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From YouTube: Sales Development Group Conversation (Public Livestream)
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A
Okay,
good
morning,
everybody
I'm
Evan
Welch
I'm,
the
senior
director
of
revenue
marketing
here
at
gitlab,
and
this
is
the
sales
development,
partial
revenue,
Marketing
Group
conversation.
We
will
talk
about
field,
we
will
talk
about
SDR,
I
will
field.
Any
questions
you
want.
I
will
give
everyone
a
couple
minutes
to
read
through
the
slides
and
start
posting
their
questions.
I
will
likely
call
out
ready
to
start
because
it
usually
likes
to
get
it
rolling
pretty
fast,
but
I
thinks
it
has
the
first
question
so
Syd
you
want
to
verbalize
your
question.
Yeah.
C
A
A
The
two
things
that
have
slowed
from
the
perspective
that
Reggie
and
I
have
been
talking
about
is
the
digital
spend,
specifically
it
as
it
relates
to
acceleration.
We
have
paused
temporarily,
we
weren't
getting
great
results
out
of
it
anyway,
just
from
the
digital
perspective,
and
so
we've
caused
that
for
the
month
of
November
and
the
results
were
pretty
much
the
same
as
they
were
in
October.
So
I
don't
see
a
real
negative
impact.
From
that
perspective,
we
do
need
to
expand
the
team,
so
what
Matt
and
I
are
going
through
is
planning
for.
A
So
a
bunch
of
questions
they're,
so
first
the
digital
piece.
We
were
noticing
a
really
high
cost
per
lead
on
the
digital
side
for
acceleration
it
felt
like
it
was
more
of
an
awareness
campaign
than
a
true
conversion
campaign.
Didn't
see
a
lot
of
conversion
from
it.
We
will
go
back
to
doing
that
next
fiscal
year.
When
the
budgets
we
will
earmark
specific
budgets
for
acceleration
per
quarter
and
continue
to
use
that
it
was
a
safe
and
calculated
bet.
A
Calculated
bet,
it
has
not
impacted
the
results
as
of
yet
and
I
think
to
do
it
if
there
was
a
time
to
do
it
during
the
holidays
was
the
time
to
do
it.
So
we
had
to
make
a
couple
cuts.
It
wasn't
just
acceleration.
It
was
a
couple
other
areas
as
well.
So
that's
that's
a
it's
a
budgeting
answer
on
that
one.
As
far
as
you
know,
hiring
the
the
map
reps.
We
do
have
pretty
adequate
coverage.
It's
not
even
really
two
to
one
and
a
lot
of
spots.
A
In
fact,
I
think
you
mentioned
Matt's
territory,
specifically
I
think
he's
got
two
SDRs
aligned
to
him
right
now.
It
would
be
nice
to
have
longer
duration
for
those
regions
and
that's
what
we
want
to
get
to
with
the
acceleration
team,
where
we
see
the
heat
map
and
we
assign
them
based
off
of
that
need
and
they
stay
in
that
territory.
We've
some
of
the
feedback
we
got
from
yourselves,
matt
being
one
of
them.
That
was
around
the
duration
in
region,
and
so
that
is
looking
at
potentially
altering
that
and
I.
A
D
I
guess
I
mean
the
follow-up
to
that
is.
Why
are
we
cutting
the
budget
or
why
we
were
restricting
the
budget
we're
not
adding
to
the
budget
if
our
biggest
issue
from
even
from
a
company
standpoint
is,
is
demand
gen
and
making
sure
that
the
pipeline
is
full
I
mean
from
obviously
from
a
Sales
Leader
perspective?
That's
always
my
number-one
concern,
but.
E
D
A
The
the
fact
that
matter
is,
we
just
need
to
manage
our
budgets
and
we've
we've
exhausted
the
budget
from
this
perspective,
I
know
that
Todd
has
gone
back
and
and
increased
the
budget
some,
but
it's
an
overarching
budget
for
digital
spend
for
headcount
etc.
Any
of
this
month,
I'll
have
my
budget
for
next
year
is
what
I'm
hearing
and
that
will
be
part
of
the
revenue
model
in
the
plan
that
you
will
see
will
dictate
when
we
hire
STRs
based
off
of
your
goals
for
eight
months
out.
A
We
now
know
exactly
what
the
pipeline
contribution
is.
We
know
how
many
SEO
is.
We
need
to
generate
in
order
for
you
to
hit
your
sales
goals,
so
we
have
a
hiring
model
that
spits
out
monthly.
You
need
to
hire
X
amount
of
STRs
for
the
entire
year,
like
I
can
tell
you.
Preliminary
numbers
show
we
need
to
go
from
forty
and
enterprise
to
68,
just
in
the
first
three
quarters
of
next
year.
A
D
Hiring
quotas,
all
of
that
are
going
to
be
dependent
on
the
sales
goals
good,
and
that
makes
sense
and
I
guess
the
questions
really
at
this
point
to
Todd
I'm
a
Korean
SID.
Can
you
can
we
get
more
budget
to
do
that?
I
mean
we're
pushing
pause
on
something
that
again,
if
I'm
wrong,
tell
me
hey
this,
isn't
the
biggest
problem
that
we
have,
but
I
I
see
as
one
of
our
biggest
issues
as
a
whole
company.
So
can
we
get
more
budget
for
that?
D
C
Answer
that
and
the
answer
is
you're
exactly
right.
Mark
cutting
generation
should
never
happen
because
of
budget.
It
should
happen
because
it's
not
efficient
and
I've
heard
haven't,
say
two
things.
I've
heard
him
say:
the
digital
spent
for
acceleration
was
not
effective
and
that's
why
we're
cutting
it
also
heard
him
say
we're
cutting
it
because
of
budget
reasons,
and
those
are
two
very
different
things
to
me.
C
If,
if
you
mean
with
we're
running
out
of
budget
as
in
we
looked
at
how
we're
spending
our
money
and
this
money
wasn't
effective
and
that's
why
we're
cutting
it?
That
makes
total
sense
to
me,
but
don't
never
confuse
that
with
budgets,
because
that
that
sense,
that
would
that's
a
completely
different
message,
so
I'm
so
mature,
which
of
the
two.
It
is
Evan
yeah,
so
I'll
clarify.
A
C
Go
ahead
is
that
because
you
could
only
like
you
were
not
able,
like
we
had
a
certain
amount
of
budget
and
a
certain
amount
of
pipeline
we
needed
to
generate,
and
if
we
wouldn't
do
the
cuts,
we
would
generate
the
agreed
amount
of
pipeline.
But
we
would
go
overspend
or
are
you
able
to
generate
more
revenue
with
more
spent,
because
in
the
latter
case,
we
should
just
increase
it.
So.
A
I
think
I
think
the
verdict
is
still
out
on
what
the
digital
spend
is
yielding.
I
know
that
it's
increasing
pipeline
I
know
it's
increasing
our
MQL
I
still
think
it's
a
little
early
since
we
really
just
you
know,
became
very
effective
with
it
in
October
to
say
it's
making
an
immediate
impact
now.
Are
we
seeing
more
opportunities?
Absolutely
does
that
translate
to
us
creating
more
pipeline?
Yes,
we
are
to
answer
your
question
more
directly,
I'm
adhering
to
the
budget
that
was
outlined.
A
We
have
a
definitive
budget
for
the
PMG
spent
for
the
quarter
and
we're
adhering
to
that
budget,
and
so
we
had
to
move
the
dollars
around
to
the
more
efficient
pieces.
Is
it
does
it
have
a
negative
impact
on
our
pipeline
right
now,
I'd
say
since
it's
a
relatively
new
functionality,
it's
hard
to
say
I
do
know
that
the
STRs
are
continuing
to
generate
more
pipeline
and
more
si
OS,
that's
evident
in
the
presentation.
A
The
causation
of
that
potentially
is
a
spike
in
EM
kills,
especially
in
the
commercial
space
space
as
directly
related
to
PMG
and
the
digital
spend.
So
to
answer
your
question.
I've
been
allocated,
a
budget
said
that
I
am
sticking
to
I,
would
love
to
increase
it
and
continue
on
the
path
we
were
on
with
our
digital
spend,
whether
that's
negatively
impacting
pipeline
generation
right
now
to
be
determined
so
well
know
it
will
impact
a
number
of
em.
To
else
we
see
yeah.
C
So
what
I'm
hearing
is,
we
were
not
sure
whether
we
were
spending
the
money
effectively,
because
we
don't
know
the
final
conversion
of
our
digital
spent
and
that's
why
we're
not
able
to
make
the
case
for
a
budget
increase,
because
then
we're
signing
up
for
something
that
we
don't
know
how?
How
high
did
these
new
method
is?
Is
that
a
good
summary
correct
much
better
than
I
did?
Thank
you
and.
E
I
also
added
some
points.
This
is
Dara
that
the
holiday
months,
we're
also
thought
of,
is
maybe
you
know
lowering
down.
There
won't
have
as
much
of
an
impact
anyway
and
that
digital
is
higher
in
the
funnel.
So
until
we
can
see
what
the
effect
is,
gonna
be
it's
hard
to
to
know
that
it's
gonna
have
it.
It
certainly
wouldn't
affect
q4.
It
would
be
something
in
out
quarters.
A
So
we've
made
to
be
a
little
bit
more
detailed
running
pausing
during
you
know
the
week
of
Christmas,
for
example,
as
a
low
traffic
time
and
moving
some
of
that
budget
into
January,
so
that
we're
spending
it
more
efficiently
when
we'll
see
spikes
in
traffic
and
the
agents
do
we
work
with
is
making
a
lot
of
suggestions
where
we
move
the
budget.
One.
D
Know,
and
so
we're
talking
about
a
few
months
right,
and
so
this
this
is
the
same
concern
I
had
going
into
q4.
You
know
I'm,
not
worried
about
you
creating
pipeline
for
q4
love,
more
fantastic,
even
q1
fantastic,
but
I'm
also
worried
about
you
too
and
q3,
and
this
is
the
same
issue
that
I
brought
up
in
some
of
the
disruption
we
had
in
demand
gen
in
q2
and
q3
this
year
that
are
not
affecting
us
right
now,
and
so
that's
what
I'm
looking
at
as
far
as
building
pipeline
and
building
out.
A
A
C
A
It's
it's
of
the
things
they
will
be
doing
so
we're
not
doing
that.
Yet
right,
we
haven't
got
ahead
of
us
out
we're
actually
trying
to
help
shrink
the
ramp
time
of
us
out
when
they're
in
territory,
so
typically
they're
being
assigned
as
a
sow,
comes
on
board
when
we
have
the
bandwidth.
So
it's
rare
that
we're
dropping
in
before
someone's
hired
that.
A
To
some
extent,
but
part
of
it,
part
of
the
concept
is
really
about
getting
more
conversations
early
into
a
sales
tenure
within
a
region.
Okay,
so
it's
it's
a
lot
of
door
opening
and
it's
interesting.
We
had
a
really
nice
debrief
with
the
saws
they
worked
with.
A
lot
of
positivity
came
out
of
it,
which
was
great.
A
The
interesting
part
is
they're
converting
deseas,
a
higher
rate
than
we
anticipated,
but
the
feedback
on
the
conversations
that
are
happening,
even
some
of
them
that
might
be
longer,
was
quite
positive.
We're
having
conversations
with
people
we've
never
talked
to
that
will
likely
turn
into
something
down
the
road,
so
the
team
is
being
very
effective.
From
that
perspective,.
C
Thanks
and
then
a
small
thing
but
theses,
ISO
dates
with
with
the
send
the
full
and
the
full
date
I
thought.
I
did
this
time,
I
apologize,
someone
changed
change.
The
title
slide
that
the
title
of
the
dark
still
is
missing,
and
then
you
cannot
tell
whether
what
which
one
is
a
month
and
which
one
is
that
date
I
will.
A
Fix
that
right
now,
Thanks
so
I
feel
like
I'm
having
deja
vu
from
two
to
GCSE
ago,
where
you
change
the
name
of
the
acceleration
team.
I
think
it
was
acquisition
to
start
and
you
you
got
a
maybe,
but
you
reminded
me
about
the
ISO
dates
too
so
I'll
make
sure
I
changed.
Titles
changed,
so
we're
good
yeah.
A
No
all
right
so
I'll
do
an
FYI
one
of
the
things
we're
doing
around
Q
Khan
&,
AWS,
reinvent
we're.
Actually,
speaking
of
digital,
spend
we're
gonna
do
NAB
em
campaign.
It's
more
account
centric
than
true
ABM
campaign
through
our
demand
based
tool
that
is
now
live,
as
well
as
using
our
agency
to
target
and
enhance
the
follow
up
on
those
events
we'll
be
using
a
cloud.
A
Track
in
collateral
that
Leslie
will
hopefully
link
to
the
issue
on
the
dock,
for
me,
so
we'll
be
going
going
for
that
and
in
enhancing
the
focus
on
from
an
SDR
perspective,
but
also
leveraging
digital
and
ABM
for
those
events,
so
it
should
be
pretty
cool.
Maybe
that
starts
some
questions.
I,
don't
know
so
I
wanted
to
throw
that
out
there,
but
it
wasn't
in
the
slides
here
we
go
tane.
Do
you
want
to
verbalize
your
questions?
Yeah.
A
A
The
MQL
to
sao
creation
or
conversion
rate
is
part
of
it,
but
what
it
does
is
basically
takes
the
sales
goals
and
says
pipeline
needed,
based
off
of
close
rates
per
segment
in
region
means
we
need
X
amount
of
pipeline
for
sales
to
hit
their
number
right,
and
we
know
what
our
contribution
is.
Percentage-Wise
per
segment
as
well
right
could
be
40
percent.
It
could
be
70
percent
depending
on
the
segment
so
based
off
of
that
and
the
average
contribution
per
SDR,
we
have
a
hiring
plan,
but.
A
How
much
pipeline
contribution
is
needed
per
SDR
so
like
right
now,
you
know
in
enterprise,
it's
saying
about
a
hundred
and
forty
ki,
a
CV
per
quarter
or
per
month
which
we're
in
that
range
already
in
about
a
deseas,
and
all
of
that
is
going
to
track
back
to
the
goals
that
are
set
for
sales
and
we're
going
to
try
to
get
as
granular
as
the
regional
basis
to
set
those
quarters.
So
those.
A
A
A
A
We
all
know
in
the
pipeline
number
right,
but
there's
different
metrics
within
each
team,
whereas
you
know
field
and
digital
owned
and
campaigns
and
ABM
own
MQL
s.
We
own
si
OS
right,
and
all
of
that
should
go
into
the
alignment
from
a
sales
perspective
that
we
have
protein,
which
is
partially.
Why
we've
been
pushing
this
model
of
field
marketers,
Alliant,
MPs,
alliant,
STR
leadership
I
want
to
get
into
the
planning
conversation
where
we're
looking
at
it
holistically
as
a
territory
and
what
our
pieces
are
and
what
the
goals
should
be
for
each
team.
D
Oh,
quick
follow-up
to
that
too.
So
it's
not
just
pipeline
generation
right
because
there's
a
very
different
value
to
the
company
of
a
million
dollars
created
in
one
opportunity
or
ten
opportunities
created
for
$100,000,
there's
a
very
different
value
and
risk
associated
with
that
to
the
company.
Okay,.
A
Yeah,
so
you
have
to
have
there's
sort
of
two
metrics.
Is
a
quantity
metric
and
a
quality
metric
right
to
me,
the
pipeline
generated
is
the
quality
metric
you
know.
Are
we
generating
a
bunch
of
opportunities
that
are
of
really
no
value
to
the
company
right
and
you
and
I've
seen
this
happen
right,
I've,
seen
STRs
game
and
generate
yeah
$60,000
in
pipeline,
but
hit
their
goal
of
12s
AOS
right,
so
you're
not
generating
a
meaningful
pipeline
for
the
company,
so
the
quality
metric
is
off
there.
A
G
Definitely
appreciate
it
Evan
so
I
know
that
we've
been
talking
about
some
mid-market
focus
for
the
Excel
team.
I'm
just
curious
if
this
is
gonna,
be
kind
of
an
added
responsibility
of
the
current
Excel
team,
or
if
this
would
be
a
new
one
coming
forward
and
then
the
second
part
to
the
question
is
I
know
we're
doing
a
lot
with
the
geo
based
Enterprise
teams,
but
was
curious
if
there's
gonna
be
any
talks
about
us
supporting
some
of
the
more
named
accounts
and
doing
more
targeted,
focusing
within
that
smaller
subset
of
accounts,
yeah.
A
So
there
has
been
discussion
about
the
smaller
subset
of
accounts
or
the
named
accounts
and
I'm
really
looking
at
Emily
and
her
strategy
around
ABM.
She
and
I
actually
talked
about
this
very
lately
last
week
of
being
able
to
integrate
the
acceleration
or
even
the
mapped
STRs
into
her
ATM
strategy.
So
we've
got
identify.
A
The
account
targeted
or
account
centric
approach,
it's
very
different.
It's
a
different
numbers
game
right
ABM
is
a
very
small
number
account.
Centric
is
a
larger
number,
but
it's
not
the
overall
number.
So
that's
that's
the
first
piece
of
it,
so
TBD
so
still
working
on
figuring.
That
piece
out.
The
second
piece
is
in
you
know
we
can
get
creative
with
with
the
acceleration
team
as
needed,
but
I
think
our
original
directive.
A
We
need
to
satisfy
first
in
growing
the
team
and
making
sure
that
we're
shrinking
the
ramp
time
and
we're
gonna
stick
to
that
we'll
get
creative
later.
The
second
piece
it
will
be
my
mind
as
we
will
have
a
distinct,
mid
marketing
and
we're
still
talking
through
it,
but
it's
different
motions.
It's
different
conversations,
the
top
end
of
mid-market,
does
behave
and
does
have
conversations
similar
to
enterprise,
but
the
total
addressable
market.
The
number
of
accounts
targeted,
is
much
larger
and
it
can
be
very
different
conversations
at
very
different
levels.
A
A
H
H
A
I'm
gonna
defer
to
Ruggie
on
this
cuz
I've,
seen
different
data
but
I'm,
seeing
anywhere
from
four
to
eight
months
and
varying
every
steel
sizes.
Would
you
say:
that's
fair
right
anywhere
from
four
to
eight
months,
typically
from
an
SDR
generated
opportunity
yeah!
That's
that
good
yeah.
The
interesting
piece
Morgan
is
actually
the
average
deal
size
in
that
segment
that
is
generated
by
the
team
is
is
much
lower
than
you
would
expect,
because
I
think
it's
usually
that
first
initial
sale
or
that
land
that
land
deal
I'm.
B
A
A
H
E
A
Pipeline
attribution
and
that's
something
that
we're
working
on
trying
to
track
and
there's
there's
ways
to
do
like
Associated,
ops
in
Salesforce
and
close
losting
and
then
associated
up,
but
it's
really
hard
to
track
the
opportunity
value
being
merged
in
so
that's
an
ongoing
conversation,
but
it
is
something
that
we
need
to
do.
Okay,
thank
you
and
it
may
come
down
to
an
attribution
model
of
some
sort,
we'll
figure
it
out
all
right.
We
are
over
time.
So
thank
you.
Everyone
enjoy
the
rest
of
your
day.
I
appreciate
it.