Alok Kolekar

Within the first few weeks I will meet with my immediate and extended stakeholders to understand: Top of mind concerns/pain points Existing processes, current state, and potential gaps in resources, tools etc This will then drive my list of: - Quick Wins/Goals (30 Days)- Mid-Term Wins/Goals (60/90 Days) &- Long-Term Wins/Goals (>90 Days) Quick wins/goals ideally would be something that is top of mind for my stakeholders, visible and attainable within the 30-day timeframe. As an example, i ...Read More

In the first month I would aim to meet with my key stakeholders, understand some of their recurring pain points and try to address 1-2 of those pain points right-away (<30 days) to develop trust. This is likely to be a balancing act since you want to be careful about unintended consequences and not committing to a short-term fix that could create potential issues in the long run. From there on out, I would focus on meeting with extended (cross-functional) stakeholders and understand the polit ...Read More

My framework for prioritizing is a bit qualitative in that it is something I have gotten a feel for over time. In general I will try to allocate: 25%-30% of my time on long-term strategic priorities (eg: Optimizing territories for improved rep performance, improving attach rates for future products, future org design for RevOps and Sales, tech stack consolidation etc). This includes meetings to understand current state, discuss potential ideas as well as time to simply sit and think. ~40% - 50% ...Read More

Generally I like to ask people their their top 2-3 priorities and/or pain points which forces people to think about their most pressing issues and helps me formulate my 30/60 day plan around those responses. Having said that, here are some specific questions I would consider: How do you interact with RevOps and where do you see opportunity for improvement? What is working for you and what is not in these interactions? What are some of the things I can do to reduce friction in your role? Do you h ...Read More

The optimum way to scale a team I believe is to take a step back and assess the current status of the team and conduct a gap analysis. This entails: Understanding clear roles and responsibilities and establishing swim lanes if they are not obvious. This should provide a good framework for understanding the current gaps. Bumping this framework against the feedback you've heard from your stakeholders during initial conversations is where the rubber meets the road and you start to get a good sense ...Read More

I would typically evaluate a list of questions that can be grouped as follows: Impact Would this opportunity allow me to make a meaningful impact that could make the function/company significantly more efficient? Growth/Learning Is the company on a high growth trajectory and/or poised to continue growing? Would this opportunity provide a step-up in role and responsibility and/or provide a ramp towards achieving my ultimate career goals? Would this role provide me with an opportunity to learn and ...Read More