The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 3 months ago

Go-to-Market Collaboration w/ Marketing, Sales, & Product w/ Ashley Estilette


If you’re selling complex software, you need sales, marketing, and product teams that both match that complexity and match each other.

You need go-to-market collaboration across teams. But how?

In this episode, I interview Ashley Estilette, CMO at Mitratech, about developing a Scrum Team to raise the bar on go-to-market collaboration.

In this episode we discuss:

  • Paying attention to how the 3 teams look, act, and feel together
  • Being obsessive about your focus
  • Crafting a winning Scrum/Tiger team
  • Building a culture based on trust

For more engaging sales conversations, subscribe to The Sales Engagement Podcast on Apple Podcasts, on Spotify, or on our website.

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Welcome to the sales engagement, apodcast, this podcast is brought you by outreach, the leading sales engagementplatform and they just launched out reach on our reach the police. To learnhow outreach well does not reach learn how the team follows up with every leadand record time after virtual events and turns them into revenue. You canalso see how out reins account based plays, manages reps and so much moreusing their own sales engagement platform. Everything is backed by datapulled from out reach processes and customer base when you're done you'llbe able to do it as good as they do, and the outreach on Io la on out reachto see what they are going on now, let's get into the day's episode hello and welcome back ever on to theCLS engagement podcast. Thank you as always for letting us your your drumsfor the next thirty minutes, or so. As always, we've got a great conversation.Lined up. I am joined by Ashley. Actually is the BP of IntegratedMarketing Athlete? Welcome, Hey, thank you. So much got excited to be here.Super excited to to have you- and I do this all of the time as I have to askthis question, while we're recording instead of doing it after is itactually is, is tilette. I am I pronouncing that right. I stole and Notin. Yes, you can blame myblame, my Casan husband for that. It's it's a great name, just at that trickywont to pronounce but excited to. Have you hear we werejoking earlier that I have a pressure Washer, somehow right outside my officeright now, and your long guy just showed up. So if there's any noise thatyou hear listeners just to ignore it, it's a part of part of life sometimes,but actually for the the listeners. I...

...always like it to give some context onwhat we're going to talk about and a little bit about your your backgrounds.I usually frame it up as, what's your superhero origin story, how did you getto become a VP at such a cool? Come I love it. So I started off early in my marketingcareer back in college. I actually thought I was going to be a journalistlove to write, used to pray for essay questions in college, which soundsinsane, but did one internship very early onand with a daily newspaper realized. There was absolutely no way that I wasgoing to be a journalist, and so I found myself kind of trying to figureout what what my first role is going to be outside of college tripped. My way alittle bit into marketing. I think it was a combination of being able towrite well really liking the kind of multitasking that happens in marketing.You know you get to do a lot of different things at the same time, andthen, probably just you know a lot of writing. So I loved love content,obviously so spent some of my early career with some engineeringconstruction firm, really loved. It did some proposal writing which I alwayssay gave me my first taste of working with a whole bunch of teams and sort ofreally understanding how critical it is for Cross collaboration. You know whenyou're writing a huge massive proposal. You you've got engineering, you've gotestimating you've got safety, you've got quality, I mean just you know, six,seven, eight sort of internal functions that you're trying to all rallytogether, and so I think, really early on my career. I sort of developed thisthis passion for making sure that everybody was on the same page andeverybody had a lot of visibility into what everyone else was working on, andthen you know just got recruited a little bit into part of my curs, alwaysbeen an energy got recruited into more of the software and analytic side, thebusiness and then went through a couple acquisitions and and that sort of thename of the game where I'm at now I... it. That's awesome. I find writingis such a sometimes overlooked skill that could be such a foundational steelfor sales or marketing. Everything if you double down and like really take acourse on writing or do anything the the Games you see from that are prettyincredible right. It's. It is the main form of communication that we have inbusiness. So if he can do it well, it's a huge advantage. Yeh, a hundred per cent totally totallyagree. Content strategies are are just going to become bigger and bigger dealsI think totally so almost was a journalist. I was right there with you,praying for S, a questions as well. I loved that M. I o I love doing that. Doyou have a yeah? Everyone has a favorite essay, they've Britain, and Ibet you still remember what it was d. do you have a favorite essay on whatwas the topic so ill? I don't know that there was a a favorite essay, but therewas a favorite project that I did in journalism. School is my senior yearand it was the first time that I got a real taste of how to sort of watchsomething and then how to how to kind of regard, to take a right back whatyou thought, and so our professor played a twenty minute clip of a riotand asked us after we watch the whole twenty minute late. We could take notes.Ask us to then sort of objectively write a article on on what we thoughtand obviously you know you can't can't really interject any opinion you knowno adjective I mean it has to be very sort of fact, based on what youremember and that just that whole exercise was really was really eyeopening and impassable to me to kind of have to go through that and remembercertain things and really take. You know great notes and keep things veryobjective, so it was really cool totally. I don't. You almost have tocompletely change your way of thinking because I feel,like we always add our own meaning to...

...things and everything, and once itbecomes abjectio different way of thinking, that's cool thanks. Yousharing that all right, so switching gear is a little bit what we wanted tospend some time talking about, and I really think this is an importantconversation now more than ever, and it's the importance of go to marketcollaboration through marketing sales and also products, and when we weretalking about this episode, I think the Light Bob Moment for me. I was like heythat yeah, that's what we should talk about was this analogy that you use andI think it's a perfect place to. Maybe kick us off. You want to share thatanalogy with the listers, a hot. It was great yeah. So the analogy I alwaysthink about when I think of product sales and marketing sort of comingtogether is you can't sell a Ferrari in a Toyota parking lot with? Let's sayyou know a KIA sales guy and none of those things are better or worse thanthe other. But the point is none of them go together, and so you know Ialways think about in the software world, if you're selling a reallycomplex, sophisticated software, your sales team better also sort of act. Thepart right like you want to have a really complex. You know a sale sceneto understand what that product. Does they sort of looked apart act, the parttop depart and then same thing with your marketing, it's hard to say,you're, this big High Tech Company, if you're at a trade show handing outpaper brochures- or you know so you just kind of have to those things inorder to have that really consistent, buttoned out brand and go to market, Ithink he really really have to pay attention to how those three thingssort of look at and feel together, and is that really consistent m? I really like that one and reallyresonate with it. I mean it just when that's not the case. You're kindof buyer is having this like cognitive dissonance, all the time something justlike. Why is this? What do I feel odd?...

You know as they're going through theyeah, the journey things just stop adding up and that's when I think youknow deal slow down or you lose momentum exactly exactly so. What aresome ways that you've seen to get everyone speaking the Toyota languageor speaking, the Proriger? Where do you start- and I can tell you from from myexperience- are at at outrages- were we're growing super super fast andright? We're adding you know forty new newpeople a week and to make sure, after all, the new people and everyone andeverything that's evolving. It's no easy tax have yeah. What are some ofthe things you think about at the beginning, maybe when you're firsttrying to get people a lot yeah, so there's a couple things. One I'd sayyou know at the very very beginning, you almost have to you know an executive leadership team.Even a sort of you know, Management Team involved in a go to market. Ithink you have to almost have this obsessive nature about your focus andyour priorities. People do it a lot of different ways. One of the good examplethat we've done in the past is- and this used to be a really big bug word,but the whole process around scrum. So software developers do it a lot rightand it's a way to it's a way to get a very small pain together. I thinkthat's the key, so you know if you've got forty people that need to get up tospeed. You sort of start with that really small tiger team, that scrumteam and it's making sure that that team is hyper hypoocisies on all theright priorities and what's cool about a strom process, is you know you set upthose short sprint, and so you could decide hey. This team is going to befor fifteen minutes every single day some days it might be five minutes somedays you might take off fifteen, but it's that constant, constant, retortionand alignment that way if, if something else comes up, your sort of always intouch with each other to make sure that...

...t you can rapidly pivot. So those are,you know, I think I think, having that myopic focus on priorities and thenhaving a really really tight team that is sort of the epicenter of what'sbeing executed on and constantly together, compaly able to pip itquickly. Let's go a little bit born to de Janis. This idea of obstruction. Youmentioned earlier offline that you just you just ran one. If I'm a sales leaderlistening to this or a marking leader listening to this, what does that actually look like otherthan just? Do I just get three to four people together at random? Are they allworking on the same project? Are they working on different projects and it'smore about accountability, walking through how you set it up yeah? So it's probably a little bitdifferent by Ord, but I'd say you know the Agel saying of if you're going toeat an elephant, do it one bite at a time, so that's sort of the idea behindscrat. So you know if you've got a really big product, Lonch or really biginitiative, that's a great project to sort of apply the scrum approach to oneof the things that I always think about is you know: you've got sales marketingand product people. These are all people that know how to sell. They knowhow to position. So one of the things I would like to do when I'm puttingtogether a from team, is think about who your almost champions orinfluencers in your different teams in the company. If those are going to bethe people that are going to not just help, you develop the the project orinitiative sort of at hand, but they're going to be sort of the microphone thatthen goes out and and help evangelize it and get a bunch of people within thecompany on board. So I was kind of gauge that when I'm, when I'm lookingat the right people to get involved in these kinds of things, who are the onesthat that I think are really going to be able to help me sell some of thisstuff internally m yeah, that's a great great point, and if you're listeningand you haven't identified those people, they don't even have to be leaders ofthe company. It's just the people that...

...actually people seem to be like drawnto. They ask for help and I'm right togeter with you any any time we'retrying to drive an initiative. That's maybe outside of someone's typical view.Like an example, we do linked in takeovers from time to time when wewant to, you know, get out information and when I know exactly whoI need to go to on the sales team and as soon as they now something, theneveryone else will o yeah. So it's the yeah exactly kind of back idea. I likeit and then I think it's also when we go back to like thinking aboutthis. At the beginning, culture plays a big part in collaboration right and andcon having those lines open. I think sometimes companies, if they've, been a companyfor a while or even startups going to have these underlined stories. You knowwe're a sales first company, where we're engineering we're just we're aproduct focus company or were we have the best marketing, so we're marketingfocused and it's in Porin pay attention to those stories and and have themalmost debunked right and like trying to try and at least work work throughthem. Is that something that that you think about yeah? I say culture isprobably another thing that I'm super super passionate about, and you knowwhen you think about one of the Nice things about having. If you can getyour leadership team or you know, get really organized around what thosethose real big focus points and priotarete t your whole company ismarching toward one of the things. The sort of concepts that I love is wasfrom Jeff Esos, and he had this approach to Amazon, which is you know,obviously, a Behem company that when you get to a certain five in a company when you can align the whole companybehind that vision and then have...

...everybody rallying behind it, you sortof not everyone's going to agree all the time right, you're going to haveyou know, kind of pushing and pulling around certain decisions that are made,but the critical thing was to disagree and commit, and I love that concept ofit allows you to continue to move quickly. You know a lot of companies,especially in sort of the world that I'm living in you know software and intechnology. These companies are moving at incredible paces and you have tohave this culture of we're not always going to agree, but we trust each other.We Trust our leadership and we trust that vision that we're marching towards,and so it's okay to to disagree and say look but I'm in it. I trust you let'sgo, and I think that kind of helps keep that that momentum, so that you don'tkind of get bobbed down in just you know, decision making or people notquite sure, what's a priority things like that. I like that it's a greatAntilio to clarify it's like you can you can disagree, but whatever thedecision is just commit go all in and an Panwell yeah yeah yeah. There is somuch wasted energy in like that, pushing and ambling when it could befunnel in Yeh in the actual initiative, all right so tiger teams, I love it.The DIS. This ran commit idea. I love it culture playing an important role.Another thing I wanted to talk to you about, and maybe it's just curiousbecause I think it's such a difficult thing to do is when, when there's changes in thebusiness and their big changes, how do you think about disseminating thatinformation? It's always crazy to me when there'll be a new big launch ofsomething and like an entire team, doesn't know and they're like. Yes, yougot the emails. Yes, you've got things, but people are so busy focused on theretheir day to day and ate guys that it can be hard. How do you think aboutdisseminating information to a you know...

...a lot of people at once man and it'ssuch a good question and such a huge challenge right now. I think in Covin,because you know before when maybe more stuff happened in person now it's evensmall decisions or small conversations you're either happen to send an emailor catch someone on a dome call in the midst of their crazy schedule, so thatyou know, I probably don't have a perfect answer. We've found a lot ofsuccess as far as disseminating information from kind of the top aroundvision strategy. What's the company's been up to and sort of trying to drawsome transparency into that we've started a monthly strategy. Call thatactually our executive team does I mean you could argue, you can argue evendoing it more frequently than that, but but it's a pretty robust call wherethey kind of talk about the latest happening at their level. How they'resaying things there's an open Qa at the end, so so you know where historicallycompanies maybe did that once a quarter, you know kind of, did a town hall allhand, type thing. I think you know, shifting to the extent that you can tomore of a monthly strategy where, where all of the employee they feel like theyunderstand what the company is trying to do and where the company's going inthis environment with everyone at home. I think a lot of those conversationsare just getting getting sort of lost, because we hang up on calls there's notkind of the water cooler tap. There's not, you know, walking to someone'sdesk and getting updates on things so camping that up and then there's a lotof technologies that people can start using to, I think, to to increasecommunication. We started you know creating a couple of differentcalendars, that people can access in just an outlook that are really robust.That marketing owns that allow us to draw visibility into the things thatwere executing on, because there just wasn't wasn't enough time for enoughphone calls in the day. So so I'd say you know, look at technologies, there'sa bunch of different tools out there, but I think people can start toleverage, but it it's. It's just going... be a little bit of a challenge: Yeah Yeah, that's a good point thereand it's interesting to see how people have, because I think it's one of themain problems you know with working remote for sure I've heard of companies,starting like internal podcast for updates, which I think is kind of a wee,have yeah. You have that yeah we do have that YEP YEP. HOW IS UP IN RECEIVE?I think it's been really good. The Nice thing about the podcast is, and wealmost to now record every single meeting and sort of make it availableon our Internet because again, there's just not enough time in the day withpeople schedules, especially sales teams who are trying to get in touchwith clients, you know you're sort of at the mercy of a client schedule. So Ithink it's worked out really well and it's been a great avenue for thingslike product launches for training for here's. What this functional team iskind of up to here's what's important hears how to get in touch with theseother certain groups. These grown super fast over the last two and three years,and so sometimes there's pockets of the company that you just don't talk to and so to revert back to. You know apodcast or some of these recordings that we make available. I think it doeshelp kind of bridge the the lack of in person, communication, probably yeah, and you just need tolike hear the voices of yeah, like you said, come workers that you may notever bet you know or anything. Yeah comes much more approachable and humanyeah, so it always amazes me. I save this every episode unless there's areprobably sick of hearing it, but it's amazing how quick thirty minutes goesby, but before we kind of go and wrap things up, is there anything else that you'd be remiss that we didn't talkabout with this topic? Anything we missed. I mean I don't know. I don'tthink so. I mean that I think just really. The take aways like having thatreally strong, concise, go to market strategy, getting those tiger teamstogether, understanding that especially the bigger an orgets you know have thatkind of mentality of you can disagree...

...with something but commit to it, andyou know and sort of support and trust your leaders, I love that. I think those are greattake ways. Last thing is: Are you firing? Is there anything they do on aplug or anything? Yes, oh I love it. I love the used. Of course. We aredefinitely hiring. We had a really exciting transaction, so we had acompany of private equity. Ans Come in and recently back in Varas, so we'resuper excited we're sort of hitting the reset button in that really high growthperiod. So definitely a lot of opportunity on the marketing team sales,business development product so definitely go check out our website forsure cool. I love it and if people want to continue to learn from you, followyour career clinked in twitter. What's your fair yeah, I'm a Linkin yeah, I'ma linked in person for sure perfect awesome. Well, actually, it's beenSuper Fun. Thank you so much for coming on having Sarru insight and well ourlisteners. Thank you. So much for hanging out with us and we'll see anext et, thank God. This was another episode of the SalesEngagement podcast to help this get in front of more eyes and ears. Pleaseleave us a shining five star Weye join us at sales. Engagement for newepisodes, resources in the book on sales engagement to get the most out ofyour sales engagement strategy, make sure to check out out reach io theleading sales engagement platform. So you on the next episode t.

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