With over ten years of sales experience, Jason Moore leads Global Sales Operations at SalesLoft; a company that was just awarded the title of Atlanta’s Best Place to Work. When it comes to managing sales operations, Jason has found that the quality of the data collected is critical to overall success. However, he has also found that creating a culture that incorporates feedback loops, continuous improvement, collaboration, and employee engagement is just as important. Find out how the sales culture at SalesLoft has provided the company with a competitive advantage over the competition in this episode of the Epic Company Culture Podcast.
Vice President, Global Sales Operations at SalesLoft
As a senior sales operations leader, I provide data analysis and deliver business insights (market competitiveness, pricing, revenue achievement) and recommendations to achieve business goals that enable cohesive strategic growth oriented decisions. I demonstrate expertise to ensure appropriate global organizational design, infrastructure, and support to efficiently manage customer relationships and carry out sales activities in support of revenue and bookings targets. In addition, I possess a proven track record developing global metrics to measure progress towards organic growth objectives. As an influential leader, I guide and develop talent to maximize individual, team and organizational effectiveness; fostering a culture of engagement and creating goal alignment.
My core areas of expertise include: Sales Operations Management; Strategic Sales Planning; Business Operations Management; Market Expansion; Territory Growth; Enterprise/Solutions Sales; SaaS Experience; Continuous Process Improvement; Market Research; Business Analytics; Performance Metrics Management; Program Development; Project Management & Leadership; Team Building & Leadership; Staff Development & Mentoring; Change Management; Policy & Process Development; Sales Forecasting; Budget Forecasting; and Communications.
1180 West Peachtree Street NW Suite 600 Atlanta, Georgia
SalesLoft is a positive, solutions-focused brand.
We aim to inspire, encourage, and solve big problems for our customers and their customers. The following guidelines are not an exhaustive list but will provide examples and guidance on how we speak about the brand. This helps us share a consistent message and move in the same direction, with the same goals.
SalesLoft is the #1 sales engagement platform that helps you understand your customers’ needs and respond in meaningful ways.
From the Podcast Booth:
Series Quick Links
Speaker 1: Welcome to the Epic Company Culture podcast where your host, Josh Sweeney, will give you, the business leaders, HR professionals and company culture aficionados the knowledge you need to take your company culture to the next level.
Josh Sweeney: Hello, and welcome to the Epic Company Culture Podcast. Before I get started, I’d like to thank Prototype Prime for this amazing podcast space. Today’s episode is all about sales culture, what makes a high performing sales culture, and we are joined here by Jason Moore of SalesLoft. Jason, thanks for coming in.
Series: Sales Culture
Jason Moore: Thanks for having me.
Josh Sweeney: Well, I’m excited to have you in, because we had a quick conversation on the phone, talked a little bit about sales operations, and we haven’t had an ops person, a sales ops person specifically, on the show.
Jason Moore: Oh good.
Introducing Jason Moore with SalesLoft
Josh Sweeney: Yeah, I think it’s going to be amazing content for our fellow culturists out there. So, tell us a little bit about yourself, your role, and SalesLoft.
Jason Moore: Yeah, so as you said, I work for SalesLoft, I run global sales operations there. Under my purview I have Deal Desk, which is responsible for all of our contracting, ensuring that the pricing is right, that the contract terms make sense for both our customers and for us, ensuring that the data is accurate in our CRM system, so that we can report on it and track how we’re doing as a business. Also, I have a couple of sales force analysts underneath me that help me with territory management and account allocation. They help with all of the dash-boarding and reporting that we have, as well as I run sales compensation.
SalesLoft: Atlanta’s Best Place to Work
Josh Sweeney: Got it. So tell us a little bit about SalesLoft as well and what they do.
Jason Moore: Yeah, so SalesLoft is … we’re about 350 people here in Atlanta. We’re headquartered out in Midtown. We just won for the second year in a row. Atlanta’s best place to work, so we’re really proud of that and-
Josh Sweeney: Congratulations.
Jason Moore: … that is heavily influenced by the culture that we have. We are sales engagement software, we help bring out the authentic seller in everybody. We sell to B to B companies and help them connect with their customers on a more personalized basis.
Garbage In Garbage Out
Josh Sweeney: Got it. Well, I know I’ve been following Kyle Porter and his rise over the years and it’s been meteoric. The whole company and everything that you guys do. Love the tool. I know customers of yours that love the tool. It’s morphed over the years, and become better and better.
Kyle Porter CEO of SalesLoft
Jason Moore: Yeah, it’s great. It’s a lot of fun.
Josh Sweeney: Awesome. So, sales operations. One of the things you mentioned was CRM data cleanliness dashboards. How crucial do you find these things to be in maintaining a high performing sales culture?
Jason Moore: I think it’s extremely crucial. If we have good data, then we’re able to look at the business the right way. We can slice and dice the data any way we want to, and the better the data is, the better decisions we make, the better we can steer the company in the right direction. CRM systems are garbage in garbage out, so if the data is bad, we’re going to be looking at it wrong. We’re going to make bad decisions potentially, which could steer us in the wrong direction, which could have detrimental effects on the business, not only the culture that we have for the sales team.
Josh Sweeney: Yeah, I know how important that garbage in garbage out scenario is. I mean, at Epic Culture we use an ABM, account-based marketing strategy, so we know who we want to target, we know who we want to work with, and there are just all kinds of aspects of that data that come into play. When was the last activity? How many activities? We do email outreach, more on a one-off basis to send them content and we’re always getting bounces, so somebody has to go in and run the list of bounces for the week and figure out how to update all of that data. People move companies. I think I read or listened to a fact the other day that said over a course of a year, I think, 30% of data goes bad because people have left, their phone numbers have changed, you had the phone number from the company they were at. So I mean, are some of those things the types of problems you’re solving?
Jason Moore: Oh, absolutely. We look at the data that we have in the system. We have a couple of data vendors, there’s a bunch of them out there. Each of them seems to have their own special niche. One is really good in certain industries. One’s really good with very specific contact data, be it direct dial, phone number, cell phone, email, et cetera, and we will look at the vendors that we have periodically, and determine whether it’s providing our sales team and our sales development teams with the information they need in order to touch our customers and our prospects.
Vendors: Main Players
Josh Sweeney: Yeah, I think that’s a great thing to highlight that they are specialized towards industries or certain data sets because-
Jason Moore: They seem to be.
Josh Sweeney: Do they? Okay. I mean, I would tend to agree, but I’m interested to hear what some of those are, because I know traditionally people just go … they buy Hoovers, or data.com, and they think this is gonna solve all their data challenges, and it’s going to augment it automatically, and all these problems are going to be solved, but what are some of the ones you’re seeing? What are some of the vendors you see and how you feel that they specialize, even though their marketing may be broad, but what are you seeing from the tools you use?
Jason Moore: We have recently contracted with ZoomInfo, and we use them for direct dial phone numbers and email, and so far it’s been really good. They were recent… they merged or were purchased by DiscoverOrg, so the bringing together of two of the main players in the business is hopefully going to be very, very good for them and for their customers, we included. So we’re looking forward to the two technologies coming together and providing even better data cleanliness for us.
Josh Sweeney: What are some other more unique items besides email and phone number? What are other things that you guys are looking at where you need a different vendor than what you would traditionally think of?
Jason Moore: We look mainly for contact stuff like I said. We look at what their title is. We look at from an accounting perspective, how big is the account in terms of numbers of employees, where are they located, and then the activity that we can track on the account level itself, is what like you were talking about earlier when’s the last time we touched them? When’s the last time we made a phone call, and what was the disposition of that phone call? Same with email. Did we get a reply? Did we get a bounce? So we will survey our sales team on a periodic basis, and ask them how they feel that the data that they’re receiving from our data vendors are. Are we … do they feel like with this new company that we contracted with, are the contacts dropping off? Are the numbers bad? Do they ring to the right person at all? Are the emails bouncing back? That type of stuff.
Josh Sweeney: Got you. Yeah, I know that’s definitely crucial for efficiency-
Jason Moore: Absolutely.
Josh Sweeney: … high performing sales teams. I mean, I get on the phone all the time and have to go through the phone tree and find numbers, and we try to use tools just like you guys are using to get to those, but it’s a – ever expanding group of work it feels like, without a full-time sales operations VP.
Jason Moore: Right.
Josh Sweeney: Awesome. So you’ve been in the sales operations role, I believe for a long time, right? Before SalesLoft you had multiple of these, correct?
Jason Moore: I’ve been in sales operations for over 10 years now. I’ve been with SalesLoft for a year, but I was in sales operations for greater than nine years prior to that.
Sales Culture: Sales Operation
Josh Sweeney: Got it. So, SalesLoft won two awards for being an amazing place to work, before that, where else have you worked and what did you see as part of their sales culture that you feel made it a high-performance team?
Jason Moore: Sure. So when I got into sales operations, I was working at Ariba here in Atlanta up in Alpharetta. I worked in North American sales operations, and then in global sales operations before Ariba was acquired by SAP. The culture at Ariba early on in the day was a lot of what you would think of a startup being. They’re headquartered out in California, but their base of operations was here in Atlanta, and we had a high performing sales team. We had very seasoned sales reps, and they were working with six to nine-month sales cycles but on large deals. Very smart, very well educated salespeople and we had a culture of constantly looking and inspecting the deals. What’s our forecast? Where are we going to land this week, this month, this quarter? And that drove a lot of high performing individuals.
After the acquisition from SAP culture shifted just a little bit because we went from a midsize company and merged into a much larger company, and that was an interesting experience in my tenure. I switched managers a couple of times within SAP. I got to see how different companies ran their sales and their sales operations groups, and then ended up following one of my heads of sales from SAP out to Lithium Technologies.
Sales Operation: Tech Companies
Josh Sweeney: Got it. Is there a belief system you found in some of these companies where maybe they just don’t understand what sales operations are, they don’t believe they need it? Are there certain things that you run across, because I know you know in working in the CRM space previously, it just didn’t feel like there was enough attention paid to having somebody that focused on the data cleanliness, went out and worked in systems and found systems to make sure it was what it needed, all the other sales operations types of functions?
Jason Moore: Sure. So in my opinion, sales operations for tech companies is a pretty new group. I would say in the past 15 years it’s really started taking … people started taking notice of it, and teams have started building out. You ask 10 sales operations people what it is they do and what they think that they’re supposed to be doing, you’re going to get 10 different answers because it really depends on what the executive leadership, and specifically the head of sales, is looking for from an operations partner. It’s been different. I’ve had different roles and different responsibilities that each of my sales operations stops here at … excuse me, here at SalesLoft, I have the broadest scope that I’ve had in any of my three prior companies.
Data and Tools
Josh Sweeney: Nice. Well that’s gotta be exciting
Jason Moore: Yeah, it’s fun. It is.
Josh Sweeney: Do you think that change is really happening just mainly due to the number of tools and technologies that are coming into place that have to be managed to do that?
Jason Moore: I think it is. People are starting to realize the importance of data, and the analysis that can be done within the data, and how and with the tools that are out there now, like I said a minute ago, we can slice and dice the data a number of different ways and look at the business from many different lenses, and you need somebody or a team of people to be able to do that, to answer the question of what is happening here, what happened in the past there, what do we think is going to happen in the future? What is this data telling us? What does this data not telling us? There’s technology popping up almost on a daily basis that can help with that, and so being able to investigate that technology and see if it answers the questions, you need somebody, at least one person, if not multiple people, to be able to help you with that.
Understanding the Company’s People
Josh Sweeney: Yeah, it’s interesting seeing the shift of people that want to see the data, but don’t have the right team members, or the right culture put together to have data-driven decisions, versus the companies that do, because I know from outside from talking to you, and just the other day I was reading one of the SalesLoft white papers on the outreach methodology, and how if you front load a lot of the contact points during the cadence that they got a significantly higher response rate.
So you’re looking at all the data from clients and scrubbing it, and giving us some amazing data points on how to do outreach and what our cadences should look like, but that really seems ingrained into the culture, whereas I’ve worked with other organizations, and from a data perspective they don’t know who their client is. They anecdotally know who the client is, but they can’t say, “Oh, well it’s companies of this size and this range that also match the range on LinkedIn, and they’re in this location.” They think it’s everybody everywhere.
Jason Moore: Right. Yeah, we have a group of industries that we are specifically targeting right now. We’re trying to expand that, but we really play well in certain spaces, and we try to understand as much as we can about them, not just the company or the account and the industry, but the people within the accounts as well. Once we make contact with them we try to develop relationships with them, and then when the deal is closed, once they become a customer, we keep in contact with them to ensure that they are successful and that the enablement and the adoption of our solution that we have implemented for them is taking hold the way that everybody expected it to.
Josh Sweeney: Awesome. Yeah, providing that wow customer experience-
Jason Moore: Customer first, that’s right.
Josh Sweeney: Exactly. All right, so onto a different question, or a different angle on the last question, and I always like to preface this by you don’t have to name any names, but what was the one culture you were a part of that just didn’t work out, it didn’t fit who you were, and what was the lesson learned from that?
Jason Moore: I’d have to think about that one for a minute. I think for me having a collaborative culture, a coaching and a learning culture, and a transparent culture are important. It brings the employees into the knowledge of what’s happening within the business. I’ve been in companies and cultures before, not necessarily in sales operations but in other roles, where you just sort of did what you were supposed to do each day and then you went home, and you didn’t really understand the broader picture. You didn’t understand how your piece of the puzzle helped everything else. You didn’t know what was going on with the business. You would find out about moves the company made maybe through the news, or you’d read it in the newspaper or something, but … and for me, I like understanding how I’m helping impact, and how my team is helping impact the broader business.
Josh Sweeney: Yeah, I’d love to go down the coaching thread a little bit for our fellow culturists out there. For a high performing sales team, I usually see a lot of coaching. They’re bringing in external people to do that coaching. For you, what have you seen in the high performing sales teams that you’ve been a part of, what does … quantify that. What does that look like? Are they bringing in a coach weekly, monthly? Are they bringing in external people? Also having the sales manager-coach on a recurring basis? What are some general roles that you’ve seen, or ways that this plays out?
Jason Moore: So, sales managers are certainly responsible for coaching and helping their team grow, and learn, and understand how it is that we do business at our company. The last couple of companies I’ve been at have had fantastic sales enablement teams. Their sole responsibility is onboarding and continuing education of the sales and the sales related functions. So we bring people in on their first day of hire, they go through new hire training, and then if you’re in sales or sales related, you’ll go through a couple of weeks sales enablement program, where you’re taught not only the solution, you’re taught how to demo the solution, some of the technology behind it, and then you go through certifications on how to give the pitch, and if you can keep going through it over, and over, and over … and once you move out of … you graduate from that onboarding, there’s still the idea of continuous education. If you need it, the enablement team will continue to meet with you, and continue to help you refine your skills, and refine your pitch.
Culture: Continuing Education
We have a tool called Lessonly that goes out every week. We put one lesson in there, and it could be a new announcement that we’ve made. If my team does something different in Salesforce, for instance, we change the process, we change a few fields, how it needs to happen. We will put that into Lessonly to educate the team on how they need to go about their daily business. If we release a new product, for example, or we release a new enhancement, that can go into Lessonly as well to teach and coach the individuals on what it is and how to sell it.
Josh Sweeney: Yeah, that’s got to make things a heck of a lot easier nowadays, because I was always a big advocate in rolling out CRMs and saying you need to tell the users what’s changing on a recurring basis, like, “Hey, we have this new report, or we have these new fields, here’s how you use them.”, and I always found that it was a lot easier in little micro snippets. But the things like Lessonly along with just easier recording tools, everything seems to be coming together to make that an easy way to stay in front of your sales team to enable them.
Jason Moore: Absolutely
Josh Sweeney: Yeah. Awesome. So, what’s your favorite part about SalesLoft culture?
Jason Moore: Oh gosh.
Josh Sweeney: You’ve been there a year, is there one thing where it’s just fundamentally better than anywhere else you’ve been? One thing that stands out?
Jason Moore: It’s a fun group of people. Sure there are the conflicts that people have, but they’re generally not public. Everyone seems to get along. We have an open concept floor plan. There are only like three or four offices in the building. Everybody else is on a desk similar to this, and it’s very collaborative. If you need something you go ask somebody for some help, and people are always walking around saying, “How can I help you?” It’s very much a team driven and team focused culture, and that’s a lot of fun.
Sales Operation Helps Sales Team
Josh Sweeney: Awesome. So what else have we not covered in sales operations that you think people should know? I know there are always those takeaways, those do’s and don’ts, because when you’ve done a job, a role for as long as you have, there’s some faux pas out there where you’re like, “Oh, don’t do it that way.” What are some things we can share with our audience?
Jason Moore: For me, sales operations is there to help the sales team do their job. We’re not there to be a roadblock. We are there to bring process and efficiency, so that as a business we get better and we can understand how we’re doing, but a lot of times sales operations can be viewed as a roadblock to getting deals done, and that’s not at all what we’re trying to do, and if that is the case, if for example, Deal Desk is holding up deals, or not moving contracts out fast enough, then we need to know that quickly so that we can change that. We’re there to help get business done and to speed it up.
What is Deal Desk
Josh Sweeney: Yeah, that’s an interesting point on the Deal Desk, because when I think about sales operations, and technology, and automation, and augmenting data, it’s all efficiency and helping the sales person do more. But if there’s one thing that has absolutely just killed deals in the past for me, it’s the legal process, right?
Jason Moore: Yep.
Josh Sweeney: It gets into contract mode, and I guess maybe just share for our listeners what’s the definition of Deal Desk? What happens at the Deal Desk? What are some of those things that-
Jason Moore: So, Deal Desk is responsible for our CPQ system, configure price quote. Once an opportunity is created and the sales rep is ready to send a proposal, send a quote to the customer, it goes through the CPQ tool. So, they’ll enter the contract terms, the start and the end date, the term length, the products, and then the prices that they are proposing to the customer. That is where Deal Desk will step in to make sure that all of that is aligned, to make sure it makes sense, the dates line up correctly, and the price is right.
We have workflows to ensure that if there are certain levels of discounts, it has to go through the approval process, and Deal Desk is there to make sure that happens efficiently, so it’s not sitting in somebody’s queue for too long, and again delaying the sales cycle, because that’s not what we’re there to do, and then the proposal will go out, it’ll come back, it may go through some red lines on some negotiations on pricing, and then when the deal’s ready to close it comes back to Deal Desk to make sure that all the I’s are dotted and the T’s are crossed in our system so that it can be sent over to finance for invoicing and billing.
Leadership: Soft Skills Over Technical Skills
Josh Sweeney: Yeah. Well, I love the idea of how having had somebody go to bat to make sure those things progressed through, because I always feel like if you just would stop red lining it, and sending over, and waiting for the next person to go back and forth, or if somebody was on top of this and got everybody on the call together, it’d be a 15 minute conversation, but instead it’s three weeks worth of work.
Jason Moore: Sure.
Josh Sweeney: So I love the idea of really focusing on serving the sales folks, because-
Jason Moore: That’s what we’re here to do.
Josh Sweeney: … they got to close deals to bring in revenue and keep the momentum going.
Jason Moore: That’s right.
Josh Sweeney: Yeah. Awesome. Anything else you’d like to share? That’s a wrap. Awesome. Well, thank you so much for coming in-
Jason Moore: Thank you.
Josh Sweeney: … and sharing all about sales operations.
Jason Moore: I appreciate it.
Speaker 1: Thank you for tuning in to today’s episode of the Epic Company Culture podcast with Josh Sweeney. If you enjoyed this content, please subscribe on iTunes, SoundCloud or Stitcher. For additional content and transcripts, visit EpicCulture.co. If you have questions or topics you would like us to address or expand on, tweet us at EpicCulture1 or email at podcast@EpicCulture.co.
Podcast Highlights and Resources
- Once we make contact with them we try to develop relationships with them
- I think for me having a collaborative culture, a coaching and a learning culture, and a transparent culture is important.
- Sales operations is there to help the sales team do their job.
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