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5 Lessons learned from growing a PM team in a hyper-growth startup Starting to feel the pain of not having product managers? There are many posts out there explaining how startup co-founders should “land the first sales, then hire the first 2 sales and when to hire a VP sales”. Intro Hi, my name is Victor. How is it working?
At some point in every software company’s growth comes the great challenge of tackling the enterprise market. In a panel for DevGuild: Enterprise-Ready Products, devtools accelerator and fund Heavybit, Inc. brought together CTOs from PlanGrid, One Medical and AdRoll to discuss what they look for when evaluating software.
Enterprise buyers: Need predictability in pricing Want to buy solutions, not features Require modularity and customization Have completely different procurement processes The key is to repackage your components into enterprise-ready solutions.
I think the annual planning process that we actually ended up running was pretty similar to every other one we had run, but it was a couple months after we had just really deeply understood what it was people were using Segment for today and what they wanted to be able to rely on it for at a bigger, more enterprise-ready scale.
You always have to build more relationships within the customer organizations Gong, as an example, started as an SMB platform and went to Enterprise. Specific features for Enterprise need to be top-of-mind and prioritized across the org. You need to segment the entire organization, not just GTM. That works great!
While most everyone I knew scratched their head at the enterprise-focused Workday acquiring a more SMB-focused Adaptive, Workday has done a good job simultaneously leaving Adaptive alone enough to not disturb its core business while working to get the technology more enterprise-ready for its customers.
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