Suggestions
Ellen Rataj
VP Sales | Coaching Sales Leaders at A & B startups | Ex-HubSpot 2013-2022
Ellen Rataj is a dedicated and results-driven VP of Sales with a proven track record of successfully leading and scaling sales teams. She joined FreeWill in Q4 2022 and within 15 months, she managed to drive a remarkable 36% YOY net new revenue growth after an initial decline of 8%. Ellen's strategic vision, focus on scalable processes, and emphasis on execution and accountability played a pivotal role in this transformation.
Ellen's leadership at FreeWill resulted in significant improvements within 12 months, such as doubling productivity per rep, increasing win rates, reducing sales cycle times, and streamlining new hire ramp-up periods. Her people-first approach, combined with her expertise in GTM enablement, has been instrumental in achieving these milestones and driving the company's revenue and growth.
Prior to her role at FreeWill, Ellen spent a decade at HubSpot, where she held various leadership positions. Her experience includes founding and leading the Revenue Enablement team, developing global programs, coaching sales managers, and overseeing the ramp acceleration of new hires. Ellen's extensive background in sales management, enablement, and coaching has been instrumental in her success at both FreeWill and HubSpot.
Ellen's educational background includes a B.S. in Financial Management from Clemson University. She has also been involved in multiple organizations, serving in leadership and advisory roles. Ellen's expertise, experience, and leadership make her a valuable asset in driving sales team performance and company growth.
Highlights
If you manage sales or CS teams and your reps are trying to convince people to "buy before the end of the month", help your reps better position these asks. Creating urgency isn't the solution, but positioning it effectively is key.
Top reps understand how to strike the right balance between solving for customer needs and company goals, to drive efficient decision making.
But unfortunately, not all reps are top performers. Reps have varying levels of sales acumen and skills. The best managers know how to teach first, and then coach. And teaching, not coaching, is what's needed here.
Remember...teaching = telling. Spell-It-Out.
- "This is hard. It's not the ideal strategy to get people to purchase on our timeline. But, it can be done."
- "To do this well, you have to position it correctly in the eyes of your customer."
- "This means you have to make sure that your customer understands the underlying WHY behind "buying because you (rep) is asking them to""
- "This means being honest. No false narratives (my manager made an exception! We have 3 left at this price! We just got VP approval for extra ABC if you sign today!)"
- "Rep, you need to spell out what's in it for them (customer), and what's in it for you. (Hint - lean into company, not rep.)"
- "What are the benefits for the customer if they sign up this month vs next month?" Write these down. Can't think of any? Go find someone who can.
- "What are the benefits for us if they sign up this month vs next month?" Write these down. Can't think of any? Go find someone who can.
- Get your customer on the phone - talk through why it's mutually beneficial. (Do.not.email.)
- People buy from people, people sell to people. We are people. Be honest, position the value of "signing now", and see what happens.
- You won't win them all, but you'll win some
Sales Leaders - what value does your company provide to customers who are willing to sign contracts on your timelines?
Let's talk forecasting. Every sales leader talks about it, few do it well. Why?
Well, for one - it's hard. Forecasting is a way to measure your ability to accurately speculate the amount of revenue your team is going to close within a certain time period. This makes it a hard thing to do from the jump.
Layer on the negative influences of poor/bad/non-existent revenue reporting, weak deal mgmt, and poor CRM hygiene and it's more than likely worth your while to make an educated guess as a forecast and move on with your day, rather try to untangle disparate data points for hours. Long term, this approach is not doing anyone any favors - you, your team, your company, your execs/investors/board/wall street, etc.
But, it doesn't have to be this way! Today is the day you could start working towards improving your own forecasting accuracy.
Yes, there are a few pieces that need to come together to effectively and efficiently forecast, but you also need to start somewhere. Like here:
** Write down what you believe are the non-negotiables of calculating a forecast. What do you need to consider, add up? **
IMO, I present to you "the building blocks of an accurate forecast":
Booked ARR
- Post Dated ARR
- Weighted Pipeline
- "The Bridge" (short cycle ARR) +/- Qualitative and Quantitative Factors = More Accurate Forecast
Booked ARR: closed won revenue with current active contracts
Post Dated ARR: closed won revenue with future contract start dates
Weighted Pipeline: value of open pipeline, due to close this period, weighted based on deal stages
"The Bridge" (short cycle ARR): ARR that is likely to close this period that is not yet captured in a deal in the CRM
Qualitative and Quantitative Factors: timely internal and external factors
Most folks rely only on the first three components to forecast, and some will sprinkle in their own subjectivity based on "gut feel". And this is why many people aren't great at forecasting revenue.
If you want to become better at forecasting, you have to:
- commit to an underlying forecasting strategy (example above)
- gain buy-in and then consensus from those involved in forecasting at your company that this strategy will be used going forward (for now)
- Build/gather the reporting needed to forecast in this new way, and organize these resources in one easy place to find
- set up a forecasting cadence
- ...and then do it.
Chances are, you'll either nail it, improve it slightly, or complicate the shit out of it. And any of these outcomes work - you'll be one step closer than you are today to understanding how to forecast more accurately.
So perhaps today is the day you'll tackle step 1?
What do others think? What advice would you give those who are struggling to improve how they forecast?
