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. “Lessons Learned in Scaling Databricks, AWS, VMWare and More” with Databrick’s SVP and GM Ed Lenta #3. Databricks’ VP of Sales on “Proven Leadership Frameworks For a High Performing Sales Team” The post 5 Great SaaStr Sessions with Databricks’ CEO, CMO, GM, VPP and VPS!
Prior to Datadog, Alex held leadership positions at several high-growth SaaS companies and has a proven track record of building marketing engines that deliver consistent, measurable growth. At Datadog, their first focus was sponsored trade shows – specifically targeting the AWS ecosystem.
After writing An Elegant Puzzle about the challenges of engineering management in high-growth organizations, his focus shifted to a career path that’s much less understood – the technical leadership track. Solvers tend to be reactive to what leadership is really worried about. The core challenges of leadership roles.
Why Customer Success and Product Should be Best Friends: Lessons Learned with AWS’ Head of Customer Success Harini Gokul. Successful co-innovation for our customers needs strong partnerships between Customer Success and Product Leadership. Customer Success is a team sport – we play well with Sales and Solution Architecture.
AWS can’t support 20 partners equally. When partnering with big folks like Drata does with AWS, you have to bring business to them. Drata was one of three companies mentioned on stage by AWS’ Head of Partnerships because they did the most transactions on the marketplace than any other company. That’s a high value for AWS.
The reality was that they were heavily relying on the enterprise deals closed by the leadership team. Even after that exciting third year of growth, leadership at Treasure Data began noticing the lack of product-market fit. Commoditization From AWS & Google Cloud. million and $1.2 million deals led by the founders.
Enough to pay some salaries and AWS bills, but it’s not that much. Yes, you now know how to make customers successful and happy now. But it is so slow. You have 2,000 customers now. But at $10/mo, that’s still just $20,000 a month. And each month, you barely add enough new revenue to hire just one of those great engineers you need.
Ed Lenta, the SVP and GM of Databricks, had the rare opportunity of scaling three hypergrowth companies — VMware, AWS, and Databricks. You know they’ll demand your products, so it’s time to show up with the right leadership, support, services, training, and whatever else you decide you’ll need for your business.
And it’s one of the three large cloud vendors that we all know: Microsoft, AWS, and Google. AWS’s marketplace has seen 1.5 But also it’s allowed us to get much closer to our provider, I mean, we host and run 100% on AWS, but pull data from everywhere. It was pretty easy to drive that from our side.
In many ways, your Quality of Life will simply be awful. Your quality of life will simply be awful if your co-founders aren’t as committed as you, and if they aren’t at least close to as good as you. The pay is terrible. The risk isn’t worth it. You lose one critical employee, the world is over. Do not pass go.
Our leadership team is fully engaged in the active management of our response during this challenging period. All of Intercom’s production infrastructure is provided as a service to Intercom by Amazon Web Services (AWS). All of our recovery and resilience mechanisms are tested regularly, and we update processes as required.
With a background that includes leadership roles at AWS, Microsoft, and Lenovo, Fred brings a wealth of experience in building high-performing teams and driving revenue growth. And I know you’ve had some great experience, particularly while you were at AWS, running different partner sales, channel sales.
Our engineers also write a lot of Ruby code, which knits together a lot of AWS, infrastructure, platform and SaaS technologies that form the core of Intercom’s backend infrastructure. We quickly discounted this as it didn’t fit with our three pillars of Run Less Software and decided to consolidate on MySQL, specifically on AWS MySQL.
But, sometimes a founder is >so< terrible at sales, so awful at it, that literally, it’s hopeless. But not to figure out if you really have a repeatable sales process. This is the “best” process because it’s the fastest and most efficient. In that case, hire someone to do sales for you before you’ve even closed 10 customers yourself.
It includes leadership development courses, and responsibilities of managing and hiring one or two reps to get experience. . Pothole #4 – Promoting Your Best Salesperson to Manager. It’s a common occurrence in SaaS –– the highest-performing sales rep gets promoted to manage a team.
The IPO window is mostly closed now, but it won’t be forever: In general, maybe sell 20% now. You can give up some future gains to lock in some actually liquidity today. Taxes are important, and confusing. Paying a ton of taxes now to hold for the future can be awfully risky, especially if the taxes are very high.
In 2014, storage had historically been Dropbox’s most significant cost driver, with hundreds of millions of dollars spent on AWS. In its early days, the company made many decisions that boosted user growth, but there wasn’t deep thought about the cost implications.
If you go back 10-15 years, when people ask about build vs. buy for the long-term, people would consider building their own data center if they were spending $100k/month on AWS. Today, companies spend over $10M/month on AWS — companies like Lyft, Pinterest, and Stripe.
Customers range from AWS skills-builder platforms with billions of users to Zoom using it for customers and employees. Leadership injections as you scale are tricky. They’re also growing fast and are nicely profitable. Let’s dive into it. The more SMB you are, the faster the sales cycle and the quicker the team learns.
Enough to pay some salaries and AWS bills, but it’s not that much. Yes, you now know how to make customers successful and happy now. But it is so slow. You have 2,000 customers now. But at $10/mo, that’s still just $20,000 a month. And each month, you barely add enough new revenue to hire just one of those great engineers you need.
But they are often just awful managers. You probably haven’t done it before. Turns out, first-time CEOs are often the most successful. Because they don’t know it’s impossible. Or at least, far worse than they are the second time. This means more employee churn, friction, drama than you need.
Does it cost so, so much to host a few million lines of code on AWS? Why did sales-driven Qualtrics get to $100m+ in ARR without ever raising a nickel, and generating more than $20m a year in free cash flow ? So is SaaS cursed?
But not making the hire at all is pretty awful, too. A bad VP of Sales is a total disaster. The worst hire you can make (maybe a bad VP of Engineering is even worse, but we’ll put that aside for now). I think my net net advice is give on a lot, but there are two things you can’t give on.
When you go upmarket, they’ll likely want you to integrate with some legacy technology, like MS Dynamics or AWS. You’ve built your product today, and maybe it integrates with Salesforce or Hubspot CRM for your downmarket customer. Finally, don’t forget about service partners.
Mikkel : Well again, the public cloud, AWS, was the dominant leader. We are seeing platform shifts from how they traditionally run their infrastructure and services and business to seeing them run that stuff on AWS. Obviously that’s not really so relevant today. What kind of role do you think the rise of the public has paid?
They had open cores and created enterprise features around it to protect the business model until it got torpedoed by AWS early on. You’ll notice an evolution in how you approach customers, board meetings, and leadership. That would have been counterproductive. What are the benefits of building open source?
Dan talks about the key qualities of great sales leadership and how to be an effective executive in addition to being a great sales leader. Building a Repeatable Leadership System [19:04]. Dan’s got over 20 years of sales experience, and specifically has insights on sales and leadership. We’re on iTunes. And on Stitcher.
The wave of SaaS companies that built themselves on the likes of AWS and Azure have reinforced the pre-eminence of cloud computing. Apple survived the death of Steve Jobs in October 2011 under the thoughtful stewardship of Tim Cook, and continued to essentially be the iPhone company, while branching into wearables and services. .
There is no shortage of awful sales leaders. They cause confusion amongst team members, ignore important business decisions, and lack passion for the profession. When the team is underperforming, bad sales leaders blame everyone else but themselves.
When new hires joined the APAC Alliance, they would fly to our San Francisco or Dublin offices for two weeks of onboarding, as it’s an awesome way to get immersed in our company culture, meeting Intercom leadership and new colleagues while experiencing our values first hand. Working on your own also makes you incredibly resourceful.
Get your leadership team together, re-evaluate each juncture in your GTM process from customer discovery to upsell, and re-imagine a better way to engage your customers using these new advancements in AI. A few years ago, each of your teams would have run out to buy the latest AI point solution because of FOMO.
And then I spent a year at Salesforce working on Marc Benioff’s extended leadership team, and really had a chance to learn how important trust can be, and also really learn from Salesforce, from Mark, how do you really build a global SaaS leader at scale? And that company grew very quickly. They can make donations for those charities.
This is an awful place from which to make decisions. Present a united leadership front. In a recession, sellers will also look to the whole leadership group (HR, Product, IT etc.) They will notice any break in the leadership chain and this can lower their confidence, even if the sales leader is doing all the right things.
Products like Amazon Web Services (AWS) and the rise of engineering talent globally have reduced the barrier of entry for software startups in recent years. Building a culture of transparency needs to start at the leadership level if you want it to cascade through every part of the organization.
And those of us and those of you who are involved in these companies, even the successful ones look an awful lot more like this. They pioneered things like content marketing, thought leadership. I think this is the misconception that many people have, that a successful company is a smooth up and to the right journey from the beginning.
We’ve done a ton of terrific sessions with the Twilio leadership over the years, including 4 different deep dives with Jeff Lawson, CEO and co-founder. At the end of the day, Twilio still sells communications, AWS still sells servers, but the way we’re selling it is different than how it was done in yesteryear.
And I remember being at that Dreamforce in 2009, which was awful. ” I’m like, that sounds awful. ” So we want to own it and be able to work with sales and sort of a servant leadership perspective, put them in a position to prospect. And every vendor was just staring at each other like the world’s dead.
You can see the growth on the platform side with Azure, Google, and AWS and how much it’s accelerating in AI. To some extent, it’s not clear. Maybe endless price increases,” Jason says. A lot of it is moving to versions of AI. How does a startup benefit from this? Dell fell 15% last week.
You and I both know how awful it feels to have someone disregard what we say and focus on their end goal instead. David Ellin, chief customer officer at Centric Leadership Strategies , recommends expanding relationships as much as possible: .
Or, your SKO can be a colossal waste of time and money that will leave your sales reps questioning your leadership. Meet with your leadership team ahead of time and determine what the primary purpose of your SKO will be. As a general rule, we humans are pretty awful at retaining information. Our downfall is in our memory.
In about 2002, I got into more of a leadership position for satellite offices of larger companies. But I do enjoy running an awful lot. I’m going to date myself. My first job in tech was in 1998 as a software developer. I started with Java 0.9 and have been working in tech ever since.
” And, of course, I mean look at all the stuff they’ve done since: AWS, Mechanical Turk, the fulfillment model. But leadership is about doing the right things. .” I couldn’t believe it. Because I’m like, “These are the guys who started in books.” But they did it systematically. ” Right?
I think maybe once we saw the deck that they were using and it was pretty awful. When we first started doing this, we didn’t have a sales deck and so we just let them do their own thing. They gave a presentation to their boss. So now we give them a modified version of our deck so that they can use that to do that presentation.
Our private membership connects you with a network of thousands of like-minded peers and resources, where you can tap into leadership opportunities, training, mentoring, and other services made for high-growth leaders like you. We work really closely, we have the sales leadership, Jed Smith is my peer. Amy: Totally.
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