Nick Mandelstein

Top H1 takeaway from QBR's about our Rev Org: "We're an ecosystem, not a hierarchy." (h/t Alexandra B.) We collaborate, everyone's voice matters, and we strive to put people in roles they love so they can be madly successful. Hearing this statement was validation that what we are building in the Revenue Org at LibraryPass is unique, and scalable, and contagious. And we have roles coming soon! So if you're interested in being part of an ecosystem, let's chat. Here's to an even better H2!

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Engaging the right buyers at the right time is critical to sales success. ZoomInfo Copilot's Target Account Digests alert you when your most promising suspects are showing the right buying signals. 🔔 Get personalized daily digests — delivered via Slack or email — with AI-powered recommendations for next steps. Never miss a sales opportunity with ZoomInfo Copilot: bit.ly/3yxBNes #ZoomInfoCopilot

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True or False: You should scale sales quickly after achieving product-market fit? From my POV, this one’s false. Before you can scale your sales team, you need to spend some time in action with your customers. You need to learn from them, relieve friction, and craft repeatable GTM processes. In other words, when you build without laying the proper foundation, customers and deals can fall through the cracks. Do you agree with Sales Myth #10? Please let me know in the comments! #Sales #GTM #GoToMarket

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A common misconception I’ve heard over the past few weeks is that engineering teams should build native integrations to "keep the IP in-house”. A sizable integration library is a competitive advantage. If there’s a well defined product strategy backing the integrations you build, they can be a force multiplier for your GTM teams. There are a few reasons to build native integrations, but treating them as part of your product's secret sauce by default isn’t one of them. Offloading cumbersome integration tasks via unified APIs, iPaaS products, or even contractors specializing in integrations is often the optimal choice that fast-growing product companies could make. I recently listened to Lenny Rachitsky's podcast with Shreyas Doshi and learned about his framework for optimizing work for opportunity cost vs. ROI. The gist of his thesis is that several teams fall into the trap of committing to tasks that are a good use of their time vs. the best use. This is especially true of those in high-leverage roles (founders, product, engineering, and design). Working on individual integrations for your customers is almost always going to yield a positive ROI, but they are unlikely to be high leverage features that result in an impact that’s an order of magnitude higher than the required effort. Features that are difficult to replicate, and that double down your product's core value proposition are higher leverage tasks worth having your product and engineering teams focus on. The few scenarios in which it is worth building native integrations are: ✅ Your product requires a handful of shallow integrations ✅ 1-2 strategic partners drive a significant amount of your revenue and deep integrations with their platforms make your product stickier & increase co-selling opportunities ✅ Integration platforms don't support your specific integration requirements and contractors lack the expertise to build them What are other considerations for building integrations in-house vs. leveraging products or service providers to build them?

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A lot of tools are leaving the self-hosted space, but we're choosing to double down on it. Going fully SaaS and not supporting on-prem/private cloud feels like missing out on something that’s objectively important for lots of teams. There's been a massive shift to the cloud for a long time, but there’s also a quiet shift back from SaaS to private cloud/on-prem. People are bringing things back into their infrastructure because they need security, resiliency and control over the tools they use. e.g. Flagsmith is tied to release management, so control over infrastructure is so important. Our goal from day one has been to make Flagsmith really flexible and simple to deploy, so people can choose how they set it up. This means keeping self-hosting. How? Intentionally building a simpler tech stack to support things like on-prem. A lot of companies have tech stacks that are too diverse to spin up a cluster for, so we’re lucky we can do it!

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Our revops “team” at Chili Piper does A LOT OF automations. If you’d see our list, you’d think we have a full train of rev ops folks working here at Chili Piper (spoiler alert, we have 1 and a half). Here’s an example of an “unconventional” automation We assign churned accounts to SDRs. Yep, we automate outreach to churned accounts Here’s why and how First, let me tell you, it breaks my heart to see any customer churn. I feel like my heart is asking but always aim to learn from it and make everything better for them if they were to come back. Hence, we want to learn what made them leave, fix the problem, and win them back And the good news is that we win many of them back . Here are the nitty gritty on how we do this : We setup these rules for assigning churned accounts to our SDRs: – Account Status = updated to Churned – Transaction End Date = 91 days – Round Robin across SDRs and update SDR Owner – SLA: after 12 working hours, check if there was activity yesterday AND ROE phase ≠ unfit to work, send Slack notification – SLA: after 12 working hours, check if there was activity yesterday AND ROE phase ≠ unfit to work, reassign – Provide a Slack notification to the AM (80 days post-contract end date) – Provide a Slack notification to the SDR once the Account has been assigned (91 days post-contract end date) – Provide SDRs with information on why the account is churning in SFDC to give them the context to sell into the account effectively. If you are curious about more details on this, let me know!  

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Any #revops or #finance or #revenue leader identifies with the pain of bad comp plan design and inefficient commission administration. In my several roles leading Revenue teams and revenue operations teams, I've had responsibility for: 1) Comp plan design 2) Reporting on comp plan attainment 3) Managing custom cases that require splits/ exceptions management 4) Rollup and manager level target setting 5) following through with finance on timely commission payments So much of this is key to driving revenue performance. And folks. it's HARD. Spreadsheets don't do it. Old school comp plan tools don't cut it. It's not just about the teams who are managing the process. It's about ensuring that the reps and their leaders DOING the actual revenue generation work have timely visibility into their earnings and understand the levers around how they get paid. This is the unlock for driving the right behavior and performance. and QuotaPath just released a major launch. It is now the most ADAPTIVE comp plan platform in market. Automatic and adaptive rollups for change in org structure. Visibility into commission plan earnings. Approval workflows built within to drive transparency and expediency Want to learn more? Check out their video. Want an intro? DM me and I'll get you connected with their Sales team.

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