Vivun is known as the world’s leading provider of PreSales software. And the company’s AI-powered platform includes solutions for PreSales Operations, Demo Automation, Product-Field Alignment, and Xpert Analytics. Pulse 2.0 interviewed Vivun co-founder and CEO Matthew Darrow to learn more.
Matthew Darrow’s Background
After doing his master’s in engineering, Darrow realized very quickly that writing computer software in a small room all day by himself was not fit for him or his personality, noting:
“So, I tried to figure out what was next. A lot of my engineering friends at the time who felt similarly were getting into consulting. So, at an early age, I jumped right into the world of technology consulting with Deloitte and spent the next few years developing custom software solutions for enterprises. It first started with SAP deployments, and then it rolled itself into custom software projects and deployments for some really large state governments across the US. I realized very quickly that wasn’t for me either – doing the custom code writing and deployment side.”
“But it did give me exposure to enterprise software, which I really started to fall in love with. As an engineer by background, it was really complex. These are big, broad, distributed, sophisticated systems, not just a cute app on your iPhone.”
“From there, I figured that since I have an engineering background and I like the technology, but I don’t want to write the code, deploy the software or customize it, what else is out there for me? I randomly found this role called a sales engineer while at Big Machines. It set me on a decade-long journey in sales engineering: from an individual contributor to a frontline manager to a global vice president. I was really learning and mastering this craft, which is presales.”
“After Big Machines was acquired by Oracle, I went to Zuora, the subscription management company. I was with them through their series B and their IPO. So, about $7 million in ARR to $200 million in ARR. And that’s really where a lot of the core ideas for Vivun came from.”
“During that experience, it wasn’t a foregone conclusion that I would be a founder. I’ve always had an entrepreneurial bent to what I do, and I love to be creative. And so much of what’s exciting in life is creating something out of nothing. That’s motivated me since I was young.”
Formation Of Vivun
How did the idea for the company come together? Darrow shared:
“When I was at Zuora, it wasn’t a foregone conclusion that I would create Vivun and go through the IPO journey. It was a difficult route, and I learned so much that I ultimately wasn’t even quite sure if being in B2B enterprise software was for me anymore. And at the time, Dominique – my wife and co-founder – was at Google. She’d been there for nearly seven years, and she was kind of ready for her next challenge, too.”
“So, we both took time off and as people who love the outdoors and love trekking and hiking and being active, there were a bunch of trips that we never had a chance to take when we were working full time. I basically took two vacation days a year. That ended with a one-way plane ticket to New Zealand and a very little campervan that Dominique and I purchased for $3,000. We took that trip to intentionally be bored, reconnect, and let our minds wander.”
“One morning, we were sitting down at Lake Wānaka in New Zealand, and I got to that state of thinking about what’s next. We had done all these hikes; we’d done all these physical things. But I’ve always been a bit of a busybody and a wanderer, and I’m always trying to push new ideas forward and create something out of nothing. I had this list of eight or nine things that were really interesting to me to potentially start.”
“One of the items on the list, near the bottom, was that I should build a product out of all the things I wished I had when I was at Big Machines or Zuora building and running PreSales teams; there were no tools and technologies for me. I saw my sales counterparts have things, my product engineering counterparts have things, and my marketing counterparts. But I was running a huge organization that was material to revenue, and I had nothing except for well wishes to get by with spreadsheets and Salesforce customization.”
“When Dominique looked at the list, she quickly identified items that weren’t realistic, but when she got to this one that’s lower on the list, she asked me to tell her more about it because it seemed like it had legs.”
“From that point forward, I started to talk about my thoughts and ideas, the vision for the product, the company, and why the business could be so massive. Once I started to get the snowball rolling, I couldn’t stop working on it.”
“We went from camping to renting Airbnbs, so we could have internet access. And that’s where I wrote the first lines of code, built the first version of the website, and created the first few slides for the pitch deck that I would use to attract my other co-founders. Dominique was doing art and legal, getting a corporation set up, doing a lot of the behind-the-scenes work of ‘how can we make a company?’”
“We did this for about 14 hours a day on vacation and very quickly realized that the vacation was over. It was something we had to pursue, so we bought a ticket back to the US.”
“The first phone call I made was to John Bruce, my other co-founder, to get him on board.”
Favorite Memory
What has been your favorite memory working for the company so far? Darrow reflected:
“I laugh. There are so many of them. One of my favorite memories was actually recruiting John to join. That was the first meeting I had when I came back from New Zealand; we had been friends with John and his wife, Claire, and they asked us to dinner. I told him that I had this idea I wanted to talk to him about.”
“And I had this blue folder. I still remember this blue folder to this day. It had three pieces of paper in it; it was the Vivun pitch of what this company was going to be and why it was going to be so awesome and compelling. As I held the folder, I thought about my goal to surprise John and bring him over the line to join Vivun.”
“When we arrived at their house, Claire wondered about the blue folder. She thought that I was about to pitch John on joining a multi-level marketing pyramid scheme, and she was terrified to leave him alone with me if that was the case.”
“And I remember very vividly that when I got him outside by the barbecue, I opened the folder. As I was walking him through, he was engaged and leaned in very intently. That was when Claire popped her head out the window and started screaming at John to cut the pineapples because she was trying to pull him back in the house to get him away from me. He couldn’t understand why he was being yelled at about pineapples.”
“I showed everything to Claire, too, so she totally understood it wasn’t multi-level marketing. And we still have it on video: the moment that John committed at dinner. We had this high five at the table and decided that Dominique would run the customer side of the house, I’d be the CEO, and John would be CTO and handle all the product engineering stuff and bring it to life.”
“Claire got on video that moment, too, where she declared that she ‘was in.’ That was a really special moment because it was the real inception of Vivun. It was solidified with Claire’s commitment as a four-person founding team because we all bring something special to the equation. I would never have gotten it this far without John.”
“Another favorite memory is about being a 100% remote organization, which we considered from the very beginning. I have an understanding of how B2B companies operate from my previous experiences. Coupled with quitting my job to be able to do the things in my personal life, like trekking and the outdoors, I knew there had to be a different way to build a business. People have lives outside of work.”
“The question became, ‘How do we structure a company that just feels a little bit different and helps people grow personally and professionally?’ For me, one of those things was being remote. I questioned why I was commuting three hours a day or why I had to live in the backyard of where my office space is. All these things about flexibility were big pushes.”
“We were 100% remote from the very beginning, and that was before Covid. When Covid hit, we were still remote. We just never saw anybody for onboarding. When COVID was starting to become manageable with vaccinations, we had our very first all company get-together. And it was our VKO, our Vivun kickoff, in Chamonix in France.”
“That was almost three years ago. It was the very first time in Vivun’s history that we got together in person outside of the core founding team. It was phenomenal, because it was a week of discussing business objectives with representation from all of our departments. It was a really special and unique moment where, after two years of working virtually because of Covid, we saw each other live. It was really incredible. That’s another really special memory.”
“Another great memory is a recent one from our event UNXPCTD. For a hundred-person startup and as an unapologetic category creator, we know that momentum in evangelizing our community and our movement is critical. Prospects and customers came together and made us feel like a billion-dollar business. It was really special because it gave a lot of meaning and validation to all the work that we’ve been doing over the last four-plus years.”
Core Products
What are the company’s core products and features? Darrow explained:
“Vivun is the first AI platform for PreSales. That’s what we built from day one because there are plenty of billion-dollar companies built to service sales, marketing success, and product engineering organizations.”
“But there’s this really fundamental group called PreSales that’s critical to driving revenue and that nobody has paid attention to before. And I know it because I went through it for over a decade, as did my co-founder, John. The tailwinds in the market are such that this role is just more and more important because of how hands-on products have become and how transparent buyers have become. B2B is very AI obsessed, and that’s changing the power from the sales rep to the sales engineer (SE).”
“Gartner did this really cool piece this year that basically said the number one thing that your buyer wants to interface with is your sales engineer. Not your product, not your website, not your event, not your salesperson. It’s your SE. That’s the sort of ground truth for us: nobody’s ever paid attention to SEs. They’re the number one thing your buyer wants, according to Gartner. What we know from our own market is that there’s no technology for it. So we stepped in, and we built it.”
“Vivun’s platform has a variety of modules that help our customers accomplish a couple of core use cases. The very first thing that we brought to market was our PreSales operations module to scale repeatable technical wins and de-risk the sales forecast. It helps the SE team operate, scale and function so users can have consistent workflows and playbooks and a single place to do business. The SEs then communicate critical insights back to sales so they can make sure the sales forecast is on the rails.”
“The second thing we brought to market was all-around product field alignment. This came from my deep experience running PreSales and then product management on the IPO run at Zuora.”
“So many organizations’ priorities are really disjointed, and there’s no better persona in the enterprise than the Sales Engineer who’s half technical, half salesy to actually drive them together. This allows us to become the system of record for our customers’ product gaps, which is the white space opportunity in their market. We also quantify the business impact of all of this and facilitate it in real time. It’s a two-way exchange of information: what requirements does the product need to meet in the market, and when the product ships, what insights can I use to continually improve and go after revenue?”
“The third thing that we brought to market this year on the field side is demo automation. Eighty percent of PreSales teams spend over half their time delivering demonstrations. While it’s a necessary evil and a very tactical part of the role, it’s something we can automate. That’s what we do with this technology: we allow our customers to provide hands-on, interactive guided demos so prospects can understand the value of a product without having to get on the phone and have somebody tell them about it live. That’s all underpinned by our expert analytics, which are new KPIs and metrics that help you run a really efficient go-to market.”
“Across all these, think about things like team utilization, workload win rate, potential product gap, revenue being left on the table. Earlier this year, we supercharged all those different modules with SE Copilot, which is the first generative AI for this role and which has very specific use cases on all these different fronts.”
“In a nutshell, Vivun provides real-time tech win coaching for PreSales operations; helps with feature request clustering at a massive scale for the product alignment module; and even tees up and figures out what demonstrations should be automating and delivering on the demo automation side. We brand it as VivunOne, because we’re the one-stop shop for PreSales.”
“There are other point solution competitors who want to take advantage of the market we’re creating. But we’re the only vendor that offers everything you need from one place, and the outcomes are what you’d expect. It’s more deals done faster and with higher productivity, all while identifying and addressing new market opportunities along the way.”
Launching Of VivunOne
You recently launched VivunOne. Can you provide some insights into what users will experience with VivunOne? Darrow replied:
“VivunOne and what customers will tangibly experience is a completely integrated experience across all of our product offerings and innovations. It’s underpinned by a single Vivun ID, which is the user ID. Why is this so critical? Because you might be a customer that decides to start with demo automation and can then seamlessly move into our other modules; or start with product field alignment and then seamlessly move into demo automation, or start with operations and seamlessly move into product field alignment.”
“So, as a customer, when you determine your business’ most pressing issue, you can have a very seamless, easy, turn-it-on mode of expansion where you can get everything you need from one vendor and one platform that works together with a single shared ID and login.”
“That’s the VivunOne experience. In terms of outcomes, users see a 37% increase in technical win rates, a 31% decrease in sales cycle time, 95% faster time to insights, a 10% increase in time spent selling, and billions of dollars in product gap opportunities recognized.”
“These are the outcomes that our customers are able to achieve. So much of it comes from the use cases they’re leveraging to make it possible. They’re using us to scale PreSales operations and best practices, and they’re making our Vivun platform the single place to manage the Sales Engineering workflow. They’re de-risking the forecast as a big use case, which will help them focus on the right deals and chase things that can convert. They have a shot at winning and sort of cut bait on the ones that aren’t creating new product alignment. It also means that every dollar of the R&D spend is going to have a much higher output in yield and ROI, because they’re building what they know can sell in the marketplace.”
“And when it comes to automating demonstrations, again, I go back to the fact that 80% of PreSales teams spend over half their time doing this rudimentary, tactical task. If you can automate a large swath of that, deals will get done faster because you’re not chasing schedules. You’re able to give your value proposition a much broader scale; you’re able to personalize everything that you do to have higher win rates; and you’ll be able to focus more time on selling rather than on just custom-building demos all the time. Lastly, that all helps to demonstrate the value of PreSales in this role, too. Because for us, this isn’t a budgeted line item.”
“This is a new category that Gartner, Forrester, G2 Research, and others are starting to pick up on, and having the metrics that help showcase what the role is doing in the company is really critical for our customers.”
Challenges Faced
Have you faced any specific bottlenecks in your sector of work recently? Darrow acknowledged:
“Yes! I don’t know how you capture laughter as part of this answer. We’re a category creator, and we’re in the go-to-market stack. When the market went through its big correction a couple of quarters ago, most go-to-market technology got hit really hard because of that non-virtuous cycle of customers not hitting their targets. So they reduced their workforce, which reduced tech spending, which other vendors then had to reduce. And everybody sort of went through the same tornado spiral together. So it was just rough to be in go-to-market.”
“The other thing for us is that there’s always a line item for marketing spend, sales spend or engineering spend. But for PreSales, the line item was just a head count of the team that was going to do the demo. There hasn’t been a technology spend line item for it, but that’s starting to change.”
“So for now, we always get sign-off and budget coming down from the CRO as part of their global sales tech spend. But we have to help our buyer create it and justify it because it’s not a known entity or quantity. And with the event we just did – UNXPCTD – and our customer roster, that’s also starting to change because companies realize that this is the most strategic weapon they’re not tapping into right now.”
“But I’d say that the biggest bottleneck for us is that in a time when go-to-market tech got hit really hard, being a category creator in that space was something that we really have to keep working through. We need our customers to be able to go and show and justify and get a brand new budget at a time when even existing budgets are hard to come by.”
Evolution Of Vivun’s Technology
How has the company’s technology evolved since launching? Darrow noted:
“I couldn’t even recognize what we launched with, honestly. You have to remember that back then, I was writing the first version of the product. When John Bruce joined our first set of engineers, he took that over from me.”
“At the very beginning, the product was very tightly tied to Salesforce. As an extension of the Salesforce platform, it had a couple of unique interfaces to make life easy for our users. And while we had this data science roadmap and strategy at the time, we were making do with really smart data scientists and the tools they had at their disposal. They just weren’t as advanced as they are now.”
“For instance, when it came to natural language processing, we were using TF-IDF, a technique that was done in the 70s because that’s what was available. LLMs just weren’t a thing four years ago.”
“Now, with VivunOne, it’s our own platform booted up on the most modern tech stack of AWS and Snowflake. Everything we’re doing is uniquely ours. But we still have this really unique tight coupling to Salesforce because sales teams and the CRM are still a critical touch point where we share information in real-time or as near real-time as the CRM can consume it.”
“That’s allowed us to have a foundation again on an AWS and Snowflake infrastructure that powers all of our modules in a single, consolidated experience, enabling us to have this really great connective tissue to where we started.”
“On the CRM and data science side, not only have we evolved our techniques, practices, and algorithms, but with the arrival of generative AI and LLMs, there’s so much more we do in our product. Naturally, that has to do with raw natural language, context, and coaching; it’s allowed us to accelerate a lot of our roadmap probably 100 times faster than previously when we were using more traditional techniques.”
Significant Milestones
What have been some of the company’s most significant milestones? Darrow cited:
“Well, I think one of the significant milestones is actually just the route to funding about four years ago when we raised our first seed round. It was a huge milestone because there was a big bet of conviction that this would become a space. Again, as a category creator, we couldn’t just say, ‘We’re the Uber for dogs,’ right? There was just nothing that was here.”
“But early VCs really understood enterprise selling and enterprise technology, and they understood that there’s a core group of individuals that really have nothing. So that was a huge milestone when we raised our first $3 million in 2019.”
“Every round since then was another milestone getting us to the point of raising over $130 million to create and build this market and the product and technology vision we had, because it’s massive.”
“For every two sales reps on the planet, there’s one sales engineer. And we know how many great businesses were built for sales folks but nothing for SEs. And it’s just this greenfield opportunity that we’re running into.”
“Those were big milestones for us, too. And they’re a little bit not codependent on funding, but they kind of go together. For example, when we crossed our first million in ARR and then our next $10 million in ARR, we realized that there was potentially something here. People are willing to pay for this service, and there’s some demand in the market that there’s a real pain point that we’re solving. And we know this because people are willing to spend money on it.”
“I think that’s a farce for other founders and entrepreneurs who think they have a business because people use their product. But if you’re not paying for it, it doesn’t matter. And that was the first interesting point for me.”
“Then, when we crossed over $10 million in ARR, that was another amazing point because it showed that this was a real market with longevity. Remember: by the time you get there, customers go through a renewal cycle. You need to have a product that’s mature, that can actually be innovated on, and you need some repeatable processes across your company to build the pipeline, close it, and build the product. And that was another huge milestone for us as a company.”
“Another interesting milestone for us was the launch of VivunOne. When I started the company, when I was thinking about what I was going to build in New Zealand, I had this very clear picture in my mind about the diverse array of needs for PreSales folks. They got to run their team as a business. They got to work closely with product management. They got to deliver demos that everybody hates doing. They have a whole new set of KPIs.”
“And we knew that AI could blow the doors off this. That’s been our charter from the very beginning, from that first dinner and what we just launched with VivunOne. But when you build enterprise software, this doesn’t happen overnight.”
“It’s been a four-plus year journey to get all this innovation in our customers’ hands. It’s a really special moment for us.”
Customer Success Stories
After asking Darrow about customer success stories, he highlighted:
“Seismic is the leading sales enablement platform out there, and they spoke at the keynote at UNXPCTD. What’s phenomenal about Seismic is that it is one of the most strategic PreSales organizations I’ve ever come across. And they’re using Vivun extensively across everything that we do to drive their agenda.”
“This is a team that fully embraces the notion that they’re here to do more than demo. They’re not the demo team; they’re the strategic advisors to their CRO, to their chief product officer, to their chief business officer, to their chief financial officer. Everything they do elevates this role and function.”
“When you look at the crowded market space, Seismic really broke out head and tails above the rest because of what their team is driving. A lot of those metrics that we talked about before are what our customers are experiencing. They’re doing more deals faster with the breadth of product fit and figuring out how they address and expand their SAM (serviceable available market). And their teams have more time selling, engaging, and being storytellers, which is what drives their business forward.”
“Again, the reason they do that is they fully believe, and they have institutionalized that the PreSales team is not the demo team. They’re the team derisking the forecast. They’re the team driving the roadmap priorities. They’re the team that’s coming up with the KPIs to figure out how to staff and go to market better. They’re the team that’s operationalizing their workflows, so they win more and more often as their team grows in size.”
“The other customer example is Snowflake, one of the fastest-growing companies of all time, especially in the public marketplace. They have a really interesting business model that’s based on consumption and is very different from the Salesforce sales-led business model where the account executive was the center of the universe.”
“At Snowflake, the SE is the center of the universe. Why? Because when you buy credits to Snowflake and you don’t use them, they don’t recognize or earn any of their revenue. Their whole goal is to get people to use and consume the service. This is a bit brash, but an AE, an account executive, is not going to be very useful there. The sales engineer is critical to driving their revenue.”
“And it’s just this amazing story – we heard about this at UNXPCTD, too – when Snowflake spoke, they acknowledged that Vivun drives their go-to market engine. The way that we help them identify use cases and come up with things that are blocking product consumption and the way that we’re giving them the KPIs to do tighter forecasting and financial planning and analysis processes is all based on the fact that the SE is the main revenue-driving force, and we’re the platform that enables that. We help their business go forward.”
“The last one I’ll share is a little bit different. Snowflake is a public, high-growth company, and Seismic is a private, high-growth company at a different scale. But then you look at a private equity company, like Coupa, which has been a really phenomenal customer of ours for years. It’s a Tommy Bravo company now and a well-known core technology. We help them with massive efficiencies of scale by allowing them to go from a 3:1 ratio of account executives to a sales engineer to a 4:1 ratio.”
“This is very different from what we’ve been talking about because we provide them with new levels of efficiency at scale by becoming much smarter about what they do, what deals they chase, and what they can automate. It gives them new efficiencies and new leverages in their go-to-markets that most PE-backed companies are really hungry for.”
Funding/Revenue
After asking Darrow about funding and revenue information, he revealed:
“We don’t disclose revenue metrics, but I can share our funding sources. Unusual Ventures led our series seed. Accel led our series A. Menlo Ventures did our series B, and Salesforce Ventures led our series C with participation from Tiger Global. Along the way, we picked up other great investors. In our Series B, two corporations, Atlassian Ventures and Salesforce Ventures, came to the table. That was a first.”
“We also have a phenomenal group of angels. Godard Abel, CEO of G2, was our very first committed capital and our first committed check when we put together our seed round. Tyler Sloat, CFO of Freshworks, who took Zuora and Freshworks public, also participated, as did Shailesh Rao, president at Cortex – now part of Palo Alto Networks – who previously ran all go to market for Google Enterprise.”
“Just great B2B domain expertise. To date, we’ve put together $131,000,000. And for a SaaS company on the IPO path, when it comes to revenue, one million was incredibly important, and ten million was incredibly important. What I can tell you about revenue is that we’re bigger than ten, less than $100 million in ARR.”
“That’s where we are on the journey.”
Total Addressable Market
What total addressable market (TAM) size is the company pursuing? Darrow assessed:
“It’s very difficult to put an actual number on the whole size because our persona and role go by so many different titles. We talk about the AI platform for PreSales as Vivun, but presales individuals call themselves 30, 35 different permutations – from customer engineers to solution architects, to sales engineers, to solutions consultants, to PreSales engineers, to PreSales consultants.”
“But, in general, for every three salespeople, there’s one sales engineer. So that’s the biggest way to look at the addressable market. When you look on LinkedIn, there are 10 million people that have sales as their title. So, considering one sales engineer per salesperson, we broadly estimate there are roughly three million sales engineers. You can see how that market gets very big very quickly. But there are likely even more Sales Engineers than that. I’ve heard Salesforce tout that there are actually 70 million sales reps, not 10 million, in the world. So these numbers start to balloon from there.”
“But that’s the best way to think about it for us; our core primary persona is the Sales Engineer, and for every three salespeople, there’s one of them. There are millions of those folks on LinkedIn today, with hundreds of thousands of open jobs for this role and growing, and the future of this profession is alive and well. And that’s what we’re going after.”
Differentiation From The Competition
What differentiates the company from its competition? Darrow affirmed:
“We’ve been able to sort of own the narrative around what PreSales is, why it’s strategic, why you should care about it, and how they do more than demo.”
“My co-founders and I have 25 collective years of experience in this space. We’ve lived it, which is really important as a category creator. It means that we’re actually seeing the trend, spotting the trend, and acting on the trend before the copycats come along. That’s what allowed us to have just incredible customers like Snowflake, Coupa, Seismic, Autodesk, ADP, and some of the world’s greatest companies: we were out there first and had the jump on it.”
“The second differentiator is our technology. We not only have better tech, but we have bigger R&D resources than nearly anybody else in and around this space. That allows us to do a couple of things. One is to provide VivunOne to the market rather than a small point solution vendor who might be out of business in a couple of years. We offer a single platform where everything works together, and everything you need comes from a one stop shop.”
“The second part of the technology is what we’ve been able to do on the AI side, but not just with the advent of generative. Joe Miller, our chief data scientist, is a deep domain expert in this function and field and was previously at Bridgewater running AI programming for Ray Dalio; we’ve been utilizing AI from the beginning. Joe helps us bring these innovations to life. Without the talent pool, the best vision in the world can’t materialize.”
“We’ve been able to move first with the best customer base, with the best companies on the planet. We’ve been able to do that broadly with a single platform that has everything our clients need – from one vendor instead of a bunch of point solutions.”
“And then we have the engineering talent based on decades of real experience in working with AI and ML techniques that make this possible, too.”
Future Company Goals
What are some of the company’s future company goals? Darrow pointed out:
“Growth. There are short-term goals around product features we want to deliver and revenue milestones we want to hit.”
“A medium-term goal is real, formal category creation in the marketplace as acknowledged by Gartner, Forester and G2. People are really paying attention to it, and that’s what’s going to give us the final pull to build that great big public company: recognition from different third parties.”
“And there are longer-term goals, like building a really robust, publicly traded company. That’s ultimately the name of the game. We didn’t raise funds to build a feature to get acquired at a small valuation, right? We know that a publicly traded company needs to be built in this area because of how quickly B2B buying is changing, and that’s what we want to be.”
Additional Thoughts
Any other topics to discuss? Darrow concluded:
“The thing I want to leave the audience with is the call to action for PreSales to do more than demo. This role isn’t sitting back and being the subservient demo team unit to sales. The best companies out there are looking to PreSales, and they’re figuring out how they’re changing the business – not just doing their day-to-day demonstrations.”
“My takeaway to any audience in PreSales: if you are not pushing the envelope forward, look at how you’re working with sales; how you’re forecasting; how you’re automating key tasks and activities like your demonstrations; how you’re aligning with the product better; how you’re demonstrating your value with KPIs; and how you’re getting ahead of what your team will look like by supercharging it with AI.”
“If you’re not thinking about all these things, you’re going to be left in the dust, and there will be ten other PreSales leaders that are going to get your job before you.”
“Your time is now. There are all these tailwinds, and there’s tech that’s for you now that was never here before. Go and make your case internally to your CRO and CFO to help them understand how your team can do more than demos and help their business.”
