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Martin Roth

CRO @ Levelset - Sales Leader - Executive Mentor - B2B SaaS Advisor

I can help you with go-to-market strategy, sales operations, pipeline management, or anything else revenue-related. Let's talk!

Martin is the revenue leader of Levelset, a cloud-based platform that helps contractors and suppliers get paid faster on construction projects.

Construction firms, contractors, suppliers, lenders, owners, and other project stakeholders nationwide use Levelset to eliminate the administrative headaches and legal guesswork associated with construction payment, enabling them to minimize financial risk and achieve a more seamless, transparent, and fair payment process.

As Levelset's first sales hire and revenue leader, Martin has led the company's revenue growth since joining in January of 2013. Over that time, Levelset has grown from 5 employees to more than 200 employees and has raised over $46M in venture funding from the likes of Horizons Ventures, S3 Ventures, Altos Ventures, and Brick and Mortar Ventures.

Martin's experience as an entrepreneur and a SaaS sales leader has helped propel Levelset to a growth rate that is consistent with some of the fastest growing companies in tech. He is involved in the strategic direction of the company, and he repeatedly delivers results for Levelset's growth.

Highlights

Sep 3 · linkedin

This is how a CRO can tell if your sales team is going to hit or miss plan this quarter.

Takes 5 minutes or less.

I run this exercise on the first business day of every month to create an execution plan. You should do the same.

To do this, I need a few metrics (you should have these at your fingertips):

  • Q3 bookings target
  • Quarter-to-date bookings
  • Total value of opportunities in the two latest pipeline stages (the ones closest to closing)
  • Number of reps and total quota capacity for the quarter

Now let's review a fictional sales team:

  • Q3 bookings target: $950,000
  • QTD bookings: $635,000 (that's a $315k gap to plan)
  • There's $575k in late-stage pipeline. $200k is in "commit"
  • 4 AEs on the team and $1,000,000 in quota capacity for the quarter

This imaginary sales team is in a good spot, here's how I know...

  1. Enough late-stage pipeline to cover the gap to plan.

This team needs to close $315k to hit the revenue plan.

There's $575k in late-stage pipeline, that's about 180% of the amount needed to cover the gap.

  1. Enough quota capacity to cover the plan

A team of 4 AEs carrying $250k in quota each for the quarter. That's 105% of the revenue plan number of $950k.

When the work is distributed across 4 AEs, there's a higher likelihood that the team will hit its number.

  1. $200k in "commit".

I'd like this number to be higher, but $200k committed this early in the month is a good start.

A committed deal has strong signals that it will close

  • strong champion (confirmed by email)
  • closing plan or mutual action plan (confirmed by email)
  • a compelling event or time-based incentive (confirmed by email)
  • a clear next step on the calendar

Now that we have sized up the pipeline and gap to plan, the real work starts:

Go through every single opportunity in the pipeline and figure out which ones have the opportunity to close within the month. That's the $575k in late-stage mentioned above.

Reach out to the champion for each "best case" opportunity and figure out what needs to happen to sign them up this month.

In many opportunities you will find that the champion doesn't even realize that you are expecting them to close this month!

That's my 5-minute overview for how to cover your gap to plan.


I used to run a 70+ person revenue org with one report, you can copy it for free right here: https://lnkd.in/g8EuVeXF

Jul 29 · linkedin

You can't scale a sales team without this.

A document that tells reps exactly how to create new opportunities, run demos, and close new customers.

Call it a script, playbook, or whatever you want to call it.

Your team needs one.

I put off creating playbook for too long.

It felt like busy-work. Empty calories. Something that you do to pretend that you are being productive.

Salespeople should be selling, not documenting their processes.

Similarly, sales leadership should be leading and coaching, not writing things down. Right?

Wrong.

The naive and inexperienced version of me thought that hiring good people was enough.

I felt like if I could just get the right salespeople on my team, then they will figure out how to sell and the revenue will go up.

So I ran an intense interview process and sought out the best sales talent that I could find.

After failing to onboard a few hires that should have been all-star salespeople, I realized that I was the problem.

Or rather, my lack of a documented sales process was the problem.

New sales hires were learning on the fly, which slowed their progress and made it harder to make money.

I wasn’t doing enough to show them how to be successful in their role.

Then one day while I was sitting on the sales floor, I heard something that made the hair stand up on my neck.

Three different sales demos happening at the same time from three different reps.

Each salesperson was using a different version of our sales deck.

Each salesperson had a different way of explaining who we are and what we do.

Each salesperson had a different method of ending the demo and setting clear next steps.

And these were three of our tenured, successful reps!

How could we possibly scale a sales team with such a mix of sales execution?!

I decided to make a change.

I rushed back into my office and started a word document: “How to Run A Demo”.

This document outlined the exact steps for running a Levelset demo, in excruciating detail.

I was done assuming that salespeople would know how to do things the right way.

Leave nothing to chance. If they know, they will do it well.

If they don’t know, then at least I have it written down.

I included things like:

  • how to set up your zoom so your video stream looks professional
  • the ideal structure for a product demo
  • email templates to make sure your prospect shows up to the demo
  • what questions to ask your prospect to kick off the demo
  • key objections and how to overcome them
  • how to use the sales deck to drive conversation
  • how to set clear next steps

For most experienced reps, it was too detailed but it reminded them of the fundamentals of generating new business.

For new reps, it was like I gave them a magical compass.

It was a blueprint for success.

You can do the same for your team.

Start with one page. It will grow into something that you can use for every new person on your team.

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Experience

Chief Revenue Officer at Levelset
Vice President of Revenue at Levelset

Education

Business, International Trade and Finance, Louisiana State University

Location

New Orleans, LA, United States