Nick Feeney

This isn’t a one size fits all approach. Every leader should bring a different focus to their 30-60-90 day plan based on their leadership style, the stage in which the company is at, industry/market dynamics, immediate challenges/goals, etc. That said, the high level framework below is something I’ve used at several companies which has proven to be quite successful:  Days 1-30: Listen, Learn, Connect Establish presence and connection with team Roll out User Manuals: How to guides for working eff ...Read More

As mentioned earlier, KPIs vary depending on the business and teams specifically. Below are a few metrics that I find businesses neglect to prioritize: Employee satisfaction Retention Burnout and mental health are critical topics managers should be maniacally focused on Manager call reviews (Gong, Chorus) Managers should be constantly providing constructive feedback and hearing more from the customers' voice in order to improve performance and sales motions Delineating engagement by location and ...Read More

Moving up-market is no easy task. It adds a great deal of complexity, precision, and requires more people, processes, workflows, and technologies to do it effectively. This initiative must be done company wide and has to address the ongoing challenges that your target (or evolving/new target) audience must solve at a global scale. Here are a few things you’ll need to think about as you shift from a velocity to a transformation motion: Historical success Have you closed up market in the past? Can ...Read More

OKRs can vary depending on how your specific business and team are measured. It is crucial to first understand what the business OKRs are before you can be prescriptive in delineating key objectives to your respective team. Team metrics: Data trends - SCL, ACV, WR + pipeline (3x) Days within stage ACV (average contract value) ASC (average sales cycle) Delineated by stage WR (win rate) Delineated by stage New logos New logo vs. expansion revenue SQO to SAO production (sales qualified to sales acc ...Read More

I think about this in two ways: Vanity metrics Key business metrics Activity: Leaders should care less about the mass quantity of emails and calls and focus more on quality and conversion rates. How and why did someone respond should take priority vs. how many voicemails did you leave today. Revenue: Rather than looking at how many MQLs we’ve generated, let’s determine how many MQLs converted to SQOs, which converted to SAOs, which converted to annualized revenue. Why did a meeting not convert? ...Read More

Compared to a sales-assisted org, your KPIs change with a self-serve product. You want product led growth that funnels your NRR (Net Revenue Retention) to feed your MRR (Monthly Recurring Revenue) that feeds your ARR (Annual Recurring Revenue). Some of my go-to self-serve product metrics are the following: NPS (net promoter score) CAC (customer acquisition costs) Customer retention Customer churn Unique traffic visits Conversion ratio broken down by marketing event/engagement Content vitality % ...Read More

You should own every single KPI that impacts revenue. As a seller or leader, you need to ask yourself which KPIs influence your ability to overattain. For example, do you know the top 5 reasons why you lose deals? Are you able to work with enablement to create collateral on how to get ahead of those top loss reasons at Discovery stage moving forward? Do you know which AE moves deals through the pipeline the fastest? What are the top 2-3 reasons why that is happening? How can you build a process ...Read More

Your process should be dependent on your targets: Are you focused on new logo acquisition vs. expansion? Is your goal to drive more revenue through self-serve as you go up market? How are you holding the team accountable? What metrics is most important to them (how they get paid)? Are you based on monthly, quarterly, semi-annual or annual quotas? What are the key KPIs that your business is struggling with? How can we incentivize (spiffs) the team to focus their efforts here? If there is a metric ...Read More

You have to have a glutton for punishment moving from structure to no structure, take it from me, but it can be such a rewarding and fulfilling experience to build something from 0→1. Throughout my career, I wouldn’t say there have been many surprises, moreso ‘opportunities’ to put a positive spin on it. Systems & Reporting: We forget how easy we have it being at a larger organization where you have countless resources for technologies that have already been vetted and rolled out, and full f ...Read More

“SMART” goals; they’re simple and effective: Specific Measurable Achievable Relevant Time-Bound This is a classic way to hold yourself accountable with realistic outcomes. When I think about revenue, I challenge sellers and leaders to lead with data. Based on historical revenue, are you able to create a predictable model? Meaning, based on ACV, WR, sales cycle length, SQO/SAO production, are you able to determine how many opportunities you need at the start of each quarter/year in order to work ...Read More