GTM Ops

Jan 1, 2025

I’ve built, led and scaled GTM Operations orgs as a senior leader at high growth tech startups twice.

Most recently at Kandji, a B2B SaaS Apple device management & security company focused on the SMB & Mid-Market. In my ~3 years there we grew ARR by 7x, expanded internationally (London & Sydney) and raised Series D.

Before that, I joined Rev.com to lead Sales Operations and build a B2B GTM motion to pair with the existing successful & growing self-serve motion. We grew from 0 to $40M+ in contracted revenue and built every single GTM process from scratch.

In both roles, my organization supported all GTM functions including Marketing, Sales (SDR & AE), Solutions Engineering, Account Management, & Partnerships.

I drive efficient growth with these 4 levers:

  1. GTM Strategy: identifying, deploying, & measuring the strategies and plays that acquire and expand ARR
  2. Field Operations: designing processes that both help reps move faster AND collect accurate data to make informed decisions and measure their effectiveness
  3. Technology: making good process fast with a deep focus on crafting a simple user experience and leveraging native & declarative functionality to stay as nimble as possible
  4. Enablement: creating live and async programs to help reps onboard, learn new processes, and stay up to date with the latest internal changes and tool best practices

I have executed on all of the initiatives below:

GTM Strategy

  • Codified funnel definitions & metrics - the foundation of operational excellence
  • Annual and quarterly strategic initiatives planning (onsite, focused on 12-24 month horizons)
  • Mananging & facilitating the GTM operating cadence including WBR/MBR/QBRs (including creating & presenting the data package & story)
  • ICP/TAM development & segmentation (including how to build territories/books of business based on segmentation)
  • GTM financial modeling (including go-to-market spend, quota setting, headcount planning, and revenue targets)
  • Commission & incentive plan design & management
  • Predictive analytics including custom forecast models, propensity to buy, churn risk, and account value (up/cross-sell opportunity)

Field Operations

  • Rules of engagement, territory design, handoffs between teams, & Sales
  • Lead management including lead scoring, routing, & nurturing
  • Sales process design & training including sales methodology & contact/opportunity/account stages and their exit criteria
  • Forecast process, reporting & pipeline management best practices
  • Weekly metric reviews for pipeline, win/loss, activities etc.
  • Account scores for prospects & existing customers
  • Official dashboards across roles/functions
  • Standardized order form and deal terms + approval processes non-standard discounts/terms/SKUs etc.
  • Track product usage, onboarding progress, and time-to-value for new customers
  • Partner deal registration qualification, routing, and tracking

Technology

  • CRM design, data structure & integrations
  • Automated lead responses & routing
  • Rules based quote generation & approval processes
  • Bookings policies including ARR calcs & renewal/upsell processes
  • CRM & Product backend integrations, surfacing usage data to the field
  • Tracking last and first touch attribution across leads, opportunities, and accounts (including creating a custom split credit model in a data warehous)
  • My tool experience includes (but is not limited to): Salesforce, Pardot, HubSpot (full stack), LeanData, Chili Piper, ZoomInfo, Clay, Clearbit, Lusha, LinkedIn Sales Navigator, DealHub CPQ, DocuSign, Hex, Lookr, Gong, Outreach, and more.

Enablement

  • In person & virtual onboarding programs by roles
  • Role specific guides & playbooks detailing what good looks like
  • Weekly async updates on changes to production tools and processes and the latest best practices from our vendors & thought leaders


Some other notes:

  • At Rev, I led managers of managers and had an organization of 12+ people. At Kandji, I leaned into efficiency in the post-ZIRP era and am incredibly proud of being able to service all of GTM with a ~1:15 quota bearing headcount to Ops headcount ratio.
  • My experience at Ping Identity pre-IPO and post Vista acquisition showed me what great looks like in terms of discipline and rigor.

I am uniquely positioned to help business strategically AND tactically and, with a proven track record of success, am always interesting in learning about new opportunities to build something great.

Aaron Le