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Deepak Anchala
VP Product and Growth at 6sense
Deepak Anchala is a seasoned technology executive and entrepreneur currently serving as VP Product and Growth at 6sense.1 He has a strong background in AI, product development, and business growth.
Career Highlights
- Current Role: VP Product and Growth at 6sense since October 20211
- Founder and CEO: Founded Slintel in 2018, which was acquired by 6sense in September 20211
- Previous Experiences: Worked at eightfold.ai, Tracxn, Cognizant, Citi, and Macquarie Group1
Education and Qualifications
- MBA in Finance from Indian Institute of Management, Indore1
- B.Tech in Electronics and Electrical Communication Engineering from Indian Institute of Technology, Kharagpur1
- Chartered Financial Analyst (CFA) certification1
Achievements
- Scaled Slintel to 300+ customers in 25 countries with 150+ employees1
- Raised $26M in funding for Slintel from top VCs including Sequoia Capital, Accel, GGV, and Stellaris1
- Grew Slintel by 5x year-over-year in 2020 and 20211
At 6sense, Deepak has been instrumental in enhancing the company's AI capabilities, particularly in areas such as technographic and psychographic data analysis, and market updates to provide a comprehensive view of potential buyers.2
Highlights
Can you engineer a successful outcome for your startup?
Part 3/6 - As you assemble the founding team, more often than not you need to build the MVP in parallel. It is important to identify your ideal customer profile and speak to a bunch of them to understand their pain points and to see if what you are building is going to be truly valuable for them. Understand if your solution is a painkiller or a vitamin. You’ll need to be a pain killer.
It is important that you make this decision objectively and spend a lot of time with prospective buyers asking them the hard questions. Only when you know your idea is going to work and have enough validation from your target market, start building. For the MVP, cut down the scope and slash everything you can until you reach a barebones version of your product that will still solve an unmet need and therefore will be good enough to launch. It is important to slash as much as you can and limit the scope to the extent you can, but not beyond the point where the product becomes unusable/ unsellable. The smaller the scope, the more quickly you can launch and then iterate based on customer feedback.
For finding initial customers, I suggest the go to market founder take up this responsibility entirely on their shoulders. He/ She can bring in a generalist business development rep to help out so it isn’t a lonely battle out there. This founder will need to close the first few deals. Remember no one can sell the product better than the founder at this stage, and entrusting this responsibility on others early on is a recipe for failure. The founder will also need to get the website ready, create sales collateral and messaging, get the ICP ready with accounts and contacts you would like to target and set up some of the inbound and outbound channels.
Once you have a few deals under your belt, you could choose to hire a couple of BDRs and demand gen reps to build pipeline for this founder to close. And when the pipeline becomes too much to manage for the founder, that's when you hire the first AE. Train them well before you hand over the baton and also help them close the next few deals. Create all the playbooks and collateral they need and invest heavily in shadowing, reverse shadowing and training them well. Rinse and repeat for the next couple of AEs. Hire a sales manager once you have a team of AEs and BDRs. Once you’ve setup the sales team, focus efforts on set up the rest of the marketing team so you can build an even more solid pipeline. Later once you have enough customers, setup the customer success team. All of this - setting up teams, creating collateral, generating initial pipe, closing the first few deals, training the team should all be done by the go to market founder.
Phew! That's a lot of work for the founder. Let us move on. Once you have the MVP and have your initial customers how do you achieve what every company strives for - Product Market Fit ? Stay tuned for the fourth tip of the series!
