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Alex Nechoroskovas
CEO @ Revenue Atoms | Inbound Growth Acceleration | Marketplaces & SaaS
Alex Nechoroskovas is the Founder and CEO of Revenue Atoms, a company focused on inbound growth acceleration for marketplaces and SaaS businesses.1 Based in Vilnius, Lithuania, Alex is an experienced professional in the fields of business development and fintech.1
As the leader of Revenue Atoms, Alex specializes in helping B2B companies accelerate their growth. In March 2022, he announced a partnership with 70V to support the development of the next generation of B2B sales leaders.2
Alex has a strong background in fintech and regularly shares insights on the industry. He has written articles on various topics including:
Fintech and Banking
- The future of banking and anticipated changes in the industry3
- The role of Artificial Intelligence (AI) in finance4
- The expanding scope of fintech beyond traditional financial services5
Industry Analysis
Alex frequently provides analysis and summaries of developments in the fintech sector. He has published weekly FinTech summaries, offering concise overviews of the most significant events and trends in the industry.68
Digital Transformation
He has also explored topics such as the transition of traditional banks to digital platforms, the challenges of talent retention in finance (often referred to as "brain drain"), and the potential impact of blockchain technology on the financial sector.7
Through his work at Revenue Atoms and his consistent engagement with fintech topics, Alex Nechoroskovas has established himself as a thought leader in the areas of business growth, digital finance, and emerging financial technologies.
Highlights
Marketing teams are terrible at ramping up people and often suffer as a result.
A marketer who doesn’t get your buyer/ICP and your product is not contributing to your growth at best.
At worst, they are becoming a distraction to everyone else.
Sales teams solve this well through:
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Early exposure to clients and ‘real’ conversions/issues, not PowerPoint decks. Normally you start taking client calls within days of starting. This ensures you fail fast with very clear (often live) feedback. You will learn what works and what doesn’t quickly or you miss your target.
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A need to get the full picture. You are responsible for the whole ‘deliverable’. You have nowhere to hide, if you can’t explain a feature on a client call or address an objection, you miss the deal. There is no one to save you and you have to get the full picture (product/ICP/value props) to be successful.
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Pressure to improve. Targets for a new SDR would be 50% in the first month, 70% in the 2nd month, and 90/100% in the 3rd month (or a similar breakdown). You’re expected to perform at full capacity within 3 months.
How can this translate to your marketing team:
EARLY EXPOSURE TO CLIENTS Marketing must sit in on sales calls (and not just during onboarding).
Recordings are fine too. But they must actually listen, not just sit there starry-eyed.
Every call should be followed up by a form to summarize what value props resonated with the buyer, what their objections were, and how they were addressed.
This way, they don’t just absorb the information but also need to actively engage with it.
GET THE FULL PICTURE Assign them a project that requires to deliver an end-to-end deliverable. This should include working with your ICP document, product information, and value prop alignment to a buyer persona.
Resist the urge to guide or help them. They need to figure it out themselves. Make sure you have all the necessary information documented and share it with them.
A few ideas:
- Launch a new paid marketing campaign, including writing copy, building the visual (or at least doing a creative brief), setting up targeting & audience, identifying the best landing page, or building a new one.
- For more content-focused folks, they need to write a bottom-of-the-funnel piece of content. It needs to be about your product and its specific use cases/value props based on your ICP / buyer information.
PRESSURE TO IMPROVE Set very challenging goals requiring them to step out of their comfort zone. Marketers, especially junior ones, are often too wrapped up in cotton wool.
This blunts their growth and is no good to anyone. You need people who can step up; don’t wait for a year to find out if they can do it.
You may lose a few people as a result, but this will establish a clear culture and performance expectations within your team that is so often lacking with marketing.
h/t to Linas Zemaitis 📈 for sharing ideas to help write this post
Many companies stagnate because they have very specialized Revenue / Growth / Marketing teams. This specialism prevents them from combining S curves to build multiplier effects in your GTM motion.
Here’s why:
- You exhaust the most viable options and start ‘forcing’ growth. It quickly becomes expensive, labored, and ineffective.
Example: your Head of Growth is Google Ads expert, they will push this channel beyond the reasonable low-hanging fruits.
In reality, once you capture the majority of your high-intent keywords, you hit the ceiling with effective paid search.
You normally start to try to ‘reduce CAC’ to justify blended payback for those less efficient campaigns while giving up the most profitable customer segment (those keywords are expensive for a reason).
- You don’t build beyond obvious programs because you don’t realize the synergies that it creates. Especially if it is not clearly captured in your attribution.
Example: a successful media play (like a niche podcast) will increase your organic conversions (people will Google your company to understand what you do).
Someone who graduated from the ‘performance marketing’ school of thought will say we need to do more SEO when we actually need to double down on scaling the podcast.
- You are locked into one segment.
Example: If you primarily drive growth through paid search, you will attract freelancer/SMB clients.
To effectively unlock higher-tier clients, you need to build demand generation and/or account-based outbound motions.
To build an effective revenue growth function, you need to understand how each channel works and how it affects your overall GTM motion.
This is why we have channel-agnostic teams that help our clients build GTM motion that fits their specific circumstances.
#marketingstrategy #growthstrategy
