Remove compliance Remove Leadership Remove Onboarding Remove Underperforming Technical Team
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Q&A recap: Driving customers to value during onboarding, at scale

ChurnZero

Does your Customer Success team have a shallow view of onboarding? If you consider onboarding to be a success when a customer reaches their go-live date, then you need to dig deeper. Whether it’s greater efficiency, increased revenue, cost savings, or achieving compliance, every customer has a reason for purchasing your product.

Scale 98
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3 Unusual Drivers of Early-Stage Growth

OpenView Labs

The same was true when I ran the People function at a software development consultancy that doubled its headcount to ~100 while reducing attrition from 40% to 5% voluntary in 18 months. The question becomes: “Who do I want on my team—and why?”. A final comment on purpose: It should come from your team. Even kids and pets.

Scale 84
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Avoid Trapdoor Decisions: 5 Lessons Learned from Scaling Stripe (Video + Transcript)

SaaStr

Scaling the company’s employee base, sales teams, marketing, and operations—all while preserving its culture—has required a laser focus on first principles, smart processes, and effective hiring. Know who is the foundation of your product and build your product for that user (in Stripe’s case, developers). Know your forever user.

Scale 152
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5 Effective Things We Did to Move Upmarket and Built Pipeline with Mapistry (Video + Transcript)

SaaStr

Lots of us fantasize about moving upmarket, but are unsure of how to get started, is it just a matter of hiring a team of SDRs and getting them to hit the phones? You don’t want to fall into a trap of building all this custom stuff, I think you guys all know why that’s a bad idea.

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SaaStr Podcast #411 with Slack Chief Product Officer Tamar Yehoshua

SaaStr

As for Tamar, previously, Tamar was a Vice President at Google, holding product and engineering leadership roles on Google’s most important products, including Search, Identity, and Privacy. How does Tamar structure the customer development process? I was a C++ developer working on electromigration on a full chip.

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SaaStr Podcast #217: Stripe COO Claire Hughes Johnson on The Trapdoor Decisions to Avoid When Scaling

SaaStr

Scaling the company’s employee base, sales teams, marketing, and operations—all while preserving its culture—has required a laser focus on first principles, smart processes, and effective hiring. Our team is in Room 111. They were self taught developers. Claire Johnson: If you don’t know us, I’d love to change that.

Scale 116
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Building Consumer Grade Enterprise Products with Invision, Box, Google Maps and Crunchbase (Video + Transcript)

SaaStr

She founded Box’s growth team as well as the product operations team. And before box she ran product and engineering teams building large scale financial platforms for Accenture clients. Ciara : Craig’s designed and led teams at enterprise and consumer companies including Salesforce, eBay, and Google.