Lesley Ronaldson

I'm numbers driven I really am but like data can tell any story so you need to be really careful I can mold data to tell a great story or a bad story but we do need to look at performance metrics like you do have to define and track indicators related to the customer satisfaction and engagement and really ensure those behaviors are being measured you know whether it's an OKR or KPI and here at Gong we are maniacal about this so we track our numbers weekly in fact

I'm numbers driven I really am but like data can tell any story so you need to be really careful I can mold data to tell a great story or a bad story but we do need to look at performance metrics like you do have to define and track indicators related to the customer satisfaction and engagement and really ensure those behaviors are being measured you know whether it's an OKR or KPI and here at Gong we are maniacal about this so we track our numbers weekly in fact

I am on a call every Monday for one hour with our head of customer success for all our renewals, two quarters out, two quarters out. And every customer success manager who owns those renewals saying, here's where we are. Here is the risk. Here's what we need. There's a flag on the product and we are we are selling impacts.

I am on a call every Monday for one hour with our head of customer success for all our renewals, two quarters out, two quarters out. And every customer success manager who owns those renewals saying, here's where we are. Here is the risk. Here's what we need. There's a flag on the product and we are we are selling impacts.

We're pulling all people in and that's to ensure that they have a good experience. Then we do monthly reviews. And then we also showcase these in QBR. So there's definitely, there's a cadence and a process to being customer centric. And as I'm listening to myself, it sounds like a heavy lift and you know something. Yeah, it is.

We're pulling all people in and that's to ensure that they have a good experience. Then we do monthly reviews. And then we also showcase these in QBR. So there's definitely, there's a cadence and a process to being customer centric. And as I'm listening to myself, it sounds like a heavy lift and you know something. Yeah, it is.

But if you get it wrong, you've got the sales team doing amazing, selling all these deals. It's pointless. Like you're not profitable. You're not growing. And your folks won't stay. Like you'll have a nutrition problem as well.

But if you get it wrong, you've got the sales team doing amazing, selling all these deals. It's pointless. Like you're not profitable. You're not growing. And your folks won't stay. Like you'll have a nutrition problem as well.

I think it is. I had something this morning. There was a customer issue and they went to support and the customer support person was like, hey, that's actually not my gig. That belongs to customer success manager. However, he walked over and we're lucky we're in the office to the customer success manager said, hey, I just had this feedback. Let's jump on the call together.

I think it is. I had something this morning. There was a customer issue and they went to support and the customer support person was like, hey, that's actually not my gig. That belongs to customer success manager. However, he walked over and we're lucky we're in the office to the customer success manager said, hey, I just had this feedback. Let's jump on the call together.

There's nothing in it for that part. The customer success, you know, he's busy, but we sell as a team. We sell in packs. and a customer lost, we're all shareholders as well, right? We are all on this journey together. You kind of have to hire people that will go the extra mile for you and care. You'll not hear someone on Salesforce say, my accounts, they're Gong's accounts.

There's nothing in it for that part. The customer success, you know, he's busy, but we sell as a team. We sell in packs. and a customer lost, we're all shareholders as well, right? We are all on this journey together. You kind of have to hire people that will go the extra mile for you and care. You'll not hear someone on Salesforce say, my accounts, they're Gong's accounts.

My book of business, it's Gong's book of business. That's not your account, it's Gong's accounts. You just happen to be allowed prospect into it. So I do think it starts from the top down, whether, you know, from leaders, directors to managers.

My book of business, it's Gong's book of business. That's not your account, it's Gong's accounts. You just happen to be allowed prospect into it. So I do think it starts from the top down, whether, you know, from leaders, directors to managers.

And when I think about potential customers, I will use Gong and look at every single open deal in my pipeline and I can see which deals have a VP of sales as a persona, a part of the decision maker. then I will reach out to that VP of sales and I will do a peer-to-peer demo. I don't use Gong the same way an AE uses Gong. And straight away, I'm locked into that customer. We have a relationship.

And when I think about potential customers, I will use Gong and look at every single open deal in my pipeline and I can see which deals have a VP of sales as a persona, a part of the decision maker. then I will reach out to that VP of sales and I will do a peer-to-peer demo. I don't use Gong the same way an AE uses Gong. And straight away, I'm locked into that customer. We have a relationship.

When it comes to negotiation, I'm not just coming in from stage left to give the best and final. Me and that person already know each other. And that's been really helpful for me. I probably do demos of the product three to four times a week, which is really important because you've got to lead by example.

When it comes to negotiation, I'm not just coming in from stage left to give the best and final. Me and that person already know each other. And that's been really helpful for me. I probably do demos of the product three to four times a week, which is really important because you've got to lead by example.

Listen, I just want to win and no AE can close it alone. Not one. Yes, you can close a 20, 30K deal, but I'm talking about the six figure deals. Let's all get in. Let's all get around it. What do you need? We do a light linearity where we should be towards the end of the month. So we have a 72 inch screen, a live gong deal board open. We go, right, 92K deal. Bobby, where are we?

Listen, I just want to win and no AE can close it alone. Not one. Yes, you can close a 20, 30K deal, but I'm talking about the six figure deals. Let's all get in. Let's all get around it. What do you need? We do a light linearity where we should be towards the end of the month. So we have a 72 inch screen, a live gong deal board open. We go, right, 92K deal. Bobby, where are we?