Greg Baumann

Great question! A big one too…for a startup GTM hire looking to develop and own KPIs, I’d recommend working with leadership to align to the KPIs that are most imperative to driving success for your business. For a startup, it can look like steps to traction in a space, or finding the first few customers — in that case, focus your KPIs on pipeline generation, lead creation, and more. I’d even say that you should be setting KPIs for inverse ICP discovery—what are we learning about the market that ...Read More

Great Question! In the 30-60-90 plans that I've created + seen done well, I've noticed a trend that: Month 1 is "identity", meaning becoming a value-add corporate citizen in this new culture. Month 2 is sales process optimization: digging in with your new team(s) and putting in your framework for success. Month 3 is accelerating to outcomes. These days, if you're not driving value and closing deals with the team in the first quarter, you might not have many left! Make sure you're showing your ne ...Read More

I stole the idea of “WGLL” from Kevin Dorsey, who works across his leadership structure in sales teams to be maniacally focused on what good looks like, and work backwards from there. As such, I’ve rooted our metrics in support of WGLL - not from the perspective of “Amy & Bobby are the best, let’s have everyone do what they’re doing!”, but rather in using WGLL activities across my sales leaders to understand specific wins from the sales funnel and the supported customer experience to drive t ...Read More

Top performers can distort KPIs that you want to roll across your team. On one hand, sales professionals are able to achieve excellence because they do the right things consistently “We are what we repeatedly do. Excellence, then, is not an act but a habit.”. For a salesperson like this, we will strive to understand how those habits inform their success, and which of those therefore should be transmutable across the team to drive success for others. On the other hand — this is not popular to say ...Read More

For new-to-role, I'm asking questions to quickly build trust and uncover opportunities. I might say, “What’s your biggest current challenge and how can I specifically help?” or “How do you define success in your role?” I also ask, “Where do you see gaps in our process that we could streamline together?” and “What support do you need to win?” This sparks collaboration and lays the foundation for mutual success. I'm also a big believer in tracking to what great looks like, so I'm frequently asking ...Read More

Very interesting question — and one that brings up a few more! Quota attainment is a KPI that is directly meaningful to a seller—if she can hit her KPI of quota attainment year after year, that will be meaningful to her personally! However, quota attainment isn’t a helpful KPI to the company by itself — we could find out that the above seller is selling bad deals — selling deals that have low margins, high churn rates, and more… This is why it’s important to have a several KPIs that are develope ...Read More

In your first month as a new B2B SaaS sales leader, focus on listening, learning, and building key relationships across the team(s) -- your directs, your new boss(es) and your peers cross-functionally. In your first quarter, leverage those insights to drive quick wins—optimize your outreach, refine pipeline metrics, and establish scalable processes that translate into measurable growth. Being able to coach to your playbook and set your expectations for the team is critical. Also, you probably ca ...Read More