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Soumya Srinagesh Tulloss

Chief Revenue Officer

Soumya Srinagesh Tulloss is the Chief Revenue Officer at Shopify Fulfillment Network, joining as part of Shopify's $2.1 billion acquisition of Deliverr in June 2022.1 She is responsible for the end-to-end customer journey for Shopify Fulfillment Network and Deliverr customers.13

Prior to her role at Shopify/Deliverr, Soumya held key positions at several prominent companies:

  1. Vice President at Twilio, leading the Global Messaging Sales organization.12
  2. Roles at PayPal, Deutsche Bank Securities, and GoodData.1

Soumya has a strong educational background, holding a Bachelor of Arts in Mathematics and Economics from Wellesley College, where she was also the captain of the Varsity Golf Team and an NCAA Scholar Athlete.1

Throughout her career, Soumya has demonstrated expertise in:

  • Customer engagement technology4
  • Revenue growth and sales leadership13
  • Building customer-centric B2B companies4

Soumya is known for her customer-first approach and her ability to drive significant revenue growth. During her tenure at Twilio, the company's revenue grew from $89 million in 2014 to $2.9 billion in 2021.13

Currently, Soumya resides in Truckee, California with her husband, Justin, their one-and-a-half-year-old child, and a puppy.4

Highlights

Jul 18 · linkedin

Me: "What makes it OK that your company doesn't have a concrete goal for this?" Prospect: <Uncomfortable Silence> Me: "Here's how I see my most successful customers solve this..."

Surprisingly few customers have well defined metrics and visibility of business areas that are in need of transformation.

We often ask the customer "how are you measuring this?" or "what's your goal for X KPI?" The answer I hear a lot is that the customer may not measure it at all. That stumps a lot of sales people - how are you supposed to improve a metric that doesn't exist?

If you're comfortable with constructive tension, and you're confident enough to teach a customer, you can turn a moment like this into a transformational sales moment. When a customer doesn't have a well defined goal, try challenging it with a few conversation starters:

  • What is important about that goal?
  • If you're goal is so important, what is the thinking behind not establishing an objective measure of success?
  • Significant isn't really a number...is a 20% improvement a success? Is a 5% improvement a failure? How do you know you've done a good job?

I'm always looking for ways to reframe this tricky conversation about metrics. Would love to hear what you think.

May 30 · linkedin

A founder recently paused an interview to note down the phrase "ingraining an inspection culture." Why did this resonate so deeply?

Many of us operate within a business review culture that relies on commonly used frameworks like MEDDIC, which often become a checklist of superficial fields and processes. This approach works for fast, transactional sales but falls short in diagnosing problems in complex enterprise transactions.

When a few large enterprise deals can make or break our success, we can't afford to mess up. Here are some probing questions I use to inspect my team's major deals (and I personally review all our top deals):

Metrics Identified: Who owns the metric? What is the KPI, and what is the timeframe for achieving the goal? (Remember, vague goals like "more" or "better" are not sufficient.) How have you modeled the cost/benefit of their solution versus ours? What happens if they don't meet the goal?

Economic Buyer: Who is the decision-maker? Why are we confident they hold the decision-making power? Who is their superior? If their leader isn't willing to engage with us, we need to go back to square one because we haven't identified and quantified a significant enough pain point.

Identified Pain: What have we taught them about problems they didn't know existed? How are we elevating the urgency and intensity of these pain points to drive action?

Most founders I speak with dive into deals themselves instead of building an inspection culture that elevates their team across the board. Choose an area to focus on—starting with identifying pain is often a good approach—to drive a more meaningful and impactful enterprise inspection process. Remember, you can't expect what you don't inspect!

Related Questions

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Soumya Srinagesh Tulloss
Soumya Srinagesh Tulloss, photo 1
Soumya Srinagesh Tulloss, photo 2
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United States