Life After SDR: Building for

Tomorrow, a Career Narrative

SARAH BRAZIER
AGENDA 01 THE THREE TRIALS
(or, How I got my “ticket
to play”)

02 THE JOURNEY
(or, How I positioned myself
to be promoted)

03 UNDER MONKEY ISLAND

(or, What I did wrong)

04 GUYBRUSH THREEPWOOD
KICKS BUTT
(or, What I changed)
02

PART ONE:
THE THREE TRIALS
Or, How I Earned My Ticket To Play
Recipe for Promotion

Quota Value Mindset

Blow it out of the water Contribute to the company Learn to lurve prospecting
in meaningful ways outside
of booking meetings
HIT QUOTA!

● Q1 136%
● Q2 142% (officially earned Sr. SDR title in
June)
● Q3 112% (transitioned from SMB to MM to
ENT during this quarter)
● Q4 139% (and counting)
● 2019 = 132.25% quota (and counting)
● $3,156,831 pipeline generated YTD
● Total revenue (SMB revenue closed) =
$256,950
● Booked to closed/won conversion rate of
SMB = 18%
02

PART TWO:
THE JOURNEY
Or, How I Positioned Myself to Be Promoted
LEARNING:
If the process for promotion
hasn’t been built, then build
a Business Case
HOW WILL MY PROMOTION HELP GONG?
Internal vs External Jr. AEs

Number of Closed/Won Deals Per Quarter

Internal 1 Internal 2 External 1 External 2 Internal 3 Internal 4

Q2 - 12 Q2 - 8

Q3 - 26 Q3 14 Q3 5 Q3 4

Q4 - 14 Q4 8 Q4 5 Q4 7 Q4 3 Q4 3
CONTINUED
Average ACV per Quarter by Rep

Internal 1 Internal 2 External 1 External 2 Internal 3 Internal 4

Q2 $14,520 $16,112

Q3 $10,692 $15,514 $29,040 $8,600

Q4 $16117 $13,512 $7,673 $15,724 $13,333 $8,866

CONTINUED
Total Revenue per Rep

Internal 1 Internal 2 External 1 External 2 Internal 3 Internal 4

Q2 $174,238 $128,898

Q3 $278,015 $217,204 $145,200 $34,400

Q4 $225,644 $108,097 $38,366 $110,071 $40,000 $26,600

ANALYSIS

1 2 3 4

On average, internal External Jr. AE hires We can deduce that Considering Gong is
SDR hires promoted produce time to productivity actively hiring for Jr.
to Jr. AE produce 4.5 closed/won opps, is significantly AE’s, it would benefit
10 closed/won with an average ACV decreased among Gong to look internally
opportunities with an of $18,820, and internal promotions. instead of externally
average ACV of average revenue of from the perspective
$15,316, and $89,800 per rep of both Gong’s hiring
average revenue of in their first quarter resources and
$151,568 per rep in at Gong. opportunity cost
their first quarter as an of a ramping rep.
AE at Gong.
DELIVER VALUE
Gong Blood Drive
Spearheaded Gong Blood Drive, worked directly with Vitalant point person, and
coordinated internally with Gong to attain 26 donors, 36 life saving units of blood, and
saving 108 lives.

Gong Band Room

Attained 5K budget from Amit, researched & purchased all instruments (minus guitar).

Life After SDR Series

Generated concept, wrote script, attained interviewees, reviewed for edits, and acquired
1,911 likes, 282 comments, 78,942 views

Linkedin Content
Created contented that has generated a 232% increase of traffic to Gong’s LinkedIn
page, millions of views, tens of thousands of likes, thousands of comments, and dozens
of ops for Gong including Digital Pharmacist (35k deal closed/won) + multiple current &
late stage deals (Censia, Springbot, Guardsquare, AppZen, Xebialabs, Jostle etc)
02

PLOT TWIST!
Or, I Failed My First Interview
LEARNINGS

Find a champion

“The enhanced Deal Board has been a real game

Avoid too many “cooks” changer for me from a speed standpoint. I like the
categories—commits, closed-lost open deals—
which are extremely valuable.”

Schedule time for self- CHAD REGNIER

development Sales Director
SOON, I WAS TALKING LIKE A PIRATE AE
COME PREPARED
WITH A PLAN
SARAH RAMPS
A 30-60-90 DAY
PLAN
Basic Ramp Plan
30 Days: 60 Days 90 Days
Quota = $0 Quota = $10k Quota = $25k
Objective : Create enough pipeline to Objective : Objective :
generate two closed/won opps
following month close 2 deals close 3 opps w/ ACV of 12k =
source 3 opps to close following month $36k closed

1 / 5 accounts added = 1 opportunity 75 accounts added to sequence 125 accounts added

1 / 5 opps = 1 closed won business 15 opportunities 25 opportunities
3 closed/won deals following month 5 closed/won deals following month
50 accounts added to sequence = 2
closed / won opps 5 x 12 = $60k

2 closed/won opps @ $9.2k = $18.4k

DAILY SCHEDULE

Basic KPIs

25 net new accounts / week

5 net new accounts / day

15 new prospects / day

60 dials (minimum) / day

LEARNINGS FROM OTHER SDRS TURNED AES

Time Management!
overarching theme→ hence time blocks on calendar

Complexity of sale
● Lean on manager & teammates to learn
○ “You don’t know what you don’t know!”

Pain, pain, pain

● There MUST be a business case, otherwise you will lose the sale
○ role play disco’ / work on pain funnel!!!

Top of funnel
must have a steady stream of accounts going in the pipe in order for
deals to come out the other end
02

PART THREE:
UNDER MONKEY ISLAND
Or, What I Did Wrong
https://public-
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WHERE I GOT LOST & SUBSEQUENTLY LOST

ASSUMPTIONS SELLING BELOW INSUFFICIENT

POWERLINE DISCOVERY
Turns out, buyers buy When someone says Can’t justify spend if you
differently they’re the sole decision don’t know why the
maker and a significant prospect is spending
purchase – red flag. money to begin with
02

PART FOUR:
GUYBRUSH THREEPWOOD
KICKS BUTT
Or, What I Changed
https://public-
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CHANGES I
MADE THAT
PAID
(LITERALLY)
RUN DISCOVERY
ON THE BUYING
PROCESS
Ask: Have you ever bought software
before? What was that process like?
 INTRODUCE EXEC
ALIGNMENT AS A
NATURAL PART OF THE
SALES PROCESS

Can’t move forward unless we talk to

whoever signs the check
LET THE PROSPECT KNOW IN
YOUR AGENDA YOU WANT TO
UNDERSTAND THEIR GOALS
- FROM A NUMERICAL
PERSPECTIVE

Get better? How much better? How

does that show up in the business
today? If if changed by ___% how
would that impact the business?
THANK YOU