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Ben Miller
Managing Partner at Miller Growth Advisory
Professional Background
Ben Miller is a seasoned executive with a wealth of experience in revenue growth, marketing, sales, and operations in the tech industry. Currently, he serves as the Interim VP of Revenue at SEDNA Systems, where he is instrumental in driving business strategies and optimizing revenue streams. Prior to this role, Ben showcased his versatility as the Interim VP of Marketing at Ably, where he played a pivotal role in shaping the company’s marketing strategies to effectively reach and engage its target audience.
His extensive career also includes significant leadership positions such as Managing Partner at Miller Growth Advisory, where he provided strategic advisory services to burgeoning tech firms. As a former Limited Partner at Stage 2 Capital, he played an integral part in identifying and nurturing innovative startups, contributing to the vibrant landscape of entrepreneurship. Ben previously held multiple executive roles at Metaswitch Networks, showcasing his proficiency in both sales and operations as he moved through the ranks from General Manager of the Networking Business Unit to Senior Vice President of Operations and International Sales. His time at Metaswitch was marked by exceptional growth and operational efficiency, contributing to the company’s position as a leader in the telecommunications sector.
Ben’s commitment to professional development extends beyond his roles in corporate settings. As a former coach at ScaleWise, he mentored emerging leaders, sharing his knowledge and experiences to foster growth within teams. He was also actively involved with Revenue Collective, a community of revenue professionals, allowing him to stay connected with industry trends and best practices. This community engagement reflects Ben's dedication to continuous learning and sharing insights with peers.
Over the years, Ben's contributions have been recognized across various platforms, establishing him as a thought leader in revenue generation and marketing strategies within technology companies.
Education and Achievements
Ben's foundational education took place at the prestigious University of Oxford, where he studied both his Master's and Bachelor's degrees in Mathematics. His academic journey at Oxford, known for its rigorous curriculum and intellectual environment, equipped him with strong analytical and problem-solving skills that he has leveraged throughout his career. Before his time at Oxford, Ben attended The Haberdashers' Aske's Boys' School, laying the groundwork for his future academic and professional pursuits. His education has undoubtedly played a crucial role in shaping his strategic mindset and analytical capabilities necessary for his numerous executive roles.
Throughout his career, Ben has demonstrated a consistent ability to lead teams towards achieving ambitious goals. His tenure as Chief Commercial Officer (CCO) at Paddle was marked by significant milestones in expanding market penetration and revenue growth. As Senior Vice President International at IDECSI and Metaswitch Networks, he developed an acute understanding of international market dynamics and scaling businesses across borders, enhancing his profile as a global business leader.
His diverse roles and accomplishments showcase a deep understanding of both technical and commercial aspects of business, making him a valuable asset in any organization.
Achievements
- Interim VP Revenue at SEDNA Systems: Leading revenue strategies and driving growth initiatives in a rapidly evolving tech environment.
- Interim VP Marketing at Ably: Crafting and implementing effective marketing strategies to boost customer engagement and brand presence.
- Limited Partner at Stage 2 Capital: Contributing to the growth of early-stage startups by providing financial resources and strategic guidance.
- Managing Partner at Miller Growth Advisory: Offering expert consulting services to tech startups to enhance their business operations and market strategies.
- SVP and Executive Roles at Metaswitch Networks: Playing a key role in operational leadership and international sales, which involved successful market expansion and revenue generation.
Community Engagement and Mentorship
Ben's contributions extend into mentorship and community engagement; through coaching at ScaleWise, he has fostered the next generation of leaders by imparting valuable business know-how and experiences. By being an active member of the Revenue Collective, he consistently shares insights and learns from industry peers, underlining his commitment to growth and collaboration within the industry.
Highlights
Your manager can’t rescue the deal
I have lost track of how often somebody has asked “my contact is ghosting me, what can I do to get them to re-engage?”. If they are ghosting you, it’s probably too late. They may be busy or on holiday or dealing with a family emergency, in which case they will come back. But most likely they don’t think that your product is important enough to invest time in right now. Yes, they should be polite and communicate that to you, but human beings are not perfect.
The best way to avoid this is to uncover a serious pain that they have, to the extent that they really feel the frustration now and the opportunity of working with you. This is all about Discovery – early stage and throughout the process – which I have written about more than once and will undoubtedly come back to.
However, there is another important angle. If you are single threaded in your account – you have a one contact there – then you have the danger that they may become too busy, or it may be that they don’t feel the pain or opportunity as intensely as others in their organisation. Therefore, IN ANY B2B SALE OF ANY SIGNIFICANT VALUE YOU NEED TO DEVELOP MULTIPLE THREADS OF COMMUNICATION.
* The AE should speak to as many people as possible/relevant, but there are many others in the business who can help.
* Assuming you have a Solution Engineer (SE - person who helps with the technical side of sales), they should be speaking with their technical counterparts.
* Make sure that your manager, VP or CEO is engaged with the Economic Buyer/Decision Maker.
* Depending on how many levels of hierarchy there are and how complex the engagement, you should have as many contacts as is realistic and makes sense. Research from EBSTA shows that 10-12 is the ideal number of relationships in an enterprise sale https://lnkd.in/eMjg_rgM.
* The AE should be coordinating these relationships. Ensuring that the messages are consistent, that we are focusing on the prospect’s pain or opportunity, and showing how we can give each individual significant benefit.
When AEs ask their manager to make a cold contact with senior staff at the prospect in order to rescue a dying relationship, it’s just not going work. You need your manager engage with the Economic Buyer early. Build the relationship as soon as you can. Don’t assume it’ll be fine. Don’t feel that it is a negative reflection on you if you have your manager engaged. Great salespeople use all their resources. In enterprise, that means multilevel, multithreaded selling. Make those introductions happen.
I’m currently fundraising for a fantastic organisation, Kisharon Langdon https://lnkd.in/e3tEYbUw, where we have 36 hours to raise £2 million for people with learning disabilities and autism. If you enjoy my blog, I would love it if you made a donation https://lnkd.in/e7fRiQ7z. Thank you.
