Elena Verna: evaluation

Transcript context

…You mentioned this idea of enterprise-level problems. It might help if you give an example or two of what those might be. Then, also, just what are examples of companies that are doing enterprise or product-led sales well just to kind of give people a mental model as you're talking about some of this stuff? Sure, so let's go through a couple of them. Let's go through Miro. Miro is an online whiteboarding platform. What is individual problem that people come to Miro to solve? They have a workshop they need to facilitate. Maybe they need a board to just do brainwriting in and they use Miro for individual jobs to be done. However, what Miro is designed for is a team-level problem. I come in and I bring you in and we collaborate together, so now there's two, three, four people involved, but even that is still on the project level, it's on the team level. Nobody's going to pay a hundred thousand dollars to solve a team-level small problem that is solving. What is the enterprise-level problem? It's increased innovation, it's increased productivity across the entire team because now we have this new outlet in which we can collaborate. Now, can Miro very clearly show increase in productivity across the organization by using the product? No. Can sales tell the story? Yes. Miro takes you from an individual user to a team step, and then sales bridges the gap to an enterprise. Let's give another example of Figma. In Figma, I come in as a designer and I just need a better way to capture feedback from my stakeholders, a more scalable way to capture it so I can iterate on the perfect design. What is it at the team level? Now there is a team that can collaborate with me more openly. I can capture more feedback from more stakeholders faster and get the project done sooner. What is it on the enterprise level? Well, on enterprise level, our designs are just better fit the business needs. They have faster turnaround time and our product is performing better. That's an enterprise-level value prop and, again, we're, I think, in the product development space gotten a little bit lazy of actually showcasing that enterprise value in product. We rely on excellence of sales team to tell that story. I do hope that changes, by the way, in the future, that we put more pressure on the products to take it all the way up the escalator so we don't have to be a hundred percent dependent on the sales team going and showcasing that story. The product can really empower that escalator from the starting point till the end on its own. I want to dig into that for sure. I know that's something you just shared on LinkedIn recently and I thought that was a really interesting topic, but before we get there, let's talk about this bridge a little bit more. People might be listening to this that are maybe a product-led growth company and they may feel like, "Hey, wait, we're already doing this. We have this product-led growth motion, we have a sales team. They figure out who to talk to." What exactly is in that bridge that makes product-led sales so interesting? I imagine it's like helping you identify who to go after, helping people go further and further and escalate it themselves. How do you think about that bridge between product and sales?…

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