action plan that we took, and and this is, the go to market team saying that that we heard you.

We know that this is this is something you're holding us accountable to, and this is what we delivered.

So not only are we then, you know, talking about, you know, the who and the what going from the business objectives to the board level approach, But now we wanna talk about the, you know, the when and the why. And so when we look at, you know, frequency, for example, and we'll start first and foremost with the board level of the champagne committee as Brady told you all.

I made him made him say it today.

That's a that committee meets on a quarterly basis. And, you know, someone asked about objectives. Right? So it's gonna be different objectives for the champagne committee, the board level, versus the go to market committees.

And so when we get into that champagne committee, we wanna talk about this objective delivery because everything that we're doing in from that perspective is tied to the business objectives. Right? And then looking at campaign performance, how are the campaigns performing tied to those business objectives? And then wins and losses.

Right? So what's working? What's not working? What needs to be iterated on? You know, I my go to saying is there's no silver bullet for cadences.

Right? So it's a constant iteration, always looking at, hey, what's working and what's not? Because, you know, what may be working, you you know, this week or maybe even next week may not work after that. And so we wanna be constantly looking at our results and, you know, are we achieving, you know, what we're looking to achieve?

If we talk about the go to market committees, those and, you know, we have a couple of different folks, that have mentioned kind of their frequency. Those can be anywhere from weekly to monthly. For our committees here at SalesLoft, and Brady touched on the fact we have few of those, so we have four total currently, they meet on a biweekly basis. We just found that that's the best rhythm for us. So, again, you wanna find out for your organization what does that look like for you. There's no right or wrong answer.

And then we talk about what is covered. So, you know, again, we wanna be looking at real time performance tracking reporting. You know, what's working, what's not, what adjustments need to be made. And, you know, one of the things that, Brady has done just a fantastic job of basically blazing in my mind is, you know, every cadence has an objective.

Right? So it's very easy for folks to understand, hey. Why are people going through this cadence? What are we going to accomplish with this?

And then looking at content ideation and revision. And a little later on, we're gonna talk about structure of cadence and getting into what we call our intake form. But it's looking at, like, okay. What are we saying? How are we saying it? Again, is it working? Is it not?

And then going into the actual content creation to look at, okay, if we're gonna make these changes and test, again, going back to making sure that we're writing all these things down for everything that we're measuring. Because when we make a change, we wanna understand, are we making it for the better? I used to play golf. I think about what we feel versus what real is two different things.

And so data is king. Right? We wanna let the data help us. And but we also as you see down here in the purpose is that we'll we'll also see some things that are, you know, in the data, but also that some are gonna be anecdotal until we learn from that as well.

Right? So, along with that, we wanna make sure that the go to market committee is, you know, tying back to, you know, to those business objectives, and thinking about, hey. This is what the, you know, champagne committee wants wants us to focus on, making sure that we're continuing to be aligned there.

And then oh, go ahead, Brady.

Oh, I I sorry. The the one thing that that I would I would highlight too, if if you guys are struggling to figure out what the frequency is, we'll talk about time based goals. It's a great opportunity to align to midway points or endpoints.

When you when you go to those cadence cadence committees, it's it's always great to have results to communicate. You know, we we found this to be successful, this this to not be, to spur that conversation. So if you're struggling with with staleness, that might be something that you try, and we'll talk about more about time based goals here in a bit. But but aligning to a specific objective in in your recurring meetings can can really get people back in line and focus and see what the results are. So I just wanted to drop that in there because that that's something we've noticed, Sean. And and you might wanna do you wanna touch on that too? Just just kind of like the I think it was last week or the week before where where we had a little bit of stillness in the cadence community and what we did to to transfer that.

Yeah. So it's one of those things where if just like with any other meeting. Right? You don't wanna have a meeting to have, you know, for meetings' sake.

And so we're really big on, you know, making sure that there's an agenda for every single meeting. And then there's all and then that's shared beforehand so everybody knows what they're walking into and then what are we looking to accomplish. Right? Because if we're taking time out of, you know, folks' day, from their, you know, everyday role, we wanna make sure that we're making them, know, the most amount of use with that.

So in this particular case, we saw, hey. It was kind of a little bit sales. So we said, you know what? We're gonna hold this meeting.

We're gonna give folks additional time, to, you know, do what they need to do to get done, and then let's come back and meet. And so we did that, came back, and then we just had a better meeting. Right? If we don't do that, you just kinda keep it moving forward, then it it loses its kind of verve right in energy.

Whereas, you know, when you hold yourself to those, tight boundaries, it's just better for everybody involved. And it's amazing to see with these committees the energy and the passion that you get, you know, folks that are engaged in this. You know, the way I look at it from a committee perspective is we want it to be aspirational. Right?

You want people to wanna be on these committees to have a voice as well.

And then lastly, it's that accountability. Right? As a business, we're all looking to achieve the same thing, those business objectives. And so, you know, are we doing those things to, you know, hold ourselves accountable to, you know, not only from the, you know, from the top down, but all the things that have to be done in between around, you know, making sure that these cadences are, you know, continually optimized and we're continuously pushing ourselves forward.

And I'm just gonna reiterate this out to the group. If anyone has any questions, again, we will have a q and a at the end, but feel free, you know, to to put those in the chat as we're gonna go through the conversation as well.

Alright. So as moving forward, we wanna talk about, you know, recognizing these established measures of success.

And so, Brady, I'm gonna kinda let you kinda lead us through this as you think about how you work with our clients and, you know, how we've used that internally as well.

Yeah.

Hey, John. Yeah. And and it's really important. You know, we're we're talking about top down approach here. There has to be some sort of catalyst for for a cadence idea.

It can it can really vary where it's coming from. You know, we've had our marketing team bring bring ideas forward. We've had our our sales leadership team bring ideas forward. We had our CRO enablement, whoever it may be. Our pushback always is is how are we going to track this. Right? It's a great idea, but if we don't have the ability to to see what success is, then it's really difficult for us to to communicate that back up to the the board level, but also to the rest of the teams or or to our marketing team that's trying to align this with the campaigns.

So so when we think about progress tracking, we make sure that our KPIs are are defined well ahead of time. We'll talk about that here in a second more. And then we make sure that that someone is documenting us. Right? We have we have an ideal of of an outbound cadence.

We have a thousand people that we want to include in it in, you know, a quarter, and we expect to see one hundred opportunities.

That's that's what we wanna keep track of.

What we we really try and do is align with our operational team to to build out that reporting. So if that's something you have access to, if you have somebody that can create reporting in SalesLoft, in Salesforce, within your other BI tools, it's really it's really beneficial to have not a rep, not a sales leader, not somebody that's responsible for revenue attainment to bring that data to the meeting.

And we would recommend within within, you know, within your cadence committees at either the the board level or go to market, have somebody responsible for the reporting specifically. It delivered ahead of time so there's ability to digest like we do. We find that we find a ton of benefit, a lot lot better questions, and really the the the deeper the the more the the why than the what when we get to there.

So that's something something we're very focused on. And and what we try and do, I I mentioned this earlier.

We try and take Bite Size approaches to the cadences.

So so if we have the board saying we need to get x x, we think about, strategically how we get to to that amount of pipeline. Is it is it meetings? Is it opportunities?

What what number of those based off the run rate, based off of, you know, the the average deal size? What do we need?

You know, we're we're gonna shoot for a hundred and twenty percent when we do that, but but how do we think about this in terms of of the book of business and what is needed to try and interject that and and and create, a a surplus of pipeline at that point. So it's very important for us to to, one, you know, understand what what the overall purpose and and objectives are. But when we're thinking about building out the reporting, it it's really important to keep it simple.

We're communicating this back to to the executive board. They don't wanna hear exactly every step that you took, every every failure points, every every, every conversation that happened. Keep it simple. Put it in their vernacular in terms of of this was the impact.

This is what we tested. This is what what won. This is what lost. Right? Really simple. Don't deliver too much data.

And we're thinking about this, in terms of alignment. It it really helps us think about about, you know, when when we're talking to different different, people within that that go to market process, are we speaking to the marketing team? Are we speaking to the sales team? Do we talk are we talking to operations or enablement?

Depending on who is there, it really helps us shift and shape the conversation, and and make sure that that that those objectives are are truly hitting home.

And how do we do this? We we and if you guys remember back to to school days, the scientific the scientific method where we start with a hypothesis, we have our testing variables, and it's not too many variables. Right?

Part part of of the scientific method is is is really identifying what change, creating an impact, and making sure that they're time bound. So it's not exact to the scientific method. We we get that. We can talk about that later. But but our whole goal is to make sure that we're stating what our purpose is, that we have those those opportunities to test identified ahead of time and that it is a time bound goal so so it doesn't get stale.

What we're able to do then at the end of that time bound, goal is look back as to as to why those variables either led to success or didn't and then adjust moving forward. And it creates a a a fantastic way for us to look back as to what we've tested. If and and as you guys realize this, businesses change all the time. Right? The think think about think about two years ago.

I think we just lost Brady here.

While we get Brady, back, you know, one example for us is most recently is, you know, we had a couple of events. And so when we talk about, you know, that alignment, early on, we talked about having all those key stakeholders. So you have marketing involved. You have sales involved, you have ops involved, is having those conversations and having all that alignment, having all that buy in. Then when the execution takes place, as Britney mentioned, you know, we started off with a hypothesis, right, for an event, and looking kind of the goal that we wanted to achieve.

And then now post event, going back through and doing kind of that debrief. Right? How do we execute? How do we do versus, you know, the prior events? And then taking that knowledge and saying, okay. You know, what are we gonna do the next time to iterate and make it better, than we did? And you can't have that without that alignment and that buy in, across the various, you know, parts of the organization.

Brady, I'm just gonna double check with you real quick. Can you hear me okay?

I can hear you. Can can you hear me?

I can hear you now. Yes.

Sorry about that, guys.

So, Brady, while you stepped away, I just walked through the example of sales of on tour just talking through the alignments and, you know, and how because we've had that vernacular and that those conversations across the organization and then talking about the hypothesis, looking at the chances, and then, you know, how we're gonna go back and do kind of the postmortem on what we achieved and then, you know, what can we look to improve, you know, for that next go around and, you know, maybe whether we do really well, it will just continue moving forward.

Yeah. And I and one thing one thing too that that isn't necessarily about the cadence committee. It's more about about, like, the solid approach we did have versus what we have now. We have so much so much cleaner lines of communication and and a lot more thought about who should be involved to make these decisions and and how we should engage with teams beforehand.

Basically, calling out out the the market.

I'm sure you guys you guys have had this experience where where there's there's one hand doing something different than the other. And at the end of the day, they're trying to accomplish the same thing but going out about it in very different ways. This just creates a better the the approach that we have creates a better amount of communication and and more facilitation between the different roles that I think leads to better outcome and and just a a better approach overall across our entire customer journey.

And, Brady, you see that with, the customers that you work with as well.

Right? I mean, there's silos that exist, in all organizations. Right? And some and these helped overcome that. Right?

Oh, absolutely. Yeah. It's it's common. I mean, you you you have marketing goals. You have sales goals.

When when those two things are are disparate, you're gonna have different focus points.

And it and it's so easy so easy to to to do work that aligns without thinking about the implications downstream or across the the customer journey, and simply just just working with and and thinking about a a way that we can communicate effectively across different departments, really yields more more thought and collaboration long term. And I've seen so many silos breakdown simply by by just coming together for this idea of of a cadence creation event.

And, Sean, if you wanna go to to the next slide, what we utilize and what I what I I created for our our clients is just a simple intake form.

Right? It it is simply meant to prep that conversation for anybody that's creating content. Could be the marketing team, could be the sales team, could be the operation team.

It allows the the idea instead of instead of starting as, hey. Can you create cadence for?

It's it's it's allowing for nuance. Hey. Can you create a cadence that that does this, that is identified for this specific audience, that has this key messaging that that is trying to drive towards this call to action.

Those four simple things allow you to do a lot within within cadence creation. Right? When we think about the audience, we can build bliss. We can we can identify, additional resources or additional, content that might be existing that resonates with that that persona. Call to action will really help us define the outcome. It'll help us build the reporting, just making sure that that a lot of that is synchronized. And the thing that I think that we've talked about many times is assigning a goal.

That just allows you to to really look back and and find what successful and something as simple as this, can be a pain to to fill out, and I get that. But what you're doing is you're actually training people how to communicate with you.

Did you fill out that form? No. Okay. Here. Let's do it together. I wanna show you how we we we go through this.

What's the process that helps you formulate your thought? So I'm not in the last minute guessing and assuming what you you're trying to produce, but, also, it it helps you really to it helps thinking of of the person that needs a cadence versus the person that's building this.

It helps them get their ideas out. Hey. I I I have this event coming up that that is at at at a baseball game. Right?

I know it's gonna be for this this specific financial event.

I want c suite and director level because we're gonna have the ability to to have those conversations.

C suite and director level probably have two different lines of communication. One's aspirational, and one's one's more, tactical.

Do we need two completely different cadences, or do we need to have a an inflection point within that cadence that speaks to different levels of experience?

That's a bigger project that that we might have helped define just by having this type of conversation.

Right? So so having having this type of process, I've seen it do wonders in terms of breaking down silos, getting people on the same page, and and really creating a lot, cleaner, definable cadences built.

And we've seen firsthand internally just someone's perspective change, right, in terms of how they come to the conversation after going through this versus prior to going through the process. And so as we talked about that vernacular and language, it begins to excuse me.

Sorry about that.

It begins to have, you know, that conversation begins to take a different shape. And when people understand the process and they understand the structure, you just become more efficient as a committee. Just easier to get down to business, right, in terms of what you're looking to accomplish.

Absolutely.

And in case you didn't notice in the chat as well, because some people are probably like, oh, how do I get my hands on this? We will be sharing this, intake process document, with you, again, in that follow-up email.

Alright. So as we push forward here, and we look at performance measurement, so something that's, you know, newer to, SalesLoft is having Salesforce campaign attribution.

And so we attached a knowledge based article here, but it's something that we've grabbed onto the minute it was available. And so, you know, we're using a couple different fashions. So one, it's you know, we see at the very top there, it's you know, going from the go to market committee up to the board committee to be able to have that attribution. So then we're able to see, you know, at various stages kind of the impact that cadences are having on opportunities that are progressing. And then, you know, again, campaign coordination, looking at the different campaigns that we're running and the impact they're having and what type of influence. And then we look at the, you know, tracking the customer journey, we're able to see all the different touch points that would have happened along the way for, you know, those individuals.

And, you know, from trends that we've seen, we can see where I mean, one one in particular that, you know, stands out to me is just being able to see the trend of, hey. There's a particular cadence where it's the first, you know, cadence that people have been touched by, but we know that later on down the road, it impacts their conversion rate by being in that cadence.

And and so, again, being able to track that entire journey and understanding, you know, the influence and the impact along the way.

And then we talked about this previously. It's that anecdotal feedback. Right?

Yes. We know that data is king, but then there are some things that you're you're gonna hear about in these kids' committees that if you're not having these conversations, you're you you may not know. Right?

So for example, we have an enterprise AE that their LinkedIn strategy, we had put out a cadence. And in a particular step, they and they happen to be one of our committee members as well. So they decided to make an adjustment to it. And then they just saw an incremental number of, you know, activities that came from that positive activity that came from that.

And so we were able to make, you know, some adjustments to that particular step based upon, that feedback where it's not something that the data would capture, but because we're having those conversations that that came up. We look at regional nuances. I don't use the difference between, like, a cadence, committee in the US versus EMEA. Just talking about, you know, the you when do we call?

How often do we call? The days in between steps, you know, breaking those out a little bit further. So paying attention to those regional nuances, we know that that matters.

And then when we talk about industry specific, we'll talk about manufacturing as a specific example. Just around that particular industry, there's certain verbiage that you wanna be using in talking within that industry. And so we wanna be well aware of that and using the language of that industry, in the cadence. So these are all things that we've talked about and discussed, and we continue to learn and kind of, you know, grow that as we think about, you know, different things from a committee standpoint, that again happen in these committees. And we also begin to see what I would call a flywheel effect between the four committees where they're learning from one another and that information is being passed. And so, again, you're kind of removing some roadblocks that maybe, you know, one committee might have stepped into. But because, you know, another's kind of, gone along that way, we're able to kinda move past that and get beyond that.

John, I'm I'm curious, if you can share, you know, the the example of, our row cadences and spear cadences and kind of how we how we use this type of approach to identify a trend we've seen.

So, Brady, you just specifically give me a little bit more there.

The the introductory spear cadence and the impact I was having long long tail.

Yep. So I kind of alluded it to it a little bit earlier. But, what we know from a specific set of cadences within a, you know, a specific segment of our business is that if you go through that what we would call, a a spear cadence, if you if that is the first cadence that you pass through, that when you get later on down the road into what we would call a row cadence, the trend that we saw is that you are you're more likely to con that is more likely to convert because you've been through that cadence at the beginning. So, again, being able to track as I talked about kind of that customer journey.

So understanding I mean, we all know this. Right? It's just not it's just not the first cadence. Right?

There's a all that a lot that goes into all of this. And so just, you know, seeing that trend of, like, okay. We know that long tail wise, if you go through this cadence, you're, you know, more likely, to convert at a later time.

So, again, tying back the data, and with the anecdotal as well. So it's you just a dynamite one, two punch there.

And then, Brady, I know we kinda wanna talk about some common outcomes by cadence type. And I know it's just not, you know, looking at reply rate, looking at open rate, looking at click rate, that we wanna kinda get, you know, specific around, you know, what we're looking from from an outcome perspective.

Yeah. And and what you notice, most commonly when when this is the strategy, when you start to to really create, you know, the conversation around goals within cadences, it does start with with what I would call vanity or leading metrics. Right?

How many clicks can we drive? How many how many, overall, replies do we get? How many how many opens do we get? That's generally the focus of the committee.

But this is this is not a surprise to anyone. You're gonna see these and and think, you know, of course, these are these are opportunities to engage.

But but I I I really wanna press you guys to think about this as as revenue movers or impact to to the overall, bottom line.

One thing we've been doing a lot of, as an example, is in flight opportunities for our sales teams.

We work with sellers and and revenue operations, leaders. Right? What we notice is if we if we bring in, the financial, the CFO, whoever it may be within that organization earlier, we have closer or or earlier win rates. We have we have we have, more spin up deals.

Right? So what we do as an example is we have a cadence when whenever we go live with with an opportunity that that that is shot straight straight straight to the CFO or somebody within the financial financial team, that will allow them to to be part of the conversation earlier.

The goal there is is not necessarily to to to, book a meeting. Right? What we're tracking is is the deal cycle length. We're trying to shorten the deal cycle.

So so think about that strategically with within these cadences, not just simply top of funnel or nurture. Those are obvious wins, but but if nurture is example, how many win backs are we looking at? Right? We had we had a close loss opportunity six months ago.

Can we add them to a nurture, a nurture cadence and see if we can if we can re up that, opportunity in the next six months?

Think about it strategically there. That'll that'll really give you, an example of not just a blanket nurture, a nurture, cadence, but but are we going after a specific competitor? Are we going after a specific vertical? If you're going after education, you know, there's there's there's really time specific deals that that allow for grants and and budget cycles. I'm thinking about that strategically as you as you're releasing these cadences within the committee. Inbound and outbound are obvious. You know, you're you're pretty pretty reliant on the first meeting booked.

Inbound, is it is it the the time from the first meeting booked to to the close one deal?

Can we can we shorten that by by getting to them quicker?

Whatever it may be. So so those are are more advanced goals, but but that's how we want to eventually get to get to when we're tracking or what we want to eventually get to when we're tracking what these cadences are doing for for the revenue impact.

And and overall, you know, as we're thinking about about how these these goals are set up, one of the things we're really focused on is events.

Not necessarily when when we're thinking about our sales sales love on tour events or sales love on sales love.

But it it is something that that we want to think about, pre and post. Right? Of course, we're driving people to the events, but what about those people that registered but didn't show up? Are they just sitting in a database somewhere, a warm lead can action on? So that's something that our our cadence committees, especially our market, are really focused on right now is is those registrants that that didn't show up, is there something that that they missed out on that they'd be willing to talk to? And can we get that conversation started by by by, putting them into a cadence really strategically?

And, Brady, I think also to you, you have a a current customer that you're starting to kinda build a foundation with, right, looking at this. So do you wanna let's if we can talk a little bit about kind of what they're working through currently.

Yeah. Yeah. One example that that really hits home here, we're going live with with a client within SalesLoft in in the next three weeks.

Up until this point, the the focus really has been about content creation.

We will get into cadence committees. Right? We will absolutely talk about them, but what we're doing right now is building the the foundation.

So a few weeks ago, we we met with them and and build built an itemized list of what cadences had to be built by the go live, a waived approach in terms of wave one, this is what will be live first day. Wave wave two, this will is what we'll work on within the next thirty days. Wave three will be mainly automation within the the next thirty days. Right? So sixty days out.

But this has been the change. They're they're taking this intake form and putting it into, into a spreadsheet where they're they're thinking about about what the cadence name is, who's the audience, what is the time frame that they're gonna be tracking, and and the goal that's associated as it relates to the specific role. This is brand new for them. Right?

This is something that that that they have have had marketing creating their content for a long time. There hasn't been a feedback loop. There hasn't been any consideration for what the sales team wants or needs. So one thing we did in terms of of preparation, as I'm working with with the the enablement and marketing folks, is is simply go and ask the sales team what they need and what's most important to them.

Then you can start the conversation about about why is that important and and and what are we trying to get out of this approach. We have that documented so we can look back at it later, and and you guys this is this is rhythmic. Right? We're we're talking about this a lot.

That's how important it is.

It's it's making sure that that we can we can learn. We can always learn good, bad, or otherwise.

And that's that's the foundation that we're building. Right? I I don't wanna build and introduce yet because they need to get into the platform. We need to get some usable data. But in order for us to really, springboard into Cadence communities in the in the next thirty to sixty days, We need to have some record of of what we're doing, what we're building, and what we're we're aiming towards. So those first couple of meetings are productive, and we we build that idea of of, time bound goals early on.

So that that's something you know, as as as we're having this conversation, it's it's it's funny because SalesLoft is is more than ninety days out of of a cadence committee. We can deliver these these ideas to you. But but we constantly do work with teams that are coming on board that need to think about about these strategically.

How do we think about the ninety days? You know, the top down approach, a lot of the documentation towards goals, and how do we lay the groundwork early so when we are ready, when the the organization is ready, when the teams are ready, we can simply go into these type of strategies without really any any change management ideals.

It's it's it's already been laid, and and it's simple for the team because they're already thinking that way.

And, Brady, I think it's you called out something interesting there. Right? That the receptivity when when these conversations are happening between the organization, right, it's just an in my mind, it just stands out. Right?

Because it just enhances that relationship because you're looking to one another. Right? It's like, hey. How do we come together?

We have this mutual goal. Let's come together and align on this. I just feel that there's a a different energy, different synergy to those conversations.

Do you feel the same you just kinda feel that with the customer? Feels like they're feeling that too in these conversations.

Without a doubt. Yeah. And I and and I think it's it's it's also learning too. Right? Everybody's learning something new. They're they're learning how to work with each other.

And and having different perspectives in those conversations does nothing but but but create more interesting conversation. Right? Hey. Have you thought about this?

That's why I'm I'm so you know, I'm so so, I why I always push the idea of of having this top down approach that shares with different organizations and different experience levels do because not everybody thinks about cadence delivery in the same fashion. There's really innovative people, at every level of the organization that will try new things that that often work but sometimes don't, there's learning either way. And and if we can if we can push those those stories to the top, it just it just, creates a a better way for us to to really understand what's going on on the street, in the industry and and what our teams are are using, with those those top objectives being pushed down.

Yeah. I was in the cadence committee meeting this morning, and it's exactly what you talked about was happening in that meeting, that feedback, leave those conversations, a different perspective.

And just like with everything else, right, if everyone thought the same way, then it's just all gonna be the same, but having those conversations. And we'll kinda wrap up on this. Right?

Sometimes in these meetings, there's gonna be some tension, but it's a it's good. It's healthy tension because you're pushing one another. That's the whole purpose, right, is like we talked about, there isn't a perfect way. There's we have to figure out what works.

Right? And as we're doing that, it's gonna take some, what I like to call, we're gonna agree, but we might disagree on some points, but it's all to make us better. So I think that's something to look for in your committees too is just, you know, you might feel some of that, and that's okay. That's a good thing, that those conversations are happening, because it's what comes out of those conversations.

That's the gold. Right?

So all that being said, I know that you you've all heard a lot from Brady and I today, about what we covered. So we'd like to open it up for any questions, from the group.

So we'll go ahead and just, go ahead and put those in the chat, and then we'll we'll spend the next, you know, depending upon the number of questions that we have, the, you know, the next eight or ten minutes, so taking questions.

And, again, we also, can be very efficient. So if there aren't any questions, that's alright as well. So, again, just to kinda reiterate, just to wrap us up here today, you know, in terms of those objectives that we started out with. Right?

And so give me one minute here.

I'm gonna stop my share for just a second.

So when we look back, you know, from our time together today, it's gonna be that top down approach, and then establishing those measures of success and then measuring the performance.

And oh.

So all those things that we talked about, again, it's gonna be a consistent iteration. It's something that we continue to work on as well.

But those are gonna be those objectives as you get as you establish the kids committees and start getting everything going. And then I see a question here from Jason. So does sales off provide people resources on establishing these committees?

So we have, you know, the webinar from last week. We also have some narratives in our champions hub. And then, Jason, do you have anything sort of specific that, you know, you're looking for?

Like, do you have a kids' community? Like, give me a little bit more in terms of, you know, where are you at today.

Jason, I'll let me do some research on the back end because, and I'll we'll come back to you, as a follow-up. Just would let you know, I need to just learn a little bit more, just given what you gave me there.

But I'll make sure that we come back with some additional information for you.

I'm gonna go ahead and give it one last call. If anyone has, you know, a question, please put it in the chat. If not, we're gonna go ahead and wrap up the session. And, we're extremely efficient today, so, give you some give you some time back.

Okay.

Yeah. I'll, I'll speak to it high level, but we'll definitely follow-up with some additional things, Katie. So what we found in terms of, you know, getting kind of those things combined so I mentioned I'm our tech stack enablement manager. Right?

So on that enablement piece, and then from the ops perspective. So as Brady talked about, I think it's getting them, you know, involved in the process. It's helping them understand kind of the what the objective is, right, the greater goal of the committee. Because sometimes you'd be like, Kate's gonna be like, what is that?

Right? Tell me more about that and to really understand what it is. Right? And I think this is something, Brady, and and you can talk about this as well Mhmm.

Is that this is why we have specific agendas and, you know, even, you know, when we had our very first meeting, it's like, here's what the mission is. Here's what we're going to accomplish. It's for people to very clearly understand what are we here to do. Like, what is the objective?

What are we trying to achieve by being a part of this committee? So I think it's laying that out with those folks, you know, in the other parts of the organization.

Because if they don't understand or have clarity around, you know, the greater goal or the why behind it, then it's kinda like it's one more thing for them. Right? But what I've seen is when they when they understand exactly what we're doing and why we're doing it and why we're asking them to be a part of it, that's when, you know, they kind of welcome you with open arms. Brady, if you wanna add to that.

Yeah. I I agree with Sean there, and I would add, you know, it's always it's never the worst idea to start small.

I've seen I've seen a lot of organizations that try and take the global cadence committee approach, and I've rarely seen that go well. So I would say if if you're thinking about starting it, take take a selective group that's highly engaged.

You know, obviously, as Sean as Sean detailed, you know, make it make it important for them to attend. Give them give them the level of of exposure that they want within the organization if it goes well.

But use them as as the testing group, not not necessarily for the the approach of of cadences, but testing internally, defining that process, making sure that the lines of communication are open, that the resources are available for that team, and see if it if it's a possibility within your organization, then you can easily duplicate that if if it's if it's a a success. If it's not, then you need to figure out what what's the blocker.

So that's something I think from from the operational team just to really, really focus my backgrounds in in both sales and operations. So so that's something that's near and dear to my heart, is is is don't try and do too much at once and then really prove out the point so you can you can you can stamp that that exact approach with the next team that's asking for it and scale very easily.

That's just just something I I I thought I would call it as as an addition as you're thinking about building some of these cadence communities.

And you'll even see that sometimes cloud in the communities themselves as Brady talked about as you're going through the process and you're thinking about what you're trying to do.

You know, again, we be refined in what you do.

Like, for I'll use a an example, right, if we're looking at, like, how are we gonna approach and, hey. Let's do, you know, three to five personas. I would say, let's start with one or two. Let's get our approach down, really be structured, understand kind of what we're doing, and then kind of open that up. It's easy to let the conversation get broad. And so you wanna, you know, keep that scope, nice and tight, as you, you know, throughout, but also as you begin as well because I think that keeps everyone focused, and aligned as well.

So, Katie and Jason, we'll follow-up with more offline.

Thank you everyone, for your time today, and, we will talk to you again soon.

Is that right?