The Expert Network Behind Handshake AI’s Model Training w/ Garrett Lord & Mamoon Hamid

Imagine taking a company like LinkedIn to a billion dollars in sales in just a few years, only to leave at the top of your game to rebuild your career and pursue a different path in product. That’s exactly what Dan Shapero did — and in this episode of Go to Market Grit, he explains his perspective, along with some can’t-miss insight on business and leadership. Joubin and Dan discuss two key topics including the future of sales leadership and go to market leadership.In this episode of Go to Market Grit, we cover: Dan’s career journey from his undergrad at Johns Hopkins University to chief business officer of LinkedIn. Dan also talks about his early difficult experiences working for startups, and the lessons that he learned.How Dan landed a dream job working for LinkedIn, and took the company to $1 billion in revenue in roughly four years.The defining moment that led Dan to change his career path and go into product development.What it takes to be an effective salesperson, and an effective sales leader. Why the role of a salesperson is increasingly becoming a problem solver in partnership with the customer to help them move forward.New dynamics that are occurring in sales today.How selling is becoming more of a team sport than it was in the past.The three pillars that sales leaders should always think about.The number one skill that a leader should have, according to Dan.Why an effective organization carries a lot of traits of its leader.The concept of living life as a victim, versus living life as an active player — and why Dan chooses to live life in the player state.Links: Connect with DanTwitterLinkedInConnect with JoubinTwitterLinkedInEmail: gtmg@kleinerperkins.com Learn more about Kleiner Perkins

2 Nov 202050min

Jim Herbold played an instrumental role in scaling Box, growing the company from $600k to $200m over the course of seven years — only to pivot and leave the company a year before their IPO.In this episode of Go to Market Grit, Joubin and Jim discuss Jim’s background and role at Box, his new position at mental fitness  app Calm, and the real meaning of “unicorn meat.”In this episode of Go to Market Grit, we cover: Why Jim prefers hyper collaboration over autonomy when building companies. Box’s unique market position, which allowed the company to skyrocket their sales without much competition.The  true meaning of the acronym OFB — something all growing businesses should take to heart. Jim’s reasoning for taking Box from $600k to $200m of ARR, and leaving one year before their IPO. Jim also explains how he lasted so long at Box. Why it’s important to hire a great team, built with people who are more talented than you.Why egoless leadership is next to impossible, but reducing the amount of ego that you bring to the table is attainable. The meaning of “unicorn meat” — including customer inputs, self disruption, dirty fingernails, small doses of structure, cultural cohesion, BHAGs, testing, a Goliath opponent, banter, only A-plus lieutenants, and KPIs.The idea that there’s often more to learn in your losses than your wins in the early days of company building.Jim’s philosophy that if you’re doing things in six months like you’re doing them today, you’re doomed for failure. Jim’s current rolle at meditation app Calm, and how he is working to take the company from a B2C product to B2B. Links: Connect with Jim on LinkedInFollow Jim on Twitter @jimherboldEver Tasted Grilled Unicorn? Lessons Forged In Hyper-Growth FiresConnect with JoubinTwitterLinkedInEmail: gtmg@kleinerperkins.com Learn more about Kleiner Perkins

19 Okt 20201h 9min

Sales is full of doctrines, or commonly shared beliefs, that are repeated over and over again, often without question — from hiring to business development. And blindly following can inhibit growth and lead to missed opportunities.In this episode of Go to Market Grit, Shopify VP and GM Loren Padelford points out some of these doctrines and explains why he recommends avoiding them. Loren also sheds some light on Shopify’s unique approach to sourcing talent and driving sales. In this episode of Go to Market Grit, we cover: Shopify’s rapid ascent to a $120 billion organization. Loren also provides an overview of Shopify.What contributed to Shopify’s growth.Why sales is science, not magic — and why the best salespeople are always math junkies and hard workers. The idea that someone’s past sales performance may not guarantee future success, or justify their hiring. Joubin and Loren debate the idea. Why companies shouldn’t necessarily go where there are a lot of salespeople. Loren also explains the belief that it doesn’t make sense to hire salespeople. The five behaviors that determine whether someone will be successful, and why companies should look for these traits when filling sales positions.Common doctrines that exist in sales. For example, Loren explains the doctrine of getting customers to say yes — and why he disagrees with that approach.LinksFollow Loren on Twitter Connect with Loren on LinkedInShopifyConnect with JoubinTwitterLinkedInEmail: gtmg@kleinerperkins.com Learn more about Kleiner Perkins

5 Okt 202052min

In this episode of Go to Market Grit, Modern Health VP of Sales Hannah Willson explains how Modern Health is working to normalize and de-stigmatize cognitive wellbeing health in the workplace.  According to the CDC, depression interferes with a person’s ability to complete physical job tasks about 20 percent of the time, and reduces cognitive performance about 35 percent of the time. What’s more, only 57 percent of employees who report moderate depression, while 40 percent of those who report severe depression receive treatment to control their symptoms. Of course, depression is just one type of mental obstacle that workers struggle with on a daily basis. Anxiety, chronic stress, substance abuse, and family issues are all common as well. Up until recently, the topic of mental health has been somewhat of a taboo in the workplace. Yet, this is starting to change thanks to the work of Modern Health, which offers an innovative mental well-being platform for workers. Thanks to Modern Health, companies now have a framework for guiding employees through their personal challenges.In this episode of Go to Market Grit, we cover: Modern Health’s mission to normalize and de-stigmatize mental health.Why there is still a stigma about mental health in sales, due to a lack of resources and understanding — and how Modern Health is working to change it.How addressing and prioritizing mental health can lead to direct productivity gains, and lower turnover. Viewing sales as a marathon and not a sprint, and why it’s important to have mental resilience and stamina. Hannah also talks about remembering to monitor your mental health during busy and challenging times.The challenges and rewards of selling for a startup versus selling for an established enterprise, and why thriving in a startup role requires having a different mindset and approach. Taking time to prioritize the foundational aspects of mental health, like getting enough sleep and exercising. Advice for maintaining mental stability and balance during especially stressful times, such as the end of quarter sales crunch.The power of gratitude, even during challenging times, and how it can be energizing.Why it’s better to achieve work-life harmony, instead of work-life balance. Hannah also explains her perspective on balance, and adapting to remote work.The process of talking about work with family members, and why it can be both healthy and rewarding. Hannah also talks about the pressure and demands that come with being a female sales leader, and how she has adapted. Links: Modern HealthConnect with Hannah on LinkedInConnect with JoubinTwitterLinkedInEmail: gtmg@kleinerperkins.com Learn more about Kleiner Perkins

21 Sep 202039min

If there’s one person who knows a thing or two about sales growth, it’s Brex Chief Sales Officer Sam Blond, who has been a part of some legendary sales runs during his career. Sam joined Zenefits in 2013, and helped transform the company into the fastest SaaS business of all time. Then, he left and joined Brex, and was part of a team that scaled from 46 to 455 employees in just two years. Was it luck that led Sam to these companies, or is Sam naturally gifted in discovering opportunities? In this episode, Sam explains his approach to sales and growth, while also explaining how to scale effectively from the inside. In this episode of Go to Market Grit, we cover: Sorting through the noise, and recognizing greatness  when interviewing.Sam’s advice for advancing and bettering yourself at a company, and capitalizing on luck when it happens.Sam’s thoughts on determining good reps versus good leaders. How companies like Brex are using the pandemic to refocus and rebuild, while planning to scale again in 2021.The importance of trying to hire the best possible people for sales roles.Sam’s thoughts on why he is a strong recruiter, and why he has been so successful in building high performance sales teams. The strategy of using above market compensation to attract and retain top talent.Sam’s philosophy on quota, and why he likes 70 percent of his team to be over 100 percent of quota.Creating a winning sales culture, and why it’s one of the most important things to strive for.The challenge of scaling a sales team without chopping up territories or lowering quotas, and how businesses can avoid this pitfall.Why company leaders need to temper growth expectations. How Sam goes about setting future growth targets. Earning respect through performance and taking on leadership roles. Why it’s everyone’s job to recruit. Sam talks about the strategy of using internal recruiting, and only bringing aboard new team members who can be vouched for — and why this helps mitigate risk.LinksConnect with SamLinkedinTwitterBrex Connect with JoubinTwitterLinkedInEmail: gtmg@kleinerperkins.com Learn more about Kleiner Perkins

8 Sep 202051min

In a study from Red Hat, 95 percent of respondents said open source was strategically important to their organization, while 77 percent agreed that open source will continue to grow. Yet, that doesn’t guarantee an easy sell. Selling open source software at the enterprise level requires an entirely different strategy than traditional software. For insight, we turned to open source sales expert Jeff Miller. Joubin and Jeff discuss two topics, including Jeff’s career journey, and how open source sales teams can build and execute effective go to market strategies.This conversation covers:Jeff’s early experiences in sales, where he cut his teeth selling long distance service door to door — learning how to handle rejection and building an aggressive work ethic.How Jeff made the leap into software sales, where he learned the meaning of software and how to approach customers and sell them solutions that help solve problems. Jeff also explains what motivated him to move into enterprise software. The value of having a strong mentor, and how it can open doors to greater opportunities.The key difference between open source and open core computing, and how it changes the sales process.The challenge of building an open source go to market strategy, when there is virtually no control over the sales cycle. Why open source software requires a tight marriage between marketing and sales.The critical role that education and documentation play in the sales process, in addition to having an inside SDR/ LDR team to work with the customer, identify new use cases, and guide the customer in their journey. How good, qualified leads can make all the difference, and make sales associates far more effective.Viewing developers are influencers, not decision makers when making open source sales.WhyJeff loves working with early stage startups, where you can make a huge impact fast without dealing with a lot of the red tape that comes with larger organizations. Key metrics that Jeff looks for when qualifying early stage startup opportunities, where there is a lot of riskLinksConnect with Jeff on LinkedIn: LinkedInCockroach LabsConnect with JoubinTwitterLinkedInEmail: gtmg@kleinerperkins.com Host Twitterhttps://twitter.com/JoubinmirLearn more about Kleiner Perkins

24 Aug 202035min

Topics:Is there a stigma around intelligence in sales?How to enable high velocity salesMany organizations today are struggling to strike a balance between being data-driven and gut-driven. For pointers, we turned to Meka Asonye who has deployed data at the highest level in sports doing statistical analysis for the Cleveland Indians. Meka provides tips about using data to discover opportunities and gain a market advantage. Meka also talks about his transition into sales, touching on important issues related to the stigma of the profession (and how that’s changing) and enabling high velocity growth. In this episode of Go to Market Grit, we cover: Meka’s atypical career journey, including a four year run advising the GM of the Cleveland Indians on Major League roster and payroll allocation using statistical analysis.The Indians’ strategy of trying to gather every data point possible when scouting, to gain an on-field advantage and assist with scouting.Analyzing someone’s level of grit, or resilience, and whether that can be accomplished with data alone.  Striking a balance between being data-driven and being gut-driven. Competitive balance, and learning how to operate in an imperfect or imbalanced system.Meka’s slow but successful transition into technology sales — including why he made the jump into technology.The stigma of sales, especially with smart individuals, and why it’s starting to change as the profession is getting more difficult and requiring more personalized experiences. How the role of the modern sales leader has evolved over the last decade or so, as it now involves working with product, finance, customer service, and marketing teams.Enabling a high velocity sales engine. According to Meka, the most important thing is to join a company with an amazing product, and a product-led growth strategy. The role that people, processes, and tools play in enabling a high velocity sales engine.Meka’s definition of high velocity sales, which is being able to close a significant number of deals in 30 days. Links:Connect with Meka on LinkedinMixpanelConnect with JoubinTwitterLinkedInEmail: gtmg@kleinerperkins.com Learn more about Kleiner Perkins

10 Aug 202053min

In this episode of Go to Market Grit, CircleCI CRO Jane Kim shares valuable insight about her experiences growing a global organization, and trying to build an effective team and strategy. Joubin and Jane discuss and debate two key topics, including leading with vulnerability, and five common mistakes that first time managers make. “Vulnerability is not knowing victory or defeat, it’s understanding the necessity of both; it’s engaging. It’s being all in.” - Brene BrownLeading with vulnerability, and doing it well, is arguably one of the most difficult things to do in business. Yet, mastering this strategy can be incredibly empowering both for yourself and your team, as it can build authenticity and trust.One person who actively practices leading with vulnerability is Jane Kim, who has helped drive explosive global growth at CircleCI. Jane explains what it means to truly lead with vulnerability, while offering sage advice on building sales teams. In this episode of Go to Market Grit, we cover: How a company’s playbook can differ from region to region, and why it’s important to be open to new ideas when stepping into new markets.How purchasing is flowing down, and leading to more technical buyers who are empowered to not only test products but also to recommend solutions to decision makers.The importance of leading with vulnerability, and how it can create authenticity and trust with workers.  How being vulnerable can make you impenetrable to criticism. In other words, by being open about your strengths and weaknesses, you don’t have to be defensive about other people coming after your insecurities. Why it’s important to be considerate about the type of information that you share when practicing vulnerability, as well as when you share it and how you share it.A debate about the five mistakes that first time managers make, including micromanaging, hiring the wrong person, falling into the likability trap, giving bad advice to the team, and pursuing the wrong strategy. Jane also mentions leadership principles, including empowerment and accountability. Why Jane prefers to fail fast, and to use failure as a learning opportunity. Giving people the confidence to be themselves, while coaching them to be better.  Understanding that you will make mistakes in your management career, and thinking about how you will recover from them.Links:Connect with Jane on LinkedinCircleCIConnect with JoubinTwitterLinkedInEmail: gtmg@kleinerperkins.com Learn more about Kleiner Perkins

27 Juli 202046min