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From YouTube: Sales Development Group Conversation (Public Livestream)
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A
All
right
morning,
everybody
afternoon
evening,
depending
where
you
are
in
the
world,
my
name
is
Ivan.
Volkov
I
am
the
senior
director
of
revenue
marketing
here
at
get
lab
I'll
be
handling
the
SDR
live
update
today,
I'm
going
to
go
ahead
and
share
my
screen.
I've
got
11
o'clock,
so
we'll
get
rocking
and
rolling.
What
I'd
like
to
do
is
run
through
my
presentation
quite
quickly.
A
This
is
my
first
time
doing
this
functional
update,
I'll
go
through
these
everyone's
seen
them
and
then
open
up
the
opportunity
for
questions
we'll
do
a
very
brief
synopsis
of
what
we're
working
on.
There
are
quite
a
few
changes
coming
to
the
SDR
organization
in
the
beginning
of
next
quarter.
So
August
1st
we'll
be
doing
a
lot
of
different
changes.
All
of
them
are
geared
towards
one
question:
why
why
are
we
making
these
changes
I'm,
obviously
growing
very
rapidly,
so
we
want
to
address
the
growth.
A
We
have
tremendous
demand
right
now
coming
to
us,
and
so
we
want
to
address
that
demand
more
strategically
and
more
effectively.
We
have
requests
from
the
SDO
organization
to
create
more
defined
career
pathing
for
them
as
their
careers
grow
within
gitlab
and,
most
importantly,
alignment.
So,
within
the
revenue
marketing
organization,
we
have
field
marketing,
digital
marketing
programs.
They
be
M
approach
for
get
lab,
as
well
as
the
SDR
organization.
I
believe
that
there
is
an
opportunity
for
improvement
in
regards
to
how
we
all
work
together.
A
What
we're
looking
for
is
changing
the
organization
from
a
global
approach
to
geo
leadership,
there's
an
org
chart
in
the
slides
which
I'll
get
to
next.
That
will
show
you
what
that
geo
leadership
would
look
like
we're
lining
closer
to
the
segmentation
within
our
sales
organizations,
both
commercial
and
enterprise
organizations
and
then
and
further
with
field
marketing
and
marketing
program
management
alliance.
Esd,
our
leadership
from
that
functionality.
The
business
need
has
dictated.
A
We
need
to
grow,
we
need
to
grow
the
team
and
get
to
a
baseline
that
is
closer
to
the
alignment,
we're
shooting
for
overtime.
As
mentioned
before,
so
we
were,
we
are
opening
up
several
jobs,
I
think
19,
to
be
exact,
with
the
new
management
structure,
new
folks
for
enablement
to
help
our
SDR
organization
grow
and
develop,
as
well
as
tighter
line
teams
to
commercial.
A
It
regards
the
process
and
performance
we're
looking
at
career,
pathing
and
SDR
leveling,
defining
criteria
for
career
progression
as
well
as
different
tracks.
Not
everybody
wants
to
go
into
sales,
so
we're
looking
at
how
we
help
them
get
to
marketing
how
we
help
them
get
into
an
SI
role,
or
perhaps
operations
finance
different
functionalities
within
the
organization
and
then
defining
both
those
tracks,
but
also
the
additional
responsibilities
for
the
different
levels
within
the
organization.
A
The
new
structure
with
geo
leadership
will
look
like
this.
Would
the
current
team
and
it
will
evolve
over
time.
So,
as
I
mentioned,
we
are
adding
enablement
people
to
work
with
Michael
Hamilton
J
Burroughs
will
take
on
a
different
role
within
a
package.
That
team
continues
to
grow
in
scale
and
will
serve
as
the
functional
leader.
The
biggest
change
will
be.
Loan
Elliott
will
be
moving
from
the
BD,
our
senior
management
role
into
a
nor
M
senior
management
role.
A
We
will
be
hiring
to
backfill
in
the
commercial
side,
as
well
as
adding
a
commercial
manager
in
the
Mia
reporting
to
LCF,
who
will
be
the
functional
leader
for
Mia
going
forward
as
we
continue
to
grow
and
scale
that
team
and
then
hiring
out
the
acquisitions
in
their
manager
from
an
alignment
perspective,
we're
looking
at
getting
very
closely
aligned.
So
we
can
be
more
strategic
with
our
activities,
both
in
field
digital
and
the
SDR
organization,
by
learning
resources
to
different
regions
and
territories.
A
A
The
acquisition
team
is
pretty
simple:
we're
going
to
hire
six
very
senior
level,
STRs
I'm
son,
potentially
from
internal
and
a
senior
manager
who
has
built
successful,
open
source
acquisition
teams
before
what
they're
going
to
be
responsible
for
they're
going
to
be
a
very
nimble,
pivotable
team
who
can
execute
integrated
prospecting
approaches?
The
need
here
is
really
to
address
growth
within
our
sales
organization.
A
So,
in
addition
to
a
team
by
team
SDR
to
a
regional
sales
leader
when
we're
spending
up
a
new
territory,
this
thing
will
be
able
to
go
in
and
create
demand
through
digital
programs
through
field
programs
and
obviously
SDR
activities
as
well.
We'll
have
for
them
based
here
in
to
anaemia,
and
they
will
be
aligned
to
a
heat
map
which
I'll
highlight
here
shortly,
showing
what
pipeline
demand
is
needed,
but
also
available
for
special
assignments
as
new
folks
come
on
board,
or
we
have
strategic
activities
that
arise
or
even
potential
field
events.
A
So
what's
next?
What
we're
working
on
over
the
next
six
to
eight
weeks
prior
to
launching
the
new
structure
is
the
leveling
and
career
progression
that
we've
defined
and
published
to
their
handbook?
The
pipeline
heat
map
I've
gotten
a
very
rough
mock-up
that
is
going
to
be
fully
expanded
and
that
will
help
dictate
direction
as
far
as
hiring
quotas
and
where
we
point
the
acquisition
team,
we
were
going
to
be
looking
at
instituting
pipeline
attribution
goals
for
the
team
overall,
expanding
from
a
customer
perspective.
A
Expanding
our
drift
capabilities,
which
is
our
online
chat
to
more
of
a
white
glove
ABM
approach,
so
that
we've
got
people
aligned
to
the
accounts
and
familiar
with
accounts
talking
to
customers
when
and
where
they
want
to
interact
with
us.
We're
gonna
be
creating
enablement
tracks,
as
I
mentioned
before
for
the
SEO
organization,
and
changing
a
couple.
Procedural
aspects
with
lead
ownership
and
the
content
that
we
use.
Everything
we
are
doing
is
going
to
be
tracked
in
a
master
issue.
A
This
presentation
happens
to
be
in
it
now,
as
well
as
a
recording
from
yesterday
that
I
presented
to
the
SDI
organization
and
can
be
followed.
The
heat
map
is
pretty
straightforward.
It's
going
to
tell
us
where
we
have
pipeline
gaps
and
where
we
should
be
focusing
our
attention.
So
if
we
understand
which
we
do
or
close
rates
or
sales
cycles
etc,
we
know
what
our
pipeline
needs
are
and
we
can
assign
that
number
to
that
and
utilize
different
marketing
and
revenue,
marketing
activities
and
SDR
activities
to
go
in
address
areas
where
we
have
a
gap.
A
And
so
with
that
very,
very
quick.
Seven
minute
synopsis
want
to
open
it
up
to
questions.
I,
don't
see
any
document
right
now,
but
please
feel
free
to
ask
me
to
expand
upon
anything
that
I've
covered,
because
that
is
quite
literally
the
fastest
I've
ever
delivered.
That
presentation
so
I'm
happy
to
answer
any
questions
or
provide
further
detail
on
what
I
just
went
through.
B
C
B
A
Absolutely,
and
so
the
demand
right
now
is
very
heavy
in
the
commercial
area,
so
we're
looking
to
actually
continue
to
invest
and
grow
so
right
now
we're
getting
to
a
baseline,
equal
distribution
to
some
extent
across
the
organization
without
sacrificing
coverage
within
the
enterprise
organization.
We
are
moving
to
between
12
and
13
reps,
as
highlighted
in
the
document
for
the
commercial
organization
and
splitting
those
teams,
so
we
will
actually
have
an
immediate
commercial
manager
and
in
North
America
commercial
manager
because
of
the
volume
of
inbound
leads
alone.
A
C
Sean
winters
here
I
had
a
question
about
the
acquisition
team.
Would
they,
with
all
the
members
of
the
acquisition
team,
be
focused
on
a
particular
area
that
was
not
you
know
the
right
pipeline
amount
that
they
had
wanted,
or
you
know
slacking
or
would?
How
would
that
look
like?
Would
there
be
another?
Se
are
already
working
that
territory
and
the
acquisition
team
would
come
in
aid
yeah.
A
We
will
we
will
have
assigned
STRs
as
a
salesperson
comes
in
and
takes
every
territory
they
will
have
dedicated
STRs
to
their
patch.
Think
of
the
acquisition
team
is
additional
air
coverage.
The
initial
concept
is
to
have
that
acquisition
team
start
either
right
when
the
salesperson
starts
or
prior
to
in
lighting
up
the
territory
and
create
that
demand,
so
that
we
can
create
more
at-bats
and
more
conversations
for
that
new
Greenfield
territory.
A
D
D
A
A
A
distinction
between
videos
and
SD
ours:
it
will
be
1
SD,
our
organization,
the
functionality
will
switch
from
having
dedicated
inbound
to
being
aligned
to
the
sales,
segmentations
they'll
be
responsible
for
inbound
and
outbound,
and
that's
partially,
why
we're
looking?
At
addition?
Adding
additional
headcount
is
because
there's
a
little
bit
of
reactivity
within
the
commercial
sector.
Right
now
we
want
to
increase
the
Pro
activity,
and
so
that's
why
we're
going
to
continue
to
invest
there.
The
responsibilities
between
SEO
organizations
will
be
exactly
the
same.
A
E
Cool
any
other
questions,
so
I'm
I'm
mobile
and
can't
type
it
in
to
apologize,
but
so
currently
the
measurements
for
an
SDR
is
a
sales
accepted
opportunity.
I
I've
heard
a
number
of
times
in
QB
hours
from
other
reps
and
myself
that
that
that
doesn't
necessarily
align,
especially
an
enterprise
to
iacv
goals.
There
any
thoughts
around
realigning
that
so
goals
are
more
common
yeah.
A
16
million
dollar
pipeline
for
that
particular
region
or
territory
and
I
do
have
a
plan
in
mind
that
we're
working
through
as
a
leadership
team
right
now
for
next
quarter.
That
does
actually
assign
pipeline
goals.
Ese
OS
are
great.
The
SEO
criteria
is
also
going
to
be
be
evaluated,
but
we
are
absolutely
going
to
be
working
towards
having
actual
pipeline
goals
and
tributed
to
what
we're
creating.
A
F
Hey
Evan,
just
wanna,
make
sure
you
can
hear
me.
This
is
Caleb.
I
did
a
quick
question
about
the
acquisition,
team
and
I
hope
this
isn't
redundant.
But
when
you
say
warming-up
a
territory
we're
creating
it
fast.
Does
that
mean
that
they're
gonna
be
responsible
for
setting
individual
meetings
within
target
organizations
or
target
verticals,
or
is
the
focus
more
on
setting
awareness
within
a
territory
and
then
I
guess
on
the
back
of
that?
A
There
will
be
the
opportunity
to
go
later
in
the
stage,
potentially
it
there
are
still
some
pieces
of
this.
That
are
a
work
in
progress
very
much,
so
the
initial
intent
absolutely
is
to
go,
create
opportunities
or
at
least
conversations
and
set
meetings.
Swimlanes
will
be
very
important
there
right.
So
clearly,
a
volume
within
the
territory
could
be
very
large,
potentially
as
far
as
total
addressable
market.
So
we
need
to
define
the
criteria
on
where
the
acquisition
team
has
pointed
versus,
where
the
named
STR
is
pointed
because
we
don't
want
to
step
on
any
toes.
A
G
Hey
Evan,
this
is
Dara
marketing,
ops,
just
a
thought
that,
with
a
lot
of
SDRs
on
the
call,
if
they
are
interested
in
that
acquisition
team
and
what
that
looks
like.
Are
you
looking
for
specific
expertise
or
you
know?
What
are
you
looking
for
as
a
job
description?
I,
don't
know
if
that's
been
posted
yet
or
if
you
want
to
give
them
an
idea
of
what
yeah.
A
So
I
think
a
couple
years.
Experience
is
important
in
the
role
a
lot
of
experience
in
out
pounding
familiarity
with
field
marketing
and
digital
campaigns
is
a
great
asset
to
have,
because
we'll
be
working
very
closely
with
those
organizations
on
executing
those
campaigns
but
having
the
ability
to
strategically
approach
an
account
having
the
ability
to
create
the
right
content
that
will
resonate
with
a
prospect.
It's
not
just
a
smile
and
dial
approach.
It
is
absolutely
a
strategic
approach.
B
A
H
I'm
sure
I've
been
I
got
one
real,
quick,
I
figured
it'd,
be
quick,
I'll
go
ahead
and
finish
typing
it
afterwards
by
didn't,
want
the
big
pause
I'm
not
here,
right
that
on
comm,
a
E's
are
going
to
also
have
one-to-one
SDR
coverage,
and
if
so,
if
I
did
hear
that
right.
What's
the
timetable
for
that,
it.
A
Will
not
be
it
will
not
be
one-to-one
I
think
you
heard
me
say
it
in
the
room
and
we
were
contributed,
but
it
will
not
be
one-to-one
initially
I,
don't
know
that
we'll
be
able
to
scale
the
one-to-one.
That's
part
of
why
we'll
have
the
acquisition
team
all
right,
I
believe
initially,
it
will
be
if
my
math
serves
me
correctly,
four
to
one
okay
and
we're
working
on
that
alignment.
Now
so
we're
talking
to
Ryan
about
that
alignment
now
and
the
goal
is
to
have
that
live
by
August
1st
great.