How to Close Bigger Deals by Doing LESS in the First Call | Steven Bryerton

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1. 16:37

   Yeah, that was the first one, the prioritization, which accounts now and why, and then that's not a stagnant list, right? “Like looking at signals and all of the other things, market changes around, look in Q2 and Q1, there was a lot that changed geopolitically.” And so like, you know, re-rack the deck, so I think that's number one. To your question on the SDR stuff, before, it very much was a volume gig. They, you know, if they were an outbound SDR, which we have them broken out by inbounds and outbounds.

   In Signal scoring and prioritization

2. 16:47

   Yeah, that was the first one, the prioritization, which accounts now and why, and then that's not a stagnant list, right? Like looking at signals and all of the other things, market changes around, look in Q2 and Q1, there was a lot that changed geopolitically. “And so like, you know, re-rack the deck, so I think that's number one.” To your question on the SDR stuff, before, it very much was a volume gig. They, you know, if they were an outbound SDR, which we have them broken out by inbounds and outbounds.

   In Account list refresh

3. 17:26

   But so much of like your comp and accelerators were on the front ends on a good fit meeting completed. “And so they started to realize like, hey, I can rack up a decent commission check by just getting a large volume of meetings.” And so we worked with our SDR leadership team to sort of restructure some of that. Hey, let's lower the meeting complete target substantially.

   In SDR incentive metrics

4. 17:44

   And so they started to realize like, hey, I can rack up a decent commission check by just getting a large volume of meetings. And so we worked with our SDR leadership team to sort of restructure some of that. Hey, let's lower the meeting complete target substantially. “Let's introduce some qualification where we both agree that this meeting shouldn't be a completed good fit that results in an opportunity, because that was always a tension point.” Like what's a good fit for you and your definition might not meet mark standards, right? And so we standardized that of these are the things that are a good fit complete is. And then that way there was no more tension between, I shouldn't say no more, there was less tension between an SDR and AE.

   In Qualification frameworks

5. 19:05

   So I can cruise, like, how do you balance that? Yeah, I think there's still the balancing act is still, they're not, they're not done once they sort of set the meeting. So, especially in enterprise and as you move up market on our team, as an SDR, there's that progression as well. “So you go from like SMB to mid market to an enterprise SDR, the highest, you know, once you start to get to mid market enterprise, you get paired one to one with an AE.” And so they do have this, this tight connection where you are working the pipe together.

   In Sales development team structure

6. 20:34

   Comping SDRs for helping create multi-threading and stuff in active deals? “There is a component, yeah, for sure. So this is one that's gone like,” if you look at our comp plans, it sort of goes back and forth. Like we've had it, we've taken it away, or we've taken it down, we've put it back in. Because we are, by segment, trying to balance the right motion. SMB, it should really just be about demo ones, pipe creation.

   In SDR incentive metrics

7. 20:46

   Comping SDRs for helping create multi-threading and stuff in active deals? There is a component, yeah, for sure. So this is one that's gone like, if you look at our comp plans, it sort of goes back and forth. Like we've had it, we've taken it away, or we've taken it down, we've put it back in. “Because we are, by segment, trying to balance the right motion.” SMB, it should really just be about demo ones, pipe creation. You know, you're a 10-person company, that's on the account executive, where you go find the other people, right? But as you have a larger account, a larger book of business, that is a lot of work to go and do.

   In SDR compensation structure

8. 21:24

   that is a lot of work to go and do. And so there is a portion of, hey, you need at least this number of demo ones. And then we will also comp you on demo two, so long as it doesn't become like too large of a ratio, where you're just focused on farming the net, the existing accounts, “and you're not actually helping me create new pipeline.” So that's where we'll put some of those guidelines, whether it's a ratio or, you know, once you get through quota, then you can go do this sort of thing. And you don't have to screen share your exact comp plan now, but if I wanted to go and implement this today, in like a mid-market or an enterprise sale,

   In SDR incentive metrics

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