Latest / The Prompt / Ep. 537 | How to Scale Demand Generation Like a Pro

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Ep. 537 | How to Scale Demand Generation Like a Pro · The Prompt

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This is on base your one stop shop for solving your most
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pressing B to B go to market challenges each week.
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Host Chris Moody and Paul Gibson talked to sales and marketing
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leaders to get you in depth insights and creative strategies
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to set your revenue teams up for success.
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Everyone, welcome back to the Home Based podcast.
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I'm your host, Chris Moody, and today we're very excited to have
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Lily Yoon with us to discuss scaling demand Gen. lessons from
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startup to scale up. Lily, thanks for joining us
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today and welcome to the show. Thanks for having me Chris.
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Excited to be here. Well, we're pumped to have you
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here. I know that the weather is
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lovely in Austin, TX today, so I appreciate you locking yourself
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in a room with me for a little bit.
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But we love to start each episode with a little
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understanding of the journey that led you to what you're
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doing today. Yeah, to your point, the weather
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is amazing, but very excited to be here.
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So want to be anywhere else I'd say career wise.
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And what brought me here today, I started my career in tech as a
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BDR and prior to starting my career in tech as a BDRI was
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actually a full cycle sales Rep and a non tech industry.
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And so I didn't really have like an understanding of marketing
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and where leads were coming from.
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I just knew it showed up magically on my computer every
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morning and like I have to follow up with them.
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And it wasn't until I actually started my career in tech right
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around the time like Austin started really booming up in the
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tech space and got my BDR role. And the leader, my manager at
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that time was actually leading the BDR team and also the
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marketing strategy at the startup.
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And so that was my first introduction of understanding
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like demand generation and how it all comes together for
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businesses. And at that point, the
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organization was like a series B startup and so very fast-paced
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learn the impact that each campaign can have in relation to
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like a BDR and overall in turn the business.
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And so my interest started really growing and how does that
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all work together and how do you actually get the like channels
2:14
and overall like how does that impact the business and the
2:17
people in a positive way? And where can I fit into that?
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And so that's how we all kind of started for me and then kind of
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built my career more into the sales aspect and then transition
2:30
more into the full demand generation aspect as I started
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going to like earlier stage organizations, so Series A and
2:38
then seed funded company. And now I'm at a larger
2:43
organization. And so having kind of like
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walked the different paths of different stages, it's been a
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really great experience and seeing how different
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organizations operate their demand Gen. teams.
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I love that talk about experience when it comes to
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alignment. When you've been a seller,
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you've been a BDR and then in demand Gen. that's always
3:05
advantageous. I'm sure that never helps you
3:07
every single day. I'm curious what's inspired your
3:12
focus on account based strategies and those go to
3:16
market approaches within demand generation?
3:18
Yeah, great question. I feel like a camp based
3:23
strategies, What really inspired me is initially I was a part
3:28
kind of like a Wild West model. There wasn't really a strategy
3:32
when I first started in sales and I didn't really understand
3:36
like what exactly are we doing? I just know that I just need to
3:40
reach out to contacts and see if we can set a meeting.
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And it wasn't until a little bit later in regards to account
3:48
based marketing strategies that I was looking at like and
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learning as well a lot along the way around the industry,
3:56
changing technology that's helping with the strategy.
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And one thing I took away from all my learnings is it all
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starts with the accounts. Like I always like to tell my
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team, you know, what's the most important part of your house
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when it's getting built the foundation.
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And so similar to applying it to like strategy for organizations,
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everything starts with the accounts.
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And so you do activities, you find the right contacts within
4:23
the accounts, you do activities on top of those contacts that
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which yields opportunities. And all the quality of that
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depends upon the accounts that you have and how you're going to
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market and targeting those accounts.
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And so I kind of always say like, if your foundation's not
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great, you're going to start getting cracks in your house, in
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your walls, in your like windows.
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And believe me, I've seen it actually happen to one of our
4:46
neighbors and it's not bring to their house.
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And that's how I see like our business as well.
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It's like, what are the right accounts and what are the right
4:55
channels to meet our buyers? And what's the right messaging
4:58
and how do we improve that over time?
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And so that's something that I've taken away from each of my
5:03
organizations and that applies to any stage organization.
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Yeah, I love that and foundation problems.
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Super scary, just getting termite inspections is scary
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enough so I can't imagine how much it costs to fix the
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foundation. Important to all demand Gen.
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strategies is the team too. So, you know, I'd love to know
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if there were any pivotal moments or challenges that
5:29
happened in your career that changed the way you think about
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building and scaling demand generation teams.
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Yeah, I'd say pivotal moment was going to a very early stage
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company where we were doing category creation.
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It was also timing wise really crazy.
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It was when everything was getting shut down with COVID
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happening. And So what I thought were the
5:55
basics were no longer the basics with our buyers especially.
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And so I think with like the team aspect, it really was a lot
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of communication that was needing to be done.
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And we are all remote and a lot of us have never worked remote
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before too. So over communicating, like what
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are the goals that we're looking to achieve and being aligned on
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that across the board as an executive team as a big pivotal
6:21
moment in my career, I feel like either I'm going to have to step
6:25
up and find creative ways to get through this, or we're not going
6:29
to do so well in the next quarter and the next few
6:32
quarters. So for me, it was really about
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like, how do we communicate in the best way and pivot and
6:38
change with our surroundings and all the events happening and
6:43
make sure that we are aligning and understanding our buyers and
6:46
what they're going through as well.
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And how do we best communicate with them.
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So that way we can make sure that we're up to date with
6:54
what's going on and having conversations with our own team
6:58
and keeping them interested and aligned to solving the problem.
7:03
That and look, I, I know from talking to a lot of marketing
7:07
leaders, you mentioned Series A, series B startup scale up.
7:11
A lot of folks like to narrow in on one very specific stage for a
7:17
company growth. I'm curious if you think your
7:20
experiences at startups helped to prepare you for scale UPS or
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maybe one comes before the other, chicken or the egg style.
7:28
But tell us a little bit about how you think of that experience
7:32
helping you at different stages of company growth.
7:35
Yeah, great question. I'd say.
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So I went from scale up to like startup and then back to scale
7:42
up. So I think what the scale up to
7:46
or going to startup phase really taught me was I thought I was
7:50
resourceful a lot and scrappy at my first organization at the
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scale up. But when I got to the startup, I
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was like, oh, I really did not know what scrappy
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resourcefulness is until I joined the earlier stage
8:05
company. Because you're really having to
8:07
work, wear multiple hats. You don't have the full team
8:10
marketing team to support you and the full sales team to
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support you. So you're having to actually do
8:16
a lot of the work and you're having a better prioritize
8:19
what's actually going to yield the highest results because
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there's so many things that you could be doing for each of the
8:26
different departments to support them, whether it's very top of
8:29
auto demand Gen. or ongoing pipeline support or customer
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upsell and renewal support. So I think that was my biggest
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learning and going to early stages, how do I prioritize and
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make sure I'm really just focusing on those main three
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goals for each quarter and then moving on to the next few goals.
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Whereas being for larger organizations where I had a few
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more resources, it's more about you can do other things on the
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side because you had the capacity to do that.
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But and then going from start up to scale up, I think is really
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allowed me to kind of just get into the weeds a bit more so and
9:10
like help in different aspects and guide more on the day-to-day
9:14
side of things for my team. So there's a value in like
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having the different transitions for both.
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I think that's great advice. I I feel the same way too.
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I mean some of my favorite experiences were companies of
9:27
25, but I've also been the first full time employee.
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Then I've worked at some of the biggest companies in the world.
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All can give you very distinct experiences.
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I'd love to dig into the ramp up as a new demand generation
9:42
leader in the 1st 30 days. If if you're joining new, what
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are the top 3 priorities that you think everyone should focus
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on? Yeah.
9:52
So for me, it's always been aligning with the company goals
9:58
and understanding with the main stakeholders of like where can I
10:02
support and what's needed from my department.
10:06
And so it's actually really relevant because I just started
10:08
at my new company like 2 months ago now feels like I've been
10:12
there forever. And so that was like my first
10:15
thing, having one on ones with main stakeholders to align on
10:20
strategy goals with a sales department, a product marketing
10:23
department, Rev OPS, CS, the exact team and making sure that
10:30
we understand, I understand specifically like what does my
10:34
team need to focus on and what are the top three things that I
10:36
can work on within my first quarter.
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And so that's the first thing I did.
10:42
And then the second thing I did was take a look at our existing
10:46
programs and the performance of those programs.
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So the BDR organization reports to me as well.
10:53
And so kind of got a breakdown of metrics from the BDR team,
10:57
but then also our different channels and campaigns, what
11:00
funnel conversions look like overall, and then understanding
11:04
attribution first and then finding where the gaps are from
11:08
there. Because I'm sure you've
11:10
experienced this. Like everybody when you first
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start, they're like, Oh my God, so glad you're here.
11:14
Let's talk about what we need to prioritize and you're really
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needing to listen. And they have a good point of
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like prioritizing, but you also want to make sure you have the
11:22
data to help with that prioritization and the goals
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that need to be achieved from the business standpoint.
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Absolutely. You know, as you're figuring out
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those longer term strategies too and really getting plugged into
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a business, how do you work to identify potential quick wins
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where you can make an early impact?
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Yeah. I have a concept of like people
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first. So I look at capacity on my team
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and I try to understand where are we generating, who's
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generating the most pipeline in regards to like demand
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generation for the organization. And so I usually look at like
12:01
top performers on the BDR team and then look at what they're
12:04
doing and then try to understand what are the potential gaps that
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they have that we can support with.
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And so from there, I kind of create a playbook of like an
12:16
example and then fill in those gap areas.
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And then from like funnel aspect, I do a breakdown of like
12:23
understanding what are our convergence from, you know, lead
12:26
stage to MQL to sales qualified and then opportunity to close
12:31
one when rights and loss rates. And so trying to understand like
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where is the leakage with friction?
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And then that usually gives you a really good idea of like what
12:41
are the technical things that you should be focusing on then
12:44
from there to improve those specific metrics.
12:47
So just as an example of like you're noticing your lead to MQL
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conversion rate isn't could be improved, then it's a matter of
12:56
like digging into understanding what exactly is causing that,
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whether it's messaging, whether it's like the lead routing
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scenario, maybe there's too much of A delay.
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We're not following up as quickly as enough as we should
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be. So scenarios like that.
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And I'm actually reading an interesting, a really good book
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I recommended to me by my mentor.
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But what it states, like what it stated really stood out to me.
13:19
And it was saying like you need to go do the job to understand
13:23
like how to solve it or at least ask the person who's doing the
13:26
job to understand what's happening to solve any type of
13:29
gaps. And so really just under trying
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to understand like what's actually the day-to-day scenario
13:35
that's happening that's affecting some of the the
13:38
metrics and the convergence there?
13:39
Yeah, this is such a good point. Just do the job that it reminded
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me of my first job as a product manager.
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And there was no substitute for just walking in the doctor's
13:50
office. It was a medical device product.
13:51
But seeing how they interact with things and it was very
13:55
different than the support tickets that came in because you
13:57
started to see how the problem is not with the product.
14:01
It was with an accessory. It was the basket on the mobile
14:04
stand, not the mobile stand, just the basket.
14:06
They would come off and then they'd have stacks of them, but
14:09
it never made its way up. It was, we have a problem with
14:11
the product and then boom, boom, boom.
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Until you did the job, we didn't really see it.
14:16
So I, I think that one spoke to me a lot.
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I'm curious what are the biggest challenges if you're going from
14:24
demand Gen. Strategies at a start, up to the
14:27
scale up where you're really trying to hit that maximum
14:30
velocity, huge momentum, bigger numbers that you have to
14:34
accomplish. I think from startup to scale up
14:38
some of the challenges and differences, I'd say like to
14:42
your point, it's like when you're at a startup, you're
14:45
really needed to have a targeted account list.
14:49
So you know like Tam, Samsung serviceable, addressable market
14:54
and a serviceable attainable market.
14:56
Really kind of getting that idea of like who are the top 100
14:59
accounts that we should be really targeting as an early
15:02
stage startup that would be our perfect ICP fit.
15:05
But that also is a challenge is like when you're so early stage,
15:07
you're like, what is our ICP fit?
15:10
And so it's like step one, we got to really find our ICP fit
15:14
and then build off from there. And whereas for scale UPS, it's
15:17
really about, you know, you need programs that definitely can
15:20
scale across the different regions and personas and the
15:23
different verticals and then making sure that everyone is
15:27
aligned with the personalization that's needed for each of those
15:31
scenarios. So I think that's one one of the
15:34
bigger challenges is like that transition of like we actually
15:39
need to do more process related focus and training.
15:42
And because you do have more head count and more resources
15:45
and capacity that you need to be aware of at the scale up stage.
15:49
And then I think the earlier stage companies have a little
15:53
bit more of a challenge with like investing in good CRM
15:57
hygiene and data. I've been very fortunate where
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I've been a part of organizations where like the
16:03
CRM, it's been very clean when I started and also clean when I
16:08
left. And so I think we're like at
16:12
early stage, you're very much like, let's go.
16:14
We got to like build as much pipeline as we can and close as
16:18
many deals. And you know, so you end up
16:20
getting super busy in the day-to-day stuff and you end up
16:24
potentially losing the focus and need on understanding like
16:28
attribution, setting up the right criterias and definitions
16:32
and having that alignment as an executive team.
16:35
And that can impact a lot as you are getting to that scale up
16:40
stage, right? Because then you end up having
16:41
to like overhaul your CRM processes and update all the the
16:45
fields and definitions. And when you're trying to do
16:48
historical reporting, it becomes much more of a headache.
16:52
But I think that's a big focus and recommendation I would have
16:55
for earlier stage leaders is like, even if you don't have the
16:59
tech to do it, you know, use a spreadsheet and start tracking
17:03
it, you know, from day one, it will help in the end and you may
17:07
not use it immediately, but it could come over like it'll
17:11
probably help eventually. So.
17:14
Absolutely. And I laughed when you were
17:16
talking about the startup ICP because I said around a 30
17:20
person company and Oracle bought us and then the due diligence
17:23
process, they were pressing pretty hard on the ICP.
17:27
We were around a 30 person company and my answer was our
17:30
ICP is anyone who pays us and that was not sufficient to them.
17:35
And they kept pressing and I said no, literally anyone who
17:39
will transact with us is our ICP right now that that's just how
17:44
it was as a startup. And then you go in and you have
17:47
to get a lot more specific, but our customers range from mom and
17:50
pop teddy bear shop right down the street, literally to one of
17:54
the largest companies in the world who is in every store that
17:58
you walk in, right. And that just, it reminded me
18:02
very different top 100 accounts versus scale up and start up.
18:08
I'm curious, you were hitting on technology.
18:11
What are some of the frameworks or tools that you lean on to
18:14
align account based strategies with company wide go to market
18:18
efforts? Yeah, great question.
18:20
So alignment is always something that I am very passionate about
18:26
because I like to know what goals I need to be focusing on.
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And I think that's my biggest thing.
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It's like if you give me the goal, I will focus on whatever I
18:37
can do to achieve that goal. And the challenges that I see a
18:41
lot with leadership teams, it can be the fact that people
18:44
aren't aligned on the goals. And so, you know, technology
18:48
wise, you know, you can use like OK, our solutions or project
18:53
management solutions to help that foster that communication.
18:56
But I think it really starts with like the executive team and
18:59
they need to have that time to connect with each other and
19:02
discuss and make sure they are aligned on where they want to
19:06
take the the company to go to market strategy and then cascade
19:11
that from there. So like a framework OK Rs?
19:14
Are you familiar with OK Rs like?
19:16
Yes, we have just been through that process for this quarter.
19:19
Shout out work board for us but that we use tools like that too
19:23
oh of. Course, then we also use work
19:24
board, great solution. And so in the sense of like
19:28
cascading that information, it really helps just to like
19:31
understand and prioritize like what are the biggest focuses for
19:36
this quarter and next quarter? And then from there, what are
19:40
each department heads focused on to support that?
19:43
And so then from like a leadership VP side of things,
19:47
then I take those OK Rs and then create my own for each of my
19:52
department heads as well. And then they also cascade that
19:57
message to our individual contributors.
19:59
So that way we're making sure that the team is the entire
20:02
organization is fully aligned to how they actually.
20:06
Impact the day-to-day, but also like how that day-to-day work
20:10
that they're doing is impacting the overall goal.
20:12
Because feel like when you're doing the day-to-day stuff, a
20:15
lot of times you lose sight of like, what is this actually
20:19
impacting overall? And having like a visual
20:23
document, you know, that reminder, whether you show it to
20:26
the team weekly or monthly, helps keep, keep people in line
20:30
because sometimes you get sidetracked, right?
20:33
Like there's another project that can be coming up and you're
20:36
like, Oh yeah, let me go take a look at that project.
20:39
But then when you look at your OK Rs that are assigned to you,
20:41
it helps you realign and say, does this actually align with
20:46
supporting the OK Rs? And if not, we'd let's try to
20:48
prioritize this and for another quarter then?
20:51
I totally agree. We go through that process bi
20:54
weekly. So we do bi weekly updates and
20:56
that is keeping your eye on the metrics that matter to drive the
21:00
right behaviors. They may not be directly
21:02
correlated to the measurement, but it's always getting our
21:06
brains in the right place. So I'm a big fan of that.
21:08
And you mentioned alignment or well-being aligned in the
21:12
process. I'd love to go back to alignment
21:16
and revisit that. You've been a BBR, You've been a
21:19
seller across the entire cycle. You lead to mansion teams.
21:24
How do you ensure alignment between sales and marketing as
21:27
teams grow and you have different stages of growth at
21:30
each company? Yeah, great question.
21:33
So right now, I'd say from all my experiences, the biggest
21:38
thing has just been finding time like a regular set schedule on
21:43
the calendar to meet with each department stakeholders and
21:46
having a agenda of what needs to be covered and making sure that
21:51
again, it's tied to the objectives and key results that
21:54
you have as a business. So I typically like to have the
21:59
meetings focused on strategy topics and like dated, you know,
22:03
there's always day-to-day stuff back and forth on like existing
22:06
projects and campaigns that we're running.
22:08
So it's like, OK, those should be done quickly, right?
22:11
We can message each other very quick or hop on a quick call,
22:15
but at least having a bi weekly meeting with the main department
22:20
stakeholders and trying to align on making sure we're on the
22:24
right track from a go to market standpoint.
22:27
Has there been any changes in our environment, whether it's
22:32
our internal environment or our external environment for our
22:35
buyers that we need to actually pivot and change some of the
22:38
strategy? And I think that's something
22:41
that I've learned a lot regardless of the stage of the
22:44
organization is like making sure we're recognizing like do we
22:47
need to pivot as quickly as possible before it gets too
22:50
late? And are we AB testing the right
22:53
things? I love that I have a soapbox
22:55
question for you. So we're going to create a
22:57
hypothetical situation. You're in a room full of demand
23:02
generation leaders and you can step on the soapbox.
23:07
Your goal is to make sure that they avoid the most common
23:10
pitfalls, traps, mistakes, and building out their demand
23:14
generation teams. So if you're on that soapbox,
23:17
what are the things that you would want to make sure do other
23:21
demand generation leaders avoid to build the best possible
23:24
demand Gen. team? Avoid to build the best demand
23:30
generation team. There's so many things.
23:35
I think as you're building out your demand Gen. team and you're
23:40
thinking about how do I create the best in class demand
23:44
generation team. It's really about defining like
23:47
roles within your department as a leader of like what are the
23:51
strengths our current team has and what are some of the gaps?
23:55
And then understanding like does our everyone on our team have a
23:58
clarity of what their role is within the team?
24:02
So their roles, responsibilities, what they own.
24:06
And then from there, making sure you're filling in the gaps with
24:09
the right people, because people are what drives success with an
24:14
organization from my experience. And not everyone has the same
24:19
like skill set. And so it's finding the people
24:21
who have specific skill sets and making sure that that is, you
24:25
know, contributing to the organization.
24:27
Outstanding. OK, similar question.
24:30
Just a little extra specificity here.
24:32
You talked about your mentor earlier, which I think is always
24:36
great to have a mentor. If you are the mentor and it's a
24:40
demand generate duration leader, so demand Gen. leader for the
24:44
very first time, what is the most critical piece of advice
24:49
you're going to give them? I was gonna say go find a
24:52
mentor, but if I'm a. Mentor.
24:54
You are the mentor. Yeah, Well, that could be it,
24:57
actually. I mean, we could, we could take
24:59
a step back. Maybe that is the thing, like
25:01
have someone to talk to. Yeah.
25:04
Step one is finding someone that has a similar background as you.
25:08
I think there's a lot of great experience leaders out there
25:12
that, you know, you can reach out to that are like, you know,
25:16
common thought leaders within the space.
25:18
That being said, if they're not at the same stage as you, it may
25:21
not be as relevant to reach out to them and get their feedback
25:24
if they're like 30 years in their career and you're just
25:28
starting off right. So finding someone with like a
25:31
relevant similar background has gone through that transition as
25:35
you and then has some recency behind it too, can definitely be
25:40
impactful. And then the other thing is once
25:44
you find that mentor, and it could be from like different
25:46
channels, right? You can either connect through
25:48
your network, personal network or go to some of the
25:52
communities, join some Slack communities, online communities
25:56
with leaders and try to find a mentor there.
25:58
And then once you find that mentor, let's say that mentor
26:01
was me, I always like to, before I give advice, I usually like to
26:06
understand like what is that person's situation?
26:09
Because each organization has, you know, different nuances,
26:13
different challenges, each person has their own skill sets.
26:16
And so I think trying to understand like self reflection
26:20
first is really important. And so that would probably be my
26:22
advice to my mentee is like, hey, actually do a SWOT analysis
26:27
for yourself 1st and try to understand your strengths,
26:30
weaknesses, what are your opportunities and what are the
26:33
potential threats. That sounds a little bit, you
26:36
know, scary, but it's, I usually like to convert the word threats
26:39
to like, what are some opportunities for like growth or
26:43
some challenges you may face in your new role, whether that's
26:47
something where it's like you aren't an expert in XY and Z, so
26:51
that could be a challenge or a threat for you.
26:54
So doing that first is probably my first recommendation.
26:58
And then from there you can kind of build and grow and try to
27:01
find ways to fill in your own personal gap.
27:04
Awesome. Yeah, I would plus one that for
27:06
everyone listening at Demand Base, we're big on the Enneagram
27:10
process. So we've gone through that as
27:12
leadership teams and across our teams.
27:15
And even ahead of our marketing off site, which is next week, we
27:19
went and did a strengths assessment and that's one of the
27:22
exercises we're going to do. It gives you your top five
27:24
strengths. But even across my team, I only,
27:28
I have a very small team. So there are two folks on my
27:30
team right now. And even looking side by side
27:34
with the first one to complete it, we didn't have a single
27:37
strength in common of our top five, which is really
27:41
interesting when you think about how we work together and the
27:43
things that I'm running and the things that she's running.
27:46
So that's an incredible process. I think that's great advice.
27:50
So I will plus 100 that one. What about the the trends or
27:55
innovations and account based strategies?
27:57
How do you see any of the trends that you're noticing shaping the
28:01
future of Dimension? Yeah, I've been following along.
28:05
I think it's been like almost two years when we were really
28:07
like AI technology has come in and what does that mean and how
28:12
do we apply that to our day-to-day?
28:15
And so I think it allows us to really enhance our capabilities
28:21
and efficiency. And that's something that, like
28:23
we really focus on for my team is like, how do we become more
28:27
efficient and how do we actually help AI help us be more
28:30
efficient? Yeah.
28:32
So for some examples, like you may end up having like AI do
28:36
like dynamic landing pages, personalized ads and, you know,
28:41
contract recommendations that are much more relevant and to
28:45
the buyer all in turn, like ultimately helping with like
28:48
merchants as well. So and like, yeah, a preload for
28:52
example, we actually have like an AI tagging component to make
28:55
content operations wait smoother and easier to find content.
28:59
All of that is just like the change and the shift.
29:01
I think there's a lot of amazing technology that's coming out and
29:07
in turn that can be a lot of noise.
29:09
And so I don't know if you've experienced this, but I for a
29:13
while was going through this rabbit hole of like any time
29:16
someone mentioned a new AI software to help with demand, I
29:20
was like looking at it and looking into it and getting
29:23
feedback on it. And so I think the one thing
29:27
though was my North Star is like trying to realign though, like
29:31
does this support I OK R though? And how does it fit with our
29:35
current existing tech stack? And is this a pain point?
29:39
And how do I justify the ROI for that tech stack?
29:42
So I think that's something that I've noticed over time is just
29:46
like we are getting more feedback too around the earlier
29:50
doctors of AI technology and we're hearing things that are
29:54
working. And so it's great to see like
29:57
the technology being adopted and people benefiting from it.
30:01
I love that. And in marketing we have never
30:04
chased a shiny object, right? I feel that too.
30:07
I know when I first found out about Mid Journey a couple years
30:10
ago, I went so deep. And that was in a Discord server
30:14
and you figure out the prompts and then I was building, you
30:17
know, all these amazing Space Jam characters and just doing
30:21
random things because it was interesting.
30:23
I think it's always good to learn, but your point is a very
30:26
important one. We have to do strategy goals
30:30
first and then find the technology and the tool set to
30:34
get us there, which is, you know, we're pretty close to
30:37
making it a perfect Segway. I have one more question before
30:40
we jump into tech, but we're shifting into our quick hitters.
30:43
So this is kind of our lightning round as we're coming up on
30:45
time. A lot of these can be very
30:48
quick, brief answers. And the first, you can only pick
30:52
one thing. What is the single biggest
30:54
challenge in B2B sales today? I know you said quick quick
31:02
other formatting, but I'm just going to say because to my
31:05
earlier answer and what I prioritize is targeting the
31:09
wrong prospects biggest challenge.
31:11
That's good. That's good.
31:12
OK tech. So this would have been the
31:14
perfect segue if I didn't want to ask that, but we had to get
31:17
to it first. Technology.
31:18
What are your favorite tools and technologies that you're using
31:21
today? Favorite tools today?
31:24
I love a sauna. I love project management
31:27
technology, so work board a sauna.
31:31
Zoom info copilot has been really interesting as well.
31:34
All right, sounds good. All right.
31:36
What about Goodreads? Book, blog, newsletter, podcast.
31:39
You can take it anywhere you want.
31:40
Yeah. So that quote I was mentioning
31:42
earlier about the book from my recommendation for my mentor,
31:45
it's actually called, it's called Reset by Dan Heath.
31:49
And so that's been really great recommended if you're interested
31:53
in learning about like how to improve your overall day-to-day
31:56
operations as a leader. Who inspires you the most?
32:00
And B to B. So this could be about people.
32:03
I would say the specific people that I've worked with that as
32:09
like a BDR and now I'm seeing them lead their organizations as
32:13
leaders. So just a name drop.
32:16
If you don't follow them, you should.
32:18
Shannon Hawari is definitely one of those leaders.
32:22
And then Graham Collins has always been a great leader and
32:25
mentor with amazing insights around comp plans.
32:28
Outstanding comp plans. No one cares about that.
32:32
Yeah. The only the most important
32:34
thing that drives behavior, right?
32:36
How you get paid. So great shout outs there.
32:39
And then Willie, the most important question of all, how
32:41
can everyone get in touch with you after this episode?
32:44
Yeah, great question. So happy to connect on LinkedIn.
32:47
My LinkedIn name is Lily Yun Jaroszewski and so I won't ask
32:53
anybody to spell that out, but if you just type in Lily Yun,
32:56
you should be able to find me. Awesome.
32:58
Well, thank you so much for your time today.
33:00
You crushed it. Oh, thank you.
33:02
Thanks for having me. Thanks for joining us for On
33:05
Base. If you enjoyed this episode,
33:07
please be sure to share, rate, review and subscribe on Spotify,
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33:14
The show is brought to you by Demand Base, the only account
33:17
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33:20
alignment.