Soundbites, Tacyhons, short takes
Recognizing and Scaling from Milestone Success Points
how I think about that inflection point, right, which is, okay, we've gone from zero. Now we're, you know, depending on your ACB, your sales cycle, things like that, i'm looking for i'm looking for some signals i'm looking at kind of uh pipeline how is our existing pipeline look right um but typically if i can cross a million dollars in arr and i have a repeatable process whether again this is uh these are the acb could be 10 20k it could be 50 100k um i need to get a clear idea of how many deals will it take me to cross that one million dollar arr milestone and you know I started kind of asking my question, well, how can I get to two faster than I got to one? And how can I get to five faster than I got to two? How can I get to 10 faster than I got to five?
The Evolution of New Hire Training
I think when we were going from two to 10 reps fairly quickly, like the name of the game was to grab as much land as possible and train the team. We just started from the ground up. We just started trying to figure out all the types of questions a new hire would ask across all departments. And we started building a presentation that went from five slides to honestly 250 slides. And we call this our new hire onboarding playbook. And I use that from capsule to every company I've been a part of. That becomes the epicenter of training, understanding the vision, the mission of the company what do we do like why are we here what is my role as a sales rep i think the more you can set up a framework and a structure so i'm a big believer in process right so from a training standpoint making sure people know your role is what expectations are what good looks like and making sure you can train them all the way from a CRM, to our sales process, to role playing, to certifications. These are all things I believe take a company to the next level. It's not just, hey, here's a couple of slides. Here's a quick 30 minute presentation. We went from our new hire training from from one day to two weeks a lot of classroom training a lot of shadowing different departments certifications on on what you expect right um whether you're shadowing the pharmacy or a role play scenario those were all kind of part of this process and the evolution of that comes into uh you know building building the best in class organizations and What you're able to do is from building a rigorous training program, scorecards on clear expectations is enabling your team to be self-empowered to do their job at a high level.
Strategic Pivot: From Contacts to Analytics
But then that was not a, the, we felt the best space or the biggest need. in the market, like we were there's tools that exist that might not be perfect, but do really good jobs and in providing contact information like zoom info. But then where we saw there was a bigger need was more in the analytics and helping with like more of that data driven health tech companies take a more data different driven approach to go to market. And so that's when we shifted away from focusing on contact info to what we're doing now more of the analytics on doing a lot of work with medical claims data, pharmacy claims data, social determinants of health data, and then leveraging all of these different and diverse data sets to help health tech companies, our customers, with their go-to-market strategy. And so it was an iterative process even for us till I get to the point where we are now.
Trust and Transition: A Unique B2B2C Model
If we get a couple of patients, the ROI is strong. When we went to capsule, that was a completely different cell because we were going to doctor's offices and we were educating them on the ability to refer their patients to a better pharmacy experience. And that's something that was never done before. You know, I always do a joke with during new hire training, when we brought new salespeople in, we grew our team from two people to 30 people. But I think the interesting thing there was we were there to take work off of the doctor's plates, make things work. It's easier for them, but we weren't asking them for a transaction. We were asking them to offer their patients a better experience. So that B2B2C, you had to build a lot of trust. You had to really get that opportunity for them to trust you to refer a patient. And nobody walks out of the pharmacy saying, wow, this was a magical experience walking out of Duane Reade in Midtown, right? the reality is people will do that with with the capsule experience and that was that was the thing that if you can wow them and delight them that was exceptional but again that was a challenging uh, you know, go to market. Um, but we, we did it.
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