Emerson M.

I go with a ramp quota that's achievable to hit 100%, pay out their commission equivalent to if they were fully ramp, but I do not allow for accelerators until the ramp period is over.

https://getmaildoso.com/ Another option for setting up cold outbound email infrastructure. I've not used it personally, but in my investigations to solve the same issue, this was recommended most by folks I know who set up their systems.

Cool, happy to chat through things if you need another brain on it from time to time. A response in a thread is one thing, but it DID take a good amount of time and effort to build the trust to be in a place where I can get that buy-in and support from leadership. Maybe you already have that.

High-level, I create the reporting I need and get buy-in from leadership. This is what we're supposed to track and how (and WHY). I have blank values where we need work and then there's pressure from leadership on the GTM function to start tracking as we need to. Then I work with the GTM function to guide the structure to collect the data points we need and they see me more as a partner rather than someone coming in from the outside telling them to do something.

Hi Nimisha, yes, I have. I use Coefficient to get data from HubSpot into Google Sheets, then use Power BI to connect the sheets and build my data model for reporting. Coefficient updates hourly, and power BI is set to update multiple times a day. It's not exactly real-time, but pretty close.

Yes.

There are automation capabilities, and there are a lot of integrations with other platforms that enable automations. But almost every tool offers automations these days, but may not do what you need. Without more details on what you want to accomplish with automation in slack, hard to give a complete answer.

If people are leaving that meeting without a sense of owning something, having some responsibility to action on the information, then it's just an update meeting. Along with what Pat is saying, ensure people are specifically tasked to do something. I've been in a lot of meetings where people present data and expect everyone to do the work of understanding why it's important and what to do about it, but that's just not going to happen in most cases. Spell it out for them, and ensure there's some process in place for assigning responsibility and a way to hold people accountable to that process.