Latest / The Prompt / Ep. 551 | How to lead a customer-centric GTM transformation

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Ep. 551 | How to lead a customer-centric GTM transformation · The Prompt

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This is on base your one stop shop for solving your most
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pressing B2B go to market challenges.
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Each week, host Chris Moody and Paul Gibson talk to sales and
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marketing leaders to get you in depth insights and creative
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strategies to set your revenue teams up for success.
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Hey, everybody, welcome back to the On Base podcast.
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I'm your host, Chris Moody, and today I'm very excited to be
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joined by Preet Sibiya with us to talk about go to market
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transformation done right. Preet, thanks for joining us
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today and welcome to the show. Chris, thank you.
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It was a pleasure to be here. Well, it's good to see you.
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We are on opposite sides of the United States.
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We have afternoon and morning represented, which is a really
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good bookend of our day. But I like to start every
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episode with the same question, and it's giving you the
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opportunity to talk about your journey.
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So what led you to what you're doing today?
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Chris, that's a great question. I think for me, it's a lot about
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reflecting back. I've been in the semiconductor
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industry for nearly 30 years, which scares the heck out of me.
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It's been so fast. But certainly when I go back and
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to end up where I've been, it at the start of the beginning,
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really the beginning of my career in the semiconductor
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space, I was fortunate enough to be recruited by a company called
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Maxim and the CEO of that company actually facilitated me
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getting a lot of broad experience early in my career.
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So it was a really fantastic training for me to get exposed
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to all parts of this industry, whether it's the back end
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manufacturing side, the sales and marketing side, and also the
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development side. So really kind of like cradle to
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grave of what we make and how we sell it and then how we make how
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we produce it even at large manufacturing scale.
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So that experience, my first full time job was actually
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answering tech support phone calls.
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So you never knew what was going to be on the other side of that
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line. And it was really quite amazing.
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I got to have this fun experience of getting a call
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from Microsoft and they needed help with what turned out to be
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the Xbox. And I had no clue what they're
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working on, but they're asking for for help on the new
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technology. And it really made me fall in
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love with what I'd say is really the customer and how do we
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really work with customers and solve their problems.
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And that led me to my journey of working on products, then really
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working on the go to market piece of this, plus how do we
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distribute these things. So my journey over the time
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working at the leading semiconductor companies really
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has prepared me for the role I'm in now, which is leading a large
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go to market team that's really delivering success in the
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consumer computing and communication space with
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Infinity Out Technologies. Outstanding, I love that.
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I hope you got a free Xbox out of the I.
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Didn't, but I became a customer from it.
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So it was very pinpoint, hey, I helped work on that and you
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really take it makes you have a lot of pride for something that
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you you helped in a very small way.
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Yeah, and it's the constant flex on children too.
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Just to be, hey, I was a part of creating Xbox.
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Maybe you should behave. I did camp out for the first
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Xbox too. So thank.
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Yeah, thank you for making that happen.
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One thing that I'm always interested in, in manufacturing
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semiconductors, I've been in medical devices, a lot of those
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types of industries. Many companies Orient everything
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in the go to market around their products and they'll say, well,
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we've got product line one through 50 and each one has
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their own team and their own go to market strategy.
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And it's not always centered around the customer.
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And I was a product manager at a medical device company in a
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previous life. And I vividly remember calls
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just like the one you mentioned where you'd find an issue with
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the product and then you track it down.
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And it was actually a very inexpensive accessory that we
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were trying to keep a high margin on that was causing all
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the issues with the expensive product.
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Where you're going, Why didn't we just swap this out?
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And then you do and everything's magic.
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So what? Why should leaders prioritize
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the shift from a product oriented go to market strategy
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to a customer oriented go to market strategy and what's at
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stake if they don't make that switch?
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Well, when I look at that as a product oriented go to market
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and and sales orientation, you're really becoming a lot
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more transactional. And if I you're not really
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understanding what benefits or what pain points the customer
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has overall you're, you're really trying to put the one
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widget and because that's what you got.
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I think if you stay that way, you can be very successful.
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I mean we were A and we are a €16 billion company that was
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highly successful selling products.
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But we also know that if we want to get to the next phase of our
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growth story, we have to pivot and really become a lot more
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customer oriented and become way deeper at understanding their
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pain points and their their success metrics.
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This allows us to really position the right solutions and
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this is where you become much more of a strategic partner for
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the customer. Outstanding.
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I'm curious for those who are in, I want to say widget based
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go to market after you said widget and those who are used to
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the heavily structured, potentially siloed product based
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go to market strategies. What are the biggest internal
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challenges that companies face when they're trying to
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transition to be a little more focused on the customer, and how
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can leaders navigate those better?
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First of all, when you do have this and we're living some of
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these challenges as well as we've done this change, it's
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really the people saying that, hey, we were really successful.
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So why are we changing what worked?
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And really you have to establish this North star of what are we
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trying to get to. And be clear.
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And I think this is the biggest challenge is seeing what that
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future is and and why that customer centricity is so
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important and how does that both create value and how does that
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really scale to be able to live what you're trying to do.
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And one of the, the stories I have is it was very clear to me
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that we needed to make this shift.
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We were at, at a customer meeting and we had 20 plus
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people from our company in this meeting and everybody was
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representing a different product.
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Actually the customer was confused because we spent 20
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minutes going through introductions and we never got
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to the problem statement of what the customer was trying to solve
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and what are their pain points. So it, it just for me, it's like
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using that story to tailor, hey, how do we do this differently?
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And the good news is we've been able to live this a little bit
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with over the last year, year and three months that we've done
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this change. It's been really nice to see the
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customer response when they can see that, hey, look, you're,
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you're actually talking to me about my pain points, not what
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you have to sell first. So it, it, it changes the
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dynamics and really I would say makes you a, a Co investor in a
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way of the delivering the customer success for them.
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And it really makes the I'd say the the dynamics way different
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from an engagement standpoint. Outstanding.
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Well if you did saw me laugh a little bit.
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If you're watching the video, everyone saw me smirk a little
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when you talked about sellers from each product.
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It's very applicable to tech. Anyone in, in B2B sales and
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marketing, they have had those meetings where 8 folks from a
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big marketing conglomerate come and present to you all the
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different solutions that you could package together to have
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this ultimate one stop shop, which we know is never the case.
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So that, that was my little bit of a laugh there because that's
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applicable to any industry, especially tech.
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And even with, though we started with semiconductors, I, I've
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been there, we've seen it. We honor the 8 reps that join
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and they're trying to shield their particular thing and do
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the slide hand offs. All right, let me plug in my
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machine and talk to you about why you should buy this.
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So if we're thinking about retention, one of the traps that
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I commonly see with go to market strategy is most people go
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straight to net new and they think, oh, we've got to close
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more customers, we've got to hit our pipeline.
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Let's focus on new business and go to some of the traditional
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demand Gen. approaches and you know lead MQL up close one,
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right, like trying to go that approach.
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If we focus in on retention, how does retention change if we're
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more oriented around the customer versus the product?
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And Chris, those other parts of the go to market piece are also
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very important to expand. But as you said for retention,
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the biggest topic I see is being able to go deeper with the
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customer. And if you've now up leveled
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your interest more into understanding their pain points,
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I think these customers also allow you broader access to what
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they're really working on and how you can help.
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And so at the end, I would say that we're still selling
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product, but we're selling in a different way.
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Instead of becoming more very transactional, we're being more
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strategic of where their pain points are.
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And I think this is what's been a massive change.
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And as a result, your customer interfaces from a retention
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standpoint also change. You go from maybe purely the
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buyer or the sourcing person and up level more to the person
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that's developing the strategy of what kind of products the
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customer is trying to make. And they have a road map of what
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they're trying to deliver. You can now intercept way more
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strategic aspects to what they're doing up leveling.
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And again, all of these things drive a a deeper connection,
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more of a broader relationship. And as a result, you're actually
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going to be much more critical to their success story.
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I love that. And the next question I have,
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it's a very simple one, but my brain is running through a
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couple scenarios. So I asked the simple, it's not
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simple to answer. It's just a simply worded
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question. I will ask the simple question
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and then I'll give you the examples of where my brain is
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racing because it it might be applicable or you may take it in
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a different direction. Either it's totally fine.
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The question is what operational shifts are critical to making
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this transition successful? So going from product to
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customer, because we talked about leadership a bit ago, but
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a couple places where my brain races too, I've been in
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organizations where I was a marketer or a product marketer
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for a specific product or collection of products that
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would be a subset of a massive offering to a customer.
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So we could end up in those situations where we've been
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eight people at the conference room table.
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Oh, selling, right. So that's one thing I'm thinking
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if I'm a marketer in one particular pocket, how does this
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change my world? So the other scenario that I go
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to, if I'm a seller, I think most sellers are motivated by
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how they make money. So the incentivization of, you
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know, pay the behavior, pay for the behavior that you want.
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How do we start to make some of those changes if we're used to
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doing 1 or a smaller collection of specific things for one
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specific product line or group of products?
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This is right into what we're facing on a day-to-day basis.
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I love the question. I would say that really the
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first step is having clarity of the processes.
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And when you're a product selling a go to market or
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product go to market orientation, you pretty much
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have a mix of different processes and very much split
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responsibilities. As you said, you have multiple
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people that are coming in. So the first thing you have to
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do is really create a standard sales process.
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Again, if you're driving more of a customer centric and I would
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even say customer and customer application centricity, you have
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to drive much more clarity there and and it's something we've
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done. And the other thing is have a
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lot of clarity around roles and responsibilities, who's doing
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what to ensure we win because you cannot have everybody.
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Again, the natural state had been everybody goes in.
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So you have to back that off and create new roles and structures
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that empower the go to market team, which the sales folks.
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But also in our industry, one of the key roles is also the role
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of the field applications engineer.
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And they really have to become a working team at the frontline
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and they're fully empowered to drive who needs to be where and
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when. So again, have having that
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process and that framework for them to operate in and then
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fully complemented by roles like application managers that really
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build out the collateral. But with the understanding of
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what these customers need, not what we have, but what they need
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and what we can deliver towards achieving the outcome with the
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customer. I think that that kind of tandem
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plus the support is critical and that's something we've done to
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now instead of eight people going to the customer, maybe you
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have two or it's, it's 2 + a application oriented person.
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Again, it's about adding value to the customer.
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You cannot have somebody that goes in though that doesn't have
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that knowledge base. So one of the big steps is
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creating that expertise as well. So does require a lot of effort
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upfront in terms of training. So I know your your question was
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simple, but the complexity around it is actually quite
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great and it does actually take quite a bit of effort to do
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this. And I even left out some of the
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other things you have to do, which is from an incentive
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standpoint, make sure each of these functions are also
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appropriately and individually incentivized towards the
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outcomes you're trying to get. Because the, the, the natural
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state is simply go to revenue design wins and that's great.
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But now you have to compliment with, OK, how deep are we going
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with the customer? What other metrics can we create
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especially around more solution orientation are are we selling
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one product or are we selling two or five that are actually at
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a different level now? Yeah, complexity.
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Listen, same thing applies here, the word alignment, right?
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I think it's oversimplified. Everyone says that they're
14:45
aligned. Almost everyone is not really
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aligned. They're not talking to each
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other enough, They're not having the right conversations.
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There's not enough structure, all, all the things and clear
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roles and responsibilities can certainly help with that.
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But I'm curious what alignment should look like in this
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scenario. And your example was a really
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good one. If we're putting one or two
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people in front of the customer, and we know that sells marketing
15:09
product, all the teams have to be working in lockstep together.
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I mean, I'm trying to stray from the word synergy because I know
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we turned that into memes these days.
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But what should alignment look like in this type of scenario?
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It really comes down to and working at a, a German company
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that's we really live the alignment culture, which is the
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first time in my career it's like fully lived.
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It really is about people, right?
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And making sure that the people with their clarity of role and
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responsibility are also again from a who is the owner of the
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customer interface. It is the account manager.
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So they are in the front and they are fully empowered to
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bring the right people in to drive the alignment to achieve
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the outcome of success with their customer.
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And I think this is one of the key steps is empowering those
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individuals to drive the go to market play.
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And that doesn't mean they own all the steps, but they end up
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being, let's say the quarterback using a sports analogy.
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And my friends in Europe will probably say, well, there was
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kind of the, the, the midfielder or what in football, but it, it
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really is having that facilitator that really calls
16:26
the play execute that helps drive the execution of play and
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gets all of the players in the right, right part of the pitch
16:33
or the field to be able to achieve the outcome with the
16:36
customer. And I think that's where you
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don't by default go to 8 people at the customer.
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You pull the ones that you need and do the discovery work
16:45
upfront and then map out and then where you have to drive the
16:49
expertise like that, that's where I'd say that the alignment
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is achieved via the leader that's in the the sales and
16:56
account management. Awesome, I want to talk about
16:59
change management and a comment quickly on change management.
17:03
I think that across 20 years and predominantly B to B.Tech for
17:08
me, resistance to change can often lead to regrettable
17:15
attrition. Was used air quotes regrettable
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attrition. Some folks are resistant to
17:21
change and they're not going to change.
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Change is inevitable in any high growth organization, especially
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if we're moving from a product focus to a customer focus.
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What are the best practices you've seen work for handling
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change management? Communication, communication,
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communication are super critical.
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And I would say as you're going through this change, you have to
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pull in people to be hard of crafting it.
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So identifying change agents is very critical because they need
17:51
to be the Champions both to get inputs of what may be in the way
17:55
of change implementation, but also to help champion the change
17:59
itself. So those I find to be really
18:02
good practices. The other thing is after a
18:05
multiple journeys being acquired at other companies going into
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something new, doing this go to market change, it's really
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bringing the key leaders together upfront and have them
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help define the change journey because they have to implement
18:22
it. So if they're part of the
18:23
crafting of it, it's really important that they are fully
18:27
committed now. So I think that participation
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and I would call it like fair process leadership, if you will
18:35
of them being included really allows them to drive the change
18:39
forward. Now it's never perfect.
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I mean, change as, as you highlighted, there's, there's
18:44
going to be attrition, there's going to be people that don't
18:46
want to live the change. And one of the things is you
18:50
also as a leader cannot invest all your cycles on the people
18:54
that do not want to live the change.
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It's going to be controversial, but you actually have to to
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channel all of your energy on the ones that do because if you
19:03
don't give them all the oxygen, the change will stall out.
19:06
And as you keep moving and investing in the ones that want
19:10
to drive the change, I mean, of course with the change anyways,
19:13
there's you have your endpoint and you're going to have to make
19:16
some pivots along the way to get to the endpoint.
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But if you're going with that team that that wants to do it,
19:23
naturally, it's going to pull through some of the resistant
19:26
ones and you'll get the attrition of the ones that do
19:29
not want to change. And at, at some point as you're
19:32
going through this journey, it's unfortunate, but you're going to
19:35
have some folks that are going to have to be left behind
19:37
because it, but that's, that's a choice.
19:40
I would say you don't. You don't ignore them at the
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beginning. You get them fully on board
19:45
initially and get them communicated.
19:48
But then as you start moving, you cannot go back.
19:51
But that would be one of the things that I'd say that is very
19:53
critical for the change. Yeah, that, that was a
19:57
personally challenging insightful comment that you had
20:01
there because we just went through a pretty big strengths
20:04
assessment as a leadership team and a marketing leadership team
20:08
both and I know personally. I tend to skew a little people
20:13
pleaser and trying to make sure that everyone is included and
20:17
pull everyone along for the ride.
20:19
And it was a great point of reflection for me to realize
20:23
that I am the most successful when I lean into my strengths
20:27
versus trying to round out weaknesses.
20:30
So almost know, hey, I'm better at these things.
20:33
The team needs these things, I need to do that.
20:36
And your point there is a very relevant one for me to say like,
20:42
go forward, get the right ones being even stronger.
20:46
And then that will naturally fix either the the ones who are
20:50
lagging, they catch up or they don't.
20:52
And you have to say, hey, a different boat's going to pick
20:55
them up. We're just leaving them in the
20:56
water. We have to keep going.
20:58
So that was a really good comment there.
21:01
A quick question here before we get to the lightning round.
21:04
So we'll have some very fast rapid fire questions there.
21:07
What is the most counter intuitive decision that you've
21:12
made that actually paid off? I ended up a few years ago, I
21:18
was presented with a challenge, like I was running a group that
21:22
needed to do publications, and I hired an engineering manager for
21:26
this task. And normally you hire somebody
21:29
that's really good with the literature or like a background
21:33
in the space. And I hired this engineering
21:35
manager and I was shocked how well they turned out because
21:40
this person created a bunch of automation.
21:42
It actually improved the efficiency of the organization
21:45
by like 10X and really scaled us to something that we'd never
21:51
been able to do before. And it was counterintuitive from
21:54
a background standpoint. I followed the best available
21:57
athlete rule. It was the best, best available
22:00
athlete at the time and just incredibly amazed at how well
22:04
that worked out. I love that and shout out Chris
22:07
Baggett. Chris Baggett, when he hired me
22:09
at Compendium, before Oracle Compendium, that was his
22:13
approach. He said it's NFL draft.
22:15
I find the best athlete, like best talent available, and then
22:18
I will build the role based on the person.
22:21
So just come to Indianapolis and talk to me.
22:23
And I said, oh, I love that approach, let's go.
22:24
I didn't know job title, pay, anything.
22:26
My wife thought I was insane but it all worked out.
22:29
It's all part of the journey, right?
22:31
It's, it's what, what core tools do you bring?
22:33
And then you can apply them to any different task.
22:38
Yeah, love that. OK, last question before the
22:40
very fast ones, I I almost missed it, but it's a very
22:43
important one. What are the best metrics or
22:46
indicators to show that a customer oriented go to market
22:49
strategy is driving business impact?
22:52
So there's a few, I mean, obviously as I mentioned at the
22:55
beginning, we are still selling product for in our case and it's
23:00
how much more product are you selling And you can look at
23:03
leading indicators of course of what's in the funnel for, for
23:07
products. But it's also feedback from the
23:09
customers is also very relevant. And so we do a lot of surveys to
23:14
our customers to see how do, how do they rate how we're
23:18
performing. And we're again, seeing a lot of
23:21
positive outcomes. And I like just talking to
23:24
customers and, and leadership at customers myself because it's
23:28
really, they're not going to be shy about what's in the way,
23:31
right. And and if you're not doing a
23:33
good job for them, they will also not be shy.
23:36
And they've been very happy with us being a lot more streamlined
23:40
and how we interact with them. They have clarity that who is
23:44
the go to person or them and that being that that account
23:47
manager or the FAE as kind of their go to people and they
23:53
don't have the confusion. I mean I think that that is also
23:56
a key thing that we've seen even in our surveys that we've gotten
24:00
back is the confusion is not there for them anymore.
24:03
They have very clear knowledge of who is their key customer
24:07
interfaces for that. And that's also true for our own
24:10
people. So I think that that's a big
24:11
step forward. And of course the metrics in
24:14
terms of how we're doing from a design activity.
24:17
But it's a journey, Chris. It's, it's not done, it's
24:20
ongoing. And really I envision this is
24:22
going to be a a multi year journey.
24:26
Yeah, and I, you know, I'll attest to that.
24:28
We update some of our OK Rs quarterly and some we keep the
24:33
same. And a lot of times it may not be
24:36
the perfect metric, but it's a metric to drive the behavior
24:39
that we need. So specifically on my team, the
24:42
one thing that I look at personally is our LinkedIn
24:44
followers and I know we could game the system.
24:47
We don't. I know it's not a direct
24:50
correlation to ROI, it's not. But I also know that if we're
24:55
getting a constant uptake of organic following, we're doing a
24:58
lot of the things right that I need to happen.
25:02
So in better social, better content, better engagement
25:05
connected with influencers. So to your point, it's a
25:07
constant evolution and that will probably change.
25:09
It might be two quarters from now where I say, hey, I want to
25:12
prioritize engagement, not just the following, but right now
25:17
that's the right one for us. So I, I, I'm with you on that.
25:20
We have some quick headers now. So these can be insanely fast
25:24
answers, but the first, it's a big loaded question.
25:28
You're constrained to 1 answer. What is the single biggest
25:32
challenge in B2B marketing today?
25:35
Oh, wow. I think for marketing, it's
25:37
really that measuring ROI with a concrete like real number, it's
25:42
often very difficult to tie in direct revenue from a marketing
25:46
effort. And that's the one for me, at
25:48
least in my space. Yeah, I hear you on that.
25:51
What about technology, Favorite tools or tech that you're using
25:54
today? Oh, you know this is the age of
25:56
AI, right? So I obviously use Gemini quite
26:00
a bit to help, at least for preparation for customer
26:03
meetings. It does a great job summarizing
26:06
financials and some of their latest announcements.
26:10
But I'm going to do a bonus one if OK.
26:12
I'd say a good pair of headphones is also very
26:15
important, especially to get that space to be able to think
26:18
and process information and and plan the next steps.
26:22
Yes, I will, plus one that both I used Gemini yesterday for dish
26:27
recommendations at a restaurant we were driving to with my wife
26:30
and oldest daughter in the car. So I just did the voice and I
26:33
was like, tell us the best things we should order at
26:35
Indochina and Wilmington. And I was like, hey, here are
26:38
the top dishes. Cool, That was awesome.
26:40
And then for headphones, I'm wearing the Airpod Max right
26:44
now, but I also have a nice Sony ME noise cancelling headset and
26:48
the Bose headset. I just vary depending on which
26:50
trip, how long, how, what the comfort level is.
26:53
So with you on that for sure. What about Goodreads now that we
26:58
say reads? It's a little misleading.
27:00
It could be book, blog, newsletter, podcast.
27:02
What are the favorite things that you're consuming?
27:04
Oh wow, I have a few books behind me so maybe I'll grab a
27:08
couple here for you. First is this book called Range,
27:12
which is by David Epstein. This is outstanding.
27:15
It's really about exploring different things early in your
27:18
career. I know you have a mix of
27:21
followers on this podcast. So I think that people early in
27:25
their career, they should explore different career paths
27:28
just to to learn what they really like and, and they're
27:30
passionate about. And then the other one is
27:34
Backstage Leadership, which is from one of my professors from
27:38
INSEAD, also a great book. This is really about leadership
27:43
and not just all the front facing things that leaders have
27:46
to do, but really going back into the processes and
27:50
understanding what's the plumbing of the organization.
27:53
So you really go deep and understand things so you can
27:56
apply the right fixes along the way.
27:58
And you don't fully delegate the approach on how to construct an
28:02
organization and the processes. So I think they're actually
28:05
quite interconnected for me personally because I've had a
28:08
breath of experience. So I've done the dynamic range
28:11
and now I'm applying it with some of the backstage leadership
28:15
learnings as well. So they've been very applicable
28:17
for me and I think they could be great reads for your audience as
28:20
well. Great recommendations and what
28:23
an phenomenal title. Backstage leadership.
28:25
That's as soon as you said it, I knew exactly what it was about.
28:28
I was going to. That's a great title.
28:30
What about people going from reads content to people?
28:34
Who inspires you the most? Well, I would say that the
28:37
probably two people in my career, the biggest inspiration
28:41
was the founder of Maxim who is no longer with us gentleman
28:45
named Jack Gifford. I was a very privileged to be
28:48
able to get a university scholarship from him and a lot
28:52
of personal investment in terms of coaching and really the
28:55
experience that I mentioned early in my career that was a
28:58
largely attributed to the opportunities he created for me.
29:02
But then it would really be my mom.
29:04
It's like my mom is a constantly inspires me because she's had to
29:09
take on multiple roles throughout her life.
29:11
And for me, it's about getting that range, but also figuring
29:16
out how to keep leading and how to keep getting better.
29:20
And my mom always inspires me to do that, and she does it
29:23
herself. 10 out of 10 response there.
29:26
I usually transition to the last question by saying and now the
29:30
most important question. But after your mom as the
29:32
answer, I feel like that was the most important question.
29:35
So the second most important question to close out our time
29:39
together. Preet, how can everyone get in
29:41
touch with you after this episode?
29:44
I'm available on LinkedIn, Preet, Sibia, I'm the one at
29:48
Infineon, so readily available there.
29:51
And if anybody wants to contact me by e-mail, my e-mail is
29:55
preet.sibia@infineon.com and I'd love to hear from your audience.
29:59
Love it. You crushed it Preet.
30:01
Thanks for your time today. Thank you, Chris.
30:04
Thanks for joining us for On Base.
30:06
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