CRO Atlassian, Cameron Deatsch: Exploring Atlassian’s Unorthodox Strategy
Grit14 Des 2020

CRO Atlassian, Cameron Deatsch: Exploring Atlassian’s Unorthodox Strategy

Atlassian is one of the most unorthodox technology companies in the world. Almost everything the company does is completely different than what you would expect. And yet, the organization has been massively successful and efficient in achieving growth.

In this episode of Go to Market Grit, Joubin and Cameron discuss how Cameron built a $44 billion business without a sales team, and some of the company’s key growth levers.

In this episode of Go to Market Grit, we cover:

  • Cameron’s role as CRO of Atlassian, and what he does on a daily basis.
  • Some of the factors that make Atlassian unique. For example, the company spends more on R&D than sales and marketing.
  • Why price transparency plays a key role in Atlassian
  • The various positions that Greg has held at Atlassian, and how they influence his current role as CRO.
  • The difference between customer advocacy and sales at Atlassian.
  • How Atlassian defines success across various roles.
  • Why Atlassian has one of the most efficient go to market strategies in the history of go to market enterprise software.
  • Atlassian’s workflow, and how the company drives customers forward.
  • Cameron’s thoughts on product-led growth models, and why it works for Atlassian.
  • Atlassian’s strategic approach to managing around target numbers — and why the company is firm about not giving discounts to drive deals.
  • How geographic location tends to impact software purchasing.
  • How Atlassian manages to navigate and manage risk, and operate with a very unorthodox business model — and how their leadership helps ensure success. Cameron also talks about how the company maintains this model as a publicly traded organization.
  • Atlassian’s primary growth levers — and why there will most likely never be another Atlassian.
  • Some key failures that Cameron and his team have worked through — including how they turned a massive failure into one of their biggest successes.
  • The ethos that exists in Silicon Valley around building products from within, and how Atlassian has bucked that trend through M&A.
  • The characteristics that have made Cameron so successful.
  • How Cameron defines grit.

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Chief Sales and Success Officer at Slack, Bob Frati: Exploring Slack’s Key Growth Levers and Competition

Chief Sales and Success Officer at Slack, Bob Frati: Exploring Slack’s Key Growth Levers and Competition

In Episode #1 of Go to Market Grit, Slack’s SVP of Sales and Customer Success, Bob Frati, gives the inside scoop about the company’s sales and go-to-market strategy, and why they have been able to scale their go to market so quickly and effectively over the last few years. Bob and Joubin discuss two key topics in detail, outlining the next four years for Slack and key growth levers they can pull, along with growing competition in Slack’s market and what that means for their future. In this episode of Go to Market Grit, we cover: Key growth levers for Slack, and why the company is positioned for continued market dominance.Slack’s response to growing market competition, and why it’s ultimately better for the consumer and for the company.How Slack identified a business need and strong product market fit, and then worked to expand the solution to a broader audience. The importance of having a strong and developed customer-facing team to navigate complexities in large enterprises, and push business forward to completion.How Slack grew its sales team from 300 to 2,000 people — quickly, and effectively. Some of the factors that Slack looks for when hiring customer-facing sales staff, and why they value these characteristics.Why hiring should be a mutual fit for both the candidate and the employer.Identifying motivated individuals, and finding ways to tap into their motivation that will drive them to be successful. Bob’s career journey from sales rep to manager — including why and how he executed the leap. Why much of Slack’s success can be attributed to tight collaboration between its engineering, product, sales, and success teams. Slack’s ability to not only deploy a solution in an organization, but to help manage through the change and ensure success — and why this is a game-changer.Slack’s role in ushering a new way of working, and why it transcends the tired and overused digital transformation narrative in business.Links Host company: https://www.kleinerperkins.com/Loom: https://www.loom.com/ Guest LinkedIn: https://www.linkedin.com/in/rfrati/Host Twitter: https://twitter.com/JoubinmirHost Email: gtmg@kleinerperkins.com

16 Jun 202050min

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About the Joubin MirzadeganJoubin has been with Kleiner Perkins since 2019 where he advises the KP portfolio companies on how to build and scale a robust go-to-market strategy. Additionally, he enables the firm’s portfolio through high impact relationships with F500 executives and key ecosystem partners. Joubin was previously at Palo Alto Networks as a global district sales manager for the Central US based in Chicago where he scaled the Central Cloud business from 1 enterprise rep and $2M ARR to 12 reps and $50M+ ARR in 4 quarters. He has also worked for Evident.io as an enterprise account executive and at Bracket Computing (acquired by VMWare) where he built the inside sales team from the ground up.

20 Apr 202045s

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