Kristen Habacht/Pipeline Summit
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Kristen Habacht is the VP of Sales at Trello, which has over 17 million users and was acquired by Atlassian for $425 million. The document discusses Trello's early success with a generalist sales approach and then challenges with that approach. It recommends specializing sales efforts by industry, having specialists in different areas like SMB vs. enterprise, and experimenting to find the most successful sales approaches. The key lessons are to specialize, fail fast through experimentation, and communicate lessons learned.
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Kristen Habacht/Pipeline Summit
- 4. About Me Kristen Habacht VP Sales Twitter: @kristenhaba Email: kristen@trello.com
- 5. About Trello • 17+ Million Users • 130,000 new users every week • Pixar, The Verge, PayPal, National Geographic • 100 Employees • $10 Million 2014 • $425M Acquisition from Atlassian
- 8. Then…
- 9. It’s So Easy
- 10. Generalist
- 11. Except, It’s Not
- 12. No • No Ideal Client Profile • No One Decision Maker • No Budget • No Project • No Regulation • No Competitor
- 13. Yes
- 14. Specialist • Pre sales and post sales • BDR • SMB/Enterprise • TAM • Solution Engineer
- 15. It can be fast
- 16. Or So Slow
- 17. So We Needed
- 18. How did we know
- 20. So Now I’m an Expert
- 21. Now…
- 22. DO Specialize Audition Experiment Fail Communicate Don’t Isolate Settle Be Conventional Play it Safe Pit against
- 23. 3 Things to Implement Tomorrow • Start saying ‘No’ • Do a health monitor • Run an experiment
- 24. Our Next 10 Sales • Get them faster • Standardize • Automate • Collaboration not Competition
Notes de l'éditeur
- I’m going to walk through the journey we experienced at the beginning. Some things may be things you already know OR already are doing but I want to explain WHY we ended up doing those things in the freemium model
- Go out and see if anyone wants this. Turns out, they did so we decided to make more of me
- Volume Low hanging fruit
- We had a huge volume of leads, a back log of accounts, new accounts joining every day
- With so much volume and people already being customers we thought that all people were going to need was some education, that the sale would be short and most folks would opt to buy on their own. So we didn’t see much of a point in doing too much specialization of roles.
- no easy way to differentiate leads, treating leads exactly the same, getting bogged down in inbound However it quickly became obvious that the sales people couldn’t thrive in this kind of environment. They treated small deals how they would treat an enterprise, or an enterprise how they would treat a small deal. Our assumptions were right on some things, but they were inconsistent which made projections difficult.
- We would call up a company and tell them they had thousands of users and they would respond with…cool thanks. We had to throw out the book, there was no BANT. Budget, authority, need or time
- Bottom Up - actual usage Tons of Value Internal Advocates Company Use Cases Empowering to employees companies moving away from top down. They don’t want to dictate what people use, waste money on tools with low adoption
- Didn’t do Vertical/Industry/territory. People still struggle with the desire to hold onto deals, or go up market, etc
- 1 day closes, immediate responses
- be ok walking away, use tasks BUT always add value
- Good hires- Agile Improvise Not too experienced Not inexperienced Bad hires- rigid sales people
- We used to have them pitch anything and we found it distracting so they pitch Trello. Focus 100% on questions they asked.
- The challenge came with early success and high growth
- Asking great questions but finding staff that actually care about those answers and can craft a narrative around that patience and being able to walk away willing to pivot, a lot! team environment, shared sense of ownership Being ok giving away a lot of value