[04:39] David’s background
[07:16] Why he decided to focus on sales and then to become a sales manager and help with strategy at a management level
[10:13] How to wrap up with analytics as broad topics that might be the most productive
[11:18] The way having a strategy of some kind is really important, even if it fails to understand that it did fail and why failed and that you need to move somewhere else is really important
[12:04] Ask yourself, are you focusing on a certain industry and emphasizing a certain value proposition?
[14:34] What to focus on when thinking strategically about your customer base and the first customers
[16:35] On developing your strategy based on what you're seeing
[19:22] Frustration around pricing because it's such a key to either unlocking sales or blocking sales and the same goes for how marketing can help support.
[20:19] So many founders think they've got it but sometimes the right thing to do is actually to ask quite a bit more for what you're selling.
[24:30] People are totally willing to be honest, especially if your products adding a lot of value.
Episode Outline
[00:24] Catalyst for formalizing RevOps
[02:41] Figuring out the need to prioritise RevOps
[04:16] What does RevOps seem to you? (Clear your misunderstanding about RevOps)
[05:28] A methodology to success!
[10:10] When things don't go according to the plan……
[12:54] The tension between sales and marketing
[13:52] Overanalysing v/s execution
[15:46] How to keep your head clear?
[17:15] The colleagues of success
Connect with Adam
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