David Quinn

After a long career in Sales and Sales Management I now use that experience in Operations, building effective systems and processes to support the C-Suite. Most recently I was VP Revenue Operations for a VC owned security software vendor which had grown rapidly through acquisition, but was struggling to meet targets. Behind the scenes their systems were not integrated, cost of sale was too high and Marketing was at war with Sales. In 12 months we implemented a standard sales methodology, automated forecasting inside Salesforce, hired a BDR team, integrated lead tracking from Hubspot to Salesforce and created a set of Dashboards tracking performance across Sales, Marketing and Product. As a result we increased forecast accuracy by 20%, increased lead conversion by 23% and reduced the cost of sale by 28%. Operations is where the rubber meets the road, and it is amazing how much traction is lost: * Missed growth targets due to inefficiency - paper forecasting, lack of Ideal Customer Profile (ICP), expensive Account Managers doing work better suited to BDRs * Marketing frustrated as costly leads go cold or buyings signals missed * Unexpected Customer Attrition because churn indicators ignored or Renewals function undervalued * Revenue measured differently by Sales and Finance, causing commission errors and mistrust * Misaligned commission structures driving behaviour at odds with strategic / investor goals