Podcast episode
How to Get Executive Intros Through Your Champion | Christine Nolan
30 Minutes to President's Club8 Jan 202636 min
Description
Christine Nolan, four-time President’s Club enterprise sales leader at Asana, shares tactical frameworks for multithreading complex enterprise deals by mapping real power, navigating internal politics, and turning champions into organization-wide access. A practical playbook for winning, expanding, and controlling high-stakes, multi-stakeholder sales cycles. 🎙️ ACTIONABLE TAKEAWAYS: Build a real power map with your champion using a whiteboard or live org chart, not LinkedIn assumptions. Identify political influence and personal motivations, not just titles, to tailor your approach to each stakeholder. Leverage your full network to break into key accounts by systematically uncovering warm paths to executives. Action item: Review the last quarter of meetings, connect with every contact on LinkedIn, and seed your personal CRM with context you can reuse later. CHRISTINE’S PATH TO PRESIDENT’S CLUB: President’s Club Winner (4x) @ Multiple Enterprise Sales Teams Closed $100M+ Strategic Enterprise Deal @ Asana Head of Strategic Accounts (Top 100 Customers, 7–8 Figure Deals) @ Asana Built & Scaled Global Enterprise Sales Orgs (2nd Line Leader) @ HackerOne Built & Scaled Global Enterprise Sales Orgs (2nd Line Leader) @ Starburst THESE COURSES WILL GET YOU TO PRESIDENT’S CLUB: 🏋 30MPC Training: 30mpc.com/training 👥 Leadership Course: https://bit.ly/4o8KtMT 📧 Cold Email Course: http://bit.ly/44K6jy3 ☎️ Cold Call Course: https://bit.ly/4jqQ4w2 🔮 Discovery Course: https://bit.ly/4cQYaM8 🛠️ Free Toolkits: http://bit.ly/4nZwvO5 GET MORE TACTICS: Join our weekly newsletter – https://hubs.li/Q02NJQ8p0 Things you can steal and use today – https://linktr.ee/30mpc_youtube
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Every place a page here uses this source, in the order the words come in it.
why should people listen? Unless you are selling the world's most transactional of transactional deals, you typically need to win over multiple stakeholders in an organization. Christine's AEs quite literally have on average six accounts in their book of business. And these are massive “accounts. And so much of their job is using one stakeholder to get connected to other stakeholders,” but also re-prospecting the account, even when they're already talking to other people, to get into other pockets of the organization. And so if you sell in a motion that requires you to multi-thread, whether you are commercial or mid-market or enterprise, enterprise, enterprise,
What do you see if you look at those 10 accounts in an Enterprise Reps book? What is the sign of an account that is engaged the right way, or a healthy account that you know is ripe for expansion? So there's a lot of different data points. It's not just any one thing. “It's how many contacts do we already have?” It's looking at your own user information. How often are people using it? Is it connected to core projects that they're working? How many people do you know? How many people have you had meetings with? Then looking at, OK, this account is ripe for expansion, external factors, how are they doing financially? What is their brand marketing saying
that you know is ripe for expansion? So there's a lot of different data points. It's not just any one thing. It's how many contacts do we already have? It's looking at your own user information. How often are people using it? Is it connected to core projects that they're working? How many people do you know? “How many people have you had meetings with?” Then looking at, OK, this account is ripe for expansion, external factors, how are they doing financially? What is their brand marketing saying about what they're focusing on? And does that align with what we could do to help them? If everybody's talking about AI transformation now
So there's a lot of different data points. It's not just any one thing. It's how many contacts do we already have? It's looking at your own user information. How often are people using it? Is it connected to core projects that they're working? How many people do you know? How many people have you had meetings with? Then looking at, OK, this account “is ripe for expansion, external factors,” how are they doing financially? What is their brand marketing saying about what they're focusing on? And does that align with what we could do to help them? If everybody's talking about AI transformation now and how to be more efficient, are they hiring more people to do that?
It's not just any one thing. It's how many contacts do we already have? It's looking at your own user information. How often are people using it? Is it connected to core projects that they're working? How many people do you know? How many people have you had meetings with? Then looking at, OK, this account is ripe for expansion, external factors, “how are they doing financially?” What is their brand marketing saying about what they're focusing on? And does that align with what we could do to help them? If everybody's talking about AI transformation now and how to be more efficient, are they hiring more people to do that? Where are those people coming from?
about what they're focusing on? And does that align with what we could do to help them? If everybody's talking about AI transformation now and how to be more efficient, are they hiring more people to do that? Where are those people coming from? What has been the turnover? “So it's a bunch of different data points.” And then you can actually put a weight on it. So you look at, this is what we do. We look at accounts that have been successful in the past. And we say, OK, what made them kind of like? For this one deal that we did this summer, new CIO who wanted to enact change,
And does that align with what we could do to help them? If everybody's talking about AI transformation now and how to be more efficient, are they hiring more people to do that? Where are those people coming from? What has been the turnover? So it's a bunch of different data points. “And then you can actually put a weight on it.” So you look at, this is what we do. We look at accounts that have been successful in the past. And we say, OK, what made them kind of like? For this one deal that we did this summer, new CIO who wanted to enact change, what was a key thing that they wanted to do? AI transformation.
And this was like 15 years ago or whatever. And he kept a log of everybody that he meets when he meets them and what they talked about. Now, this is in the past, so he had like a Rolodex and his EA would keep it up. But whenever I meet someone, “I go and I add them on LinkedIn,” and I send them a note in my message saying, it was great meeting you here, you know, looking forward to connecting. Sometimes they don't connect, that's fine, but I can always go back to that invite and I can see that message that's there. As such, I have a lot of connections on LinkedIn.
Hey Nick, what's one thing people can do? You should action what Arman just described, which is if you're not already building your personal CRM of people that you've met with notes about how you met them, go back, look at the last quarter of meetings that you've had, find the human beings that you met with, “send each of them a LinkedIn connection saying, Hey, it was really great to meet you at the” conference in San Francisco. And I enjoyed the iced latte that we shared together. I promise you, you will call back on that network for years to come. You might be coming back to 30MPC to say, thank you. Thank you. Thank you. Future or past Nick. And Nick, what's one thing people can steal?