Tackle 26 min

Unlocking Enterprise Growth: The Tools You Need for GTM Success


Hear from Drata CRO Adam Aarons as he shares real-world examples and expert insights to help you propel your enterprise GTM strategy.



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[MUSIC PLAYING]

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So jumping into today's topic, unlocking enterprise growth.

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You all must be here because you understand

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that building a GTM strategy for enterprise buyers

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can be pretty complex.

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So the goal for the next 28 minutes

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is to walk you through how you can overcome

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some of those typical hurdles for shifting up

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market to enterprise.

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And we'll share how routes to market like Cloud GTM

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can massively decrease sales cycles

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and also cover how ensuring compliance and trust

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doesn't always have to be difficult.

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So without further ado, let's get to know our panelists today.

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We'll start with you, Adam.

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Can you please share a little bit more about yourself,

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your company, and your role?

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Yeah, thanks a lot.

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Appreciate it, Michael.

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My name is Adam Arons.

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I'm the Chief Revenue Officer at DRAHDA.

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My role is responsible for sales, presales, and customer

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success.

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At DRAHDA, we help companies automate their security,

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risk and compliance journey through continuous monitoring

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of their controls so it makes it easy for them to collect

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the data and report on it.

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Awesome.

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Thank you, Adam.

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Jake, you're up.

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Hi, good, Michael.

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And Adam, great to be here with you today.

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Thanks for the time.

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My name is Jake Simpson.

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I'm the CR here at Tackle.

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And I am leading the Go to Market strategy,

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including our sales, our presales team, our operations

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team, and our customer success team as well.

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So thanks for having us.

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For sure.

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Thanks, Jake.

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So we'll be going right back to you for this next first question.

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When it comes to unlocking enterprise growth,

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what does that journey look like for you at your org?

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And just a little level setting here

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for those in the audience.

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DRAHDA and Tackle are on somewhat similar trajectories

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shifting to scale up market.

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So Jake, when it comes to how does that journey look like at Tackle?

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Yeah, so I've been here for a little under a year, I guess.

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And I think the Go to Market strategy prior to my time here

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was a little bit more spread out.

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We're kind of spread up up market.

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And as the market is kind of matured, as well as tackles

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matured, we've been in business for about 78 years.

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I think there's a natural tendency

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to want to focus more on the enterprise.

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So that's our primary market segment.

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And to do that, we analyzed our customer base.

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We analyzed the market, a lot of third party data.

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And we spent a lot of time and energy building out

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our ideal customer profile.

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So that came to about 2,000 accounts

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that we felt were pretty good profiles for us.

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And so that's what we call our enterprise segment.

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We have a fair amount of acquisition costs in that.

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But what we found through our research and our history

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is that over time, those customers

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scale with us better, they're stickier.

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They can leverage our platform because they're more mature.

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And then we consider that non-ICP base, our growth segment,

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that we feel will be great customers of the future.

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So we've basically simplified down to two segments.

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That's super helpful.

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I mean, figure out your ICP is huge.

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And kind of like a step one task before you even

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jump into shifting up market or even figure out

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if up market is the move for you.

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So thanks, Jake.

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Adam, we'd love to hear more about Jada's story.

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Yeah, look, I second the ICP comment.

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I think if you want to understand what your SAM is,

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you've got to understand what your ICP looks like

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to be able to move up market.

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And so we've done a lot of work on that.

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I work with my partner in marketing.

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She's awesome about understanding that,

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and how to really be intentful, like having tent

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on what you're going to go do, and put leadership in place,

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functional leadership, not just on the sales team,

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but in other places so that you can have a focus on moving.

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It's different, right?

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Like the enablement's different.

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What we do in our roles a lot most of the time

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is I'm inspecting and I'm enabling.

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I'm trying to make sure that we're doing the things

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that we say we're going to do, and then try to continually

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just get better and better at it.

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And the motion is different.

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When you can define that ICP and you look at enterprise

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and the buying criteria that they're going to go through,

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it takes longer.

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There's often many more people that you need to get to.

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There's multiple champions.

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There could be multiple stakeholders

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who the economic buyer is.

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And that takes more time.

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That takes more strategy.

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And it takes a different thought process.

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So I think having really good intent

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and then aligning the organization.

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And these are in our KPIs on the executive leadership team.

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We look at it every week.

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And we have intent about what we're going to do.

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And then if we're wrong, it gives us the ability also

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to be focused on to be able to make good decisions

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on what we need to do next and to continue to iterate

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and get better.

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- Adam, from a timing standpoint,

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I know that drought is moving fast, but one's the right time

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for where you figured that now is the time to move up market.

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- You start feeling like it's good, for me,

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it's like there's poll.

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Like we have companies that are upmarket

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that are asking for the solution.

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They see, and there's like,

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if you've read in the tornado or crossing the chasm, right?

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You have those first movers.

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They're usually their software company.

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Like they're, they're guys like you and I

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that have grown up and are a little bit older,

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but they see the value of doing things differently.

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And they've got a more complex environment,

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but they're more willing to help you understand

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how to go tackle that together, no pun intended.

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(laughing)

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Like for me, it's when I start seeing signals in the noise

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and then I'll go have conversations.

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You and I have been around this game for a long time.

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And so I'll go talk to people that are senior leaders

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in the market and ask them,

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hey, if we were gonna, what would you buy?

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Like what do you think?

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Would this add value?

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And then just try to get my own references along the way.

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But I'm looking for Paul.

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Like it's part of push into that space

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unless you do a lot of homework and you talk to dozens,

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a hundred different to define how you can go service that.

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When you're getting Paul,

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it's much more natural, in my opinion, to go up market.

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- Totally agree.

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- No, I love that.

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Great question, Jake.

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Thanks for sharing that, Adam.

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So let's dig into a little bit more

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on some of those hurdles.

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So like you said, Adam,

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selling to the enterprise market

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is complicated and enterprise SaaS is no exception.

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Your software has to be robust enough to handle

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all the enterprises workload while also supporting a,

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usually a lot more users across the enterprise

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and the company's goals with your platform.

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So we'll start up with you on this one, Adam.

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What challenges have you faced selling up market

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and how have you overcome them?

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- Yeah, I think you need to realize who you are

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and then who you wanna be, right?

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So like when you go into selling,

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like you can't sell things

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that you're not gonna deliver in the enterprise.

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Even if like you gotta figure out

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what your land is going to be,

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unless your solution has a natural fit

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and you go up with, you know,

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the suite of tools that you have

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and solution set or platform,

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you really need to decide

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on what can you make people successful with?

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Because those aren't bridges that you wanna burn.

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Those are people that you wanna make successful.

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And so I try to be really,

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saying no is one of my favorite things

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in those conversations and to see what happens.

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And if what we deliver from a value perspective is enough

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so that they'll make a decision to go,

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like versus having to have everything

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'cause that's the problem is there's complexity,

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there's legacy, there's things that they wanna be able to do

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that especially with SaaS tools, right?

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We can configure the heck out of this thing,

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but we can't customize it for you.

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So we have to be, and even if the things that you wanna do

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are standard across the industry,

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we need the opportunity to understand them

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so we can build them the right way.

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We don't already have them to help you go solve those problems.

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But that may not mean that I can provide

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a lot of value to you today

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and help you with a part of that journey.

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It's what's my strategy to get up there?

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Is it a land and expand?

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Is it to land and coexist with the tools that you use today?

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Is it to go in and try to take over the whole estate

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which I find to be, that's where like a work day

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or you have to go in and just like,

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those are really big long cycle times,

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but really big deals.

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If it worked, they started in the enterprise

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and then move down market with companies like DRADA

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and I'll be interested to ask you the same question, Jake,

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we're moving up.

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And so in order to do that, we're again,

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just back to like being focused and intent

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on where we can win so that we don't underperform

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for those companies and we continually add value

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and grow with them.

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Like Jake, I'll turn it over to you.

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- Yeah, similar.

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I think you said you had KPIs and so we have OKRs,

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very similar structure in regards to making sure

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that all tides rides in the pursuit of the enterprise.

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And so like you had said before Adam,

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like we had some really good case studies

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for some customers that pulled us up markets.

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So I was fortunate enough by the time I got here

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that we had some pretty solid customers partnering

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with us and pushing us.

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And we wanna win in the market by being the best

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ready enterprise class, go to cloud go to market platform

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and partner there is in the market.

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And similar to compliance, we're in charge of revenue

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and RevRec and we have to do that

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with a very, very complete platform and support model.

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And so similarly, when we're selling,

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there's complexity, we're doing land and expand strategies.

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We could start maybe in an alliance team

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but ultimately to get to the level of scale you're at

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or larger enterprises, we need to get to the revenue leaders.

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We need to get to the operations leaders.

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We need to get to the finance folks

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depending on their go to market strategy.

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We might even need to get to the product team.

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And so we do a lot, women spend a lot of time

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building up QBRs and account plans

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and talking about executive sponsors and forecasting

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and all the good things that you and I are used to

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being in the enterprise space for so, so long.

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So.

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- Yeah, I agree.

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I think the process of selling up there

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and being really again like focused on how to do it right

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and who the buying personas are

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and how you're gonna sell to those different personas

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to get consensus, like I totally buy into that.

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I'm with you 110%.

10:03

- Well, that thanks for sharing y'all.

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The next topic we have, we kind of covered a little bit

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but love to open it up if you all have some more to add onto it.

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When it comes to moving up market,

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it really requires a cross-departmental efficiency

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and getting everyone on the same page, right?

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So it's not just a sales initiative

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or a marketing initiative, it involves internally product,

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engineering, CS, you name it.

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So with that being said, would y'all like to share

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any bit more on your approach to making this up market shift

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really a company-wide initiative, Jake, we can lead up with you?

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- Yeah, so like I said, maybe I jumped again a little bit there

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but we put it in place our OKR strategy about a year ago

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which is that we wanna be the best in the enterprise

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and that pulls on all of our functions.

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Pulls on certainly the product and engineering teams,

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the marketing teams, the sales teams,

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really had to figure out who our personas were,

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what our value drivers are, not the easiest environment

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to sell software to software companies right now.

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So you need to be really, really crisp

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on what you do and what you do well.

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As well as we're practitioners in this now

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that we've been doing it for seven, eight years

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with over 500 customers and we really feel like

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we can help customers get started and then really scale

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to what their, where cloud go-to-market fits

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and their overall company strategy and go-to-market strategy.

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And so that's really focused, made us focus as a company

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and really getting focused on what the top priority is

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over the last year.

11:31

- Right on, thanks for sharing.

11:33

Adam, how about you?

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- Yeah, I'll just give you guys a plug.

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We're a very big, happy tackle customer.

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I think selling in the marketplace,

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like if you're not, you really need to ask yourself why.

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And everybody should be, so selling in the marketplace

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that is. For us, like it goes up to,

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we have a strat team that one of the founders runs

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around enterprise.

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Like we, we meet on it on a weekly basis, monthly basis.

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And we're talking with, we have product in the room,

12:00

marketing in the room, we have the sellers

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are leading it with the deals that we're working through

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and we're trying to define like,

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what is the solution fit along the way?

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And how do we make sure that everybody's following

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in that cadence so that we don't lose track of it?

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It's critical for us right now

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'cause we're making that, that shift up marketed.

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So that real time feedback mechanism so that you,

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'cause we're also building a lot of product

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for our customers today.

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At Drought, we have 4,500 companies on the platform today.

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And the vast majority of those

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are not enterprise customers.

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And so there's still a large desire to service them,

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make them very, very successful on the platform.

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So that can get diluted.

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If you don't have a team that's just continually focusing,

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you try to iterate on how to get better and better

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at servicing that enterprise.

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So that when we get it right, we can scale it.

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And then we don't have to have this crap team

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doing it all the time.

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But we're really focused on it right now.

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So that is something that one of our founders is leading

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and I'm a part of.

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- That's awesome.

12:55

Just setting aside just personnel to focus on it.

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I know a lot of times it's easy to make an OKR

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but then figuring out, okay,

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who's actually gonna be putting in time

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and effort into this?

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So that's awesome.

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The next topic we're gonna chat through for a little bit

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is another potential hurdle to moving up market,

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which is compliance and trust.

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So now in 2024, they aren't simply a perk or nice to have

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when you're selling its truly table stakes.

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So we'll start up with you on this one, Adam.

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What are some ways that ISVs can easily prepare

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for enterprise level expectations

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when it comes to compliance and trust?

13:28

- Okay.

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You said it before.

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I don't think it's like an option

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when you're playing up market.

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The issue you have when you're an ISV

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and you're working with large enterprises,

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if you're not compliant, they're not compliant.

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And so they behold themselves to a lot of dip,

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like it's called, we call it third party risk management

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and then these large enterprises,

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all of their constituents and all of these ex-statuents

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need access and need to show that they're giving proper security

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to access and to the information they have.

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So things like ISO 27001 and SOC 2 and GDPR,

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you know, FedRAMP, like depending on where you're going,

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you can't sell into these companies as an ISV without it.

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And so especially as you look at the opportunity to scale

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and to work with many companies,

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even if you're not looking at the enterprise,

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if you want to go selling to mid-market companies

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or other startups, you still want to showcase

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that you have a minimum level of security that you're keeping.

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It's compliance is the end result of good security management.

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It's really the end result of good risk management.

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So if you manage risk well, you help your company.

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Everybody has risks in their business.

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It's how they manage them.

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So compliance is there because people have done

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a really bad job at managing risks and shareholders

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and other folks that come to get burned by that.

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So they force you to do a minimum level of management

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of those risks and comply with that.

14:52

So for ISVs that are looking to sell,

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and this used to be a much more difficult thing.

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When I was at a previous employer 10 years ago,

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we had to go get our SOC 2.

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It was like a half a million dollars

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and a year's worth of effort.

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You can get a SOC 2 as an ISV now

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in less than six months and for like a tenth of the cost

15:11

of what you used to pay for it.

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And so because it's automated and the amount of time

15:15

and people that it used to take has been taken away.

15:19

And so as a company that's looking to go penetrate,

15:22

I don't, it doesn't need to be the enterprise

15:24

just to go and scale their organization and gain trust.

15:27

You need to showcase that.

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And the solutions are here that can help you do that

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in a much better, faster and cheaper way.

15:34

- Thanks for sharing Jake.

15:36

Anything you want to add on to that one?

15:38

- I'll just try them in.

15:38

I totally agree with Adam Sand.

15:40

Obviously this is more his core than mine,

15:43

but there's pillars that we're seeing

15:44

in the ISV market in general.

15:46

I'd imagine our ICPs are probably

15:48

a really similar market down market.

15:50

And pretty much everybody these days

15:53

needs to have a foundational cloud strategy,

15:55

needs to have a complying strategy to play in that game.

15:58

We highly recommend that they consider cloud-code market

16:00

as one of their routes to market

16:02

to take advantage of all the entitlement.

16:04

It's demonstrated time and time again

16:06

across the ISVs that are leaning in on it.

16:08

So.

16:09

- For sure. Thanks, Jake.

16:11

Adam, this one's for you.

16:12

Do you have some success stories from,

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or even just one from some ISVs that you all have worked with

16:16

to help get them up and ready?

16:18

- Yeah, look, the majority of my customer are ISV.

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So you can pick, you know, there's probably 4,000 of them

16:26

that we've helped get.

16:29

And it's not just for the compliant,

16:30

like I'll be selling to Jake.

16:32

And hey, if you want to go enter a new market,

16:33

if you want to go do sell to the Fed, you need FedRam.

16:36

Let me help you with it.

16:37

If you want to go be able to sell into the commercial market,

16:40

you need to stock too.

16:41

Let me help you with that.

16:42

So you can look up the customer list on,

16:45

on DRADA and you'll see that it's like a,

16:47

a license to hunt or not without it.

16:50

You're not allowed to go hunting.

16:52

But there's pull up market.

16:54

So for us, that's really interesting

16:56

in how you started this conversation is like enterprises

16:59

needed as badly as these ISVs

17:02

or as the commercial markets do.

17:05

It's just a harder problem to go solve.

17:07

There's, the blinds has been around since the dawn of compute.

17:09

There's a lot of legacy and a lot of information there

17:12

and make no bones about it.

17:14

Somebody will help those companies

17:16

and we'll help them tackle this problem.

17:19

And we plan to be the company to help them go do that.

17:22

- Right on, thanks for sharing.

17:23

And I love what you said earlier.

17:24

If you're not compliant, your customers aren't compliant either.

17:27

I think that's the huge kind of quote that I got from that.

17:30

So thanks Adam.

17:31

Moving on to the next topic,

17:33

diving into cloud go to market.

17:34

So buyer expectations are rapidly evolving year over year.

17:39

And one of the ways it's shifting is in how ISVs

17:42

and enterprise folks wanna buy.

17:44

So building a cloud GTM strategy really represents

17:47

a huge opportunity for orgs to meet enterprise companies

17:50

where they're already transacting.

17:52

So Jake, we'll start off with you on this one.

17:54

We'd love to hear more about just,

17:57

what stages tackling their cloud GTM journey,

17:59

which may seem like a solid question since,

18:01

you know, we were kind of the category creator there,

18:03

but how's cloud GTM impacted tackles growth?

18:06

- Well, good question.

18:10

So of course we are, you know,

18:12

really focused on our cloud go market strategy

18:14

being the cloud go to market company.

18:16

About 80% of our revenues flow through the cloud market places.

18:21

That's a number that we wanna even drive higher.

18:24

And, you know, I'm trying to bring my experience

18:27

in the enterprise space.

18:28

And so as we start to think about more account plans,

18:31

value props, personas and such,

18:34

we're trying to bring those things in an integrated way.

18:36

So we're trying to sell cloud go to market to the ISV,

18:39

which has different value drivers

18:41

based on who you're talking to as well.

18:43

So, but I'd say we're pretty good at it.

18:45

But we still have a ways to go.

18:46

I think there's a lot we can do with propensity data.

18:49

I think there's a lot we can do to get better at co-selling.

18:52

You know, we're here today with our good partner, Drada,

18:54

in regards to, you know, sharing a very common ICP

18:58

and value driver at those that are trying to go fast

19:00

on the cloud.

19:01

And so I still think we can do better,

19:03

but I think we're pretty good.

19:04

>> Right on, thanks for sharing Jake.

19:06

So Adam, I'd love to hear more about Drada's Cloud GTM journey.

19:09

>> Yeah, I mean, we're born in the cloud.

19:11

We're, I mean, our whole, like,

19:13

what I'll say is I think the market places are an amazing place

19:17

that are fairly new in terms of like BD ecosystem.

19:21

And so like AWS, GCP and Azure,

19:24

we were the largest transacting ISV in our segment

19:30

in AWS globally last year.

19:32

And it's because we drive our deals that way

19:35

as much as we can and we use tackle as a avenue to do it.

19:39

And I'll tell you, like, you talk about meeting people

19:41

where they are, the marketplace are amazing places

19:45

for these companies to be able to buy software

19:48

and they're there.

19:49

And so you're meeting them where they are.

19:51

And I think it's, at this point,

19:52

still there's a lot of green field there

19:54

and I'll take Jake's point.

19:55

I think we do a good job there,

19:57

but there's a lot more that we can still go do.

19:59

It's early days with those partners.

20:02

And they're like, I put a ton of time and effort

20:06

into making sure that that's an area where we stay diligent

20:09

and we continue to grow.

20:10

I just think it's a huge opportunity

20:13

that's fairly new in our world.

20:16

- Love it. Thanks, Adam.

20:17

So similar question for you, Jake.

20:19

Success stories from ISVs that you work with

20:22

and this may have been being a pass back to Adam

20:24

to hear a little bit more about his journey with Amazon.

20:27

(laughs)

20:28

- I just think that, just Adam's point, it's proven, right?

20:32

And it's coming on fast.

20:35

And so I would just recommend that

20:38

the executive teams of these ISVs evaluate it

20:41

and right size it relative to your company strategy

20:44

and your go-to-market strategy.

20:45

And that's where I see it's going well.

20:47

Like I just don't think you can put this on your back

20:50

as an alliance, cloud alliance leader or a RevOps leader.

20:53

I really think you need to get the executive team aligned here

20:56

to do it to do it well.

20:57

With the long-term strategy to start to build it

21:00

to any type of scale.

21:01

And so that's what I'm seeing across our stronger customers

21:03

that are doing upwards of hundreds of millions of dollars

21:07

to billions of dollars.

21:07

And I know that Drade does it really well

21:09

because yeah, we know how much the volume

21:11

you guys are pushing through AWS.

21:13

And we know that that comes from the top.

21:15

That's why you're here today.

21:17

So.

21:18

- Love that. Awesome. Thanks, Joel.

21:20

So this truly an amazing better together story.

21:23

So honestly by leveraging Drade and Tackle,

21:26

it gives ISVs the opportunity to really increase their TAM,

21:29

total adjustable market by getting the strong compliance

21:32

posture, but also getting up and running

21:35

on a cloud marketplace.

21:36

So those are two major achievements that like you said,

21:39

Adam could take way, way, way longer in the past to get done.

21:43

But now it can be done in a matter of weeks

21:45

instead of months and months or years to accomplish.

21:47

So yeah, so we have one more question on our agenda.

21:50

I saw we have a question if you come in the chat

21:53

or in the Q&A section.

21:54

So last question before we wrap up,

21:56

we'll start with you Jake.

21:58

What's the best advice you can give to ISVs

22:00

who are just starting to begin their upmarket shift?

22:03

- Well, I think you've got to get some wins.

22:08

You know, you've got to get some wins

22:09

because sellers, you know, like proof points

22:13

and ultimately you're trying to change culture.

22:15

And to do that, I think you need some anecdotes.

22:17

I think you need sellers to tell their sellers

22:20

that it was a pretty positive experience.

22:22

And so, you know, we've got an entire maturity model

22:24

that we work off of.

22:26

And, you know, where we start is let's get some wins

22:28

under our belt.

22:29

Let's start to talk about how we can scale those,

22:33

you know, those ones or two Z wins

22:35

into a more, you know, core strategy across the sellers

22:38

and the revenue system.

22:40

- Awesome, thanks for sharing Jake.

22:42

Adam, what's your top tips, best advice you can share?

22:46

- Yeah, I liked where Jake started.

22:47

I think ICP figured out,

22:49

make sure that you know where you can get the,

22:51

where's the lowing fruit?

22:53

Where can you go establish a beach head

22:55

and start winning to this point?

22:56

Like you got to win.

22:58

You've got to prove that you can win up there.

23:00

And, you know, have a plan, like,

23:05

and like what I see and I call it,

23:07

like this schizophrenia of leadership

23:10

or like bipolar when things get bad.

23:12

Let's make a change.

23:13

It's like, wait a minute.

23:14

Like what was our plan?

23:16

How's that going to affect the,

23:17

but I'm not afraid to make change

23:19

or to iterate and figure it out.

23:20

But I want to stick to it.

23:21

If we're going to make a fundamental change to the plan,

23:23

there better be a damn good reason why.

23:26

Because it's hard, like,

23:28

especially going up and selling it in bigger,

23:30

they're going to ask more of you.

23:32

They're going to try to get it for lower,

23:34

like you all have customers tell you,

23:35

like, hey, you're going to get my logo, we want it for free.

23:38

It's like, why would,

23:39

why would you ask us to do that as a customer?

23:42

Like you want us to continually be able to serve you better.

23:45

Part of that is you being a real customer

23:48

through our business. And so understanding and like,

23:51

I think having experienced like a leader like,

23:53

like Jake or someone that's done this before,

23:55

that can help lead you because like,

23:58

have a plan and know that the person who made it,

24:00

knows what the heck they're doing so that

24:02

it doesn't get challenged constantly.

24:04

Because the other thing is like,

24:06

time is the enemy of our ability to go win the space.

24:10

And so you got to move fast.

24:11

You've got to have a plan and act on it

24:14

and have trust within your organization

24:16

that through our times and good,

24:19

as long as you're seeing continual improvement

24:22

and continual movement up, keep going.

24:25

Like it takes guts and go do it.

24:28

Totally.

24:30

Well, then also just recapping something you mentioned earlier,

24:32

just have a good feel for the poll, right?

24:34

And even just going out and having conversations

24:36

with the market to see if it is viable to move a market to.

24:39

So all right, looks at me.

24:41

Nice teamwork, like Jake, what's time it's going to cut you off.

24:44

But I think that understanding the market,

24:47

who you're going to like, if you can define that

24:49

in your ideal customer profile, you need to do that first.

24:52

Like I don't think there's something more important

24:54

that you could do first.

24:56

Great.

24:57

Thanks Adam.

24:58

Looks like we had one question from our good friend,

25:00

Gary Gaddis in the Q&A section.

25:02

So I'll ask it, we'll pass it to you, Jake.

25:04

And then Adam, you can give your thoughts on it.

25:06

But the question is, what kinds of things

25:08

are you doing to get your sales team engaged

25:11

and up to speed on Cloud GTM?

25:14

I don't think that question was for me.

25:16

If my sales team doesn't understand Cloud marketplace GTM,

25:20

you know, Ashby and I have some bigger challenges on our flights.

25:23

[LAUGHS]

25:24

All right, you can jump in.

25:26

Yeah, look, I'll second it.

25:28

But what I'll say is like, help them understand

25:32

the forced multiplier that the value is going to bring to them

25:35

by going that way.

25:37

Like it's kind of a no-brainer when you look at it

25:40

and you look at the numbers and how much business it drives.

25:44

But I think as a company, get at your head around that and say,

25:47

you know, that's a conscious decision that we want to go make.

25:50

And so we're going to go enable sellers.

25:52

And we're going to go take a team.

25:54

We're going to focus them on it.

25:55

We're going to put a leader on it.

25:57

We're going to go enable the heck out of them

25:59

and go-- there's going to be some learning along the way,

26:01

but just go drive to figure out how to get the wins

26:04

and to continue to scale as fast and responsibly as we can.

26:09

Thanks for answering.

26:11

All right, y'all.

26:12

Looks like there aren't any more questions that came in.

26:14

So one more time.

26:16

Huge thank you, Adam, Jake, for sharing your insights today.

26:19

Thanks to all of you for attending and sharing

26:21

your questions and just attending today's session.

26:25

So in April, we're having another webinar with Yext,

26:28

really diving into how they built out their Cloud GTM

26:31

adoption internally, which is a huge part of our maturity

26:34

model and topic there.

26:35

So thank you, Adam.

26:37

Thank you, Jake.

26:37

And we'll see you all next time.

26:39

I hope you'll have a wonderful month of March.

26:41

Bye, y'all.

26:42

Yeah, thank you, Greg.

26:43

Thanks, everybody.

26:45

(upbeat music)

26:47

(upbeat music)

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