Setting Yourself Up to Scale

Sue Fernand, VP of Channel Sales at Cirrus Insight joins us to discuss how smaller businesses can scale quickly and effectively with both the right channel partners and the right tools on this episode of The Allbound Podcast.

Effective selling takes an ecosystem. Explore how to supercharge your sales and master the art of never selling alone. Welcome to the Allbound Podcast, the fundamentals of accelerating growth with partners. Jen: Hi, everyone. Welcome to the Allbound Podcast. I'm Jen Spencer and today I am joined by Sue Fernand, VP of Channel Sales at Cirrus Insight. Welcome, Sue. Sue: Thank you, Jen. Happy to be here. Jen: Well, I'm really glad to have you, and especially I wanted to share a little bit about your background because you've been working in a channel for about 18 years, and you've pretty much had almost every role within the channel. So, from like being strategic accounts director at Esna Technologies to different specialized director of channel roles, and I know you also serve as a strategic advisor, focused on like I.E partnerships and channel for the small business web, so you definitely know channel inside and out. We are just really, really, really glad to have you here on the show. Sue: Well, thank you. I'm glad to be here. Jen: So let's dive into some questions I have for you. You know, you've got a lot of experience, not just in channel, but in tech, and we think about like rapidly growing software companies and the software industry and SaaS. Would love to hear from you where you think the software industry has the greatest opportunity, specifically when it comes to channel, and knowing that channel has been more of a traditional hardware type of go-to market strategy for many, many years. Sue: Yeah, that's definitely a good question, because you're right, and in my early years of being in sales and being in channel sales, it was. It was all hardware. You know, in the OEM space a little bit, as well as, you know, just being an additional product in like a telecom vendor's portfolio. And then SaaS is a little bit different. I think the partnership story and channel story, you know, changes a little bit, but I think the greatest opportunity is really for growth, right? I mean a lot of the, like you mentioned, small startups, you know, they don't have the scale out the gate. So trying to get the word out on your own about what your product does or getting in front of, you know, customers that would be a good fit, it's oftentimes challenging, and you can spend a lot of money doing events and, you know, you might blow through any sort of VC, let's say, that you have. But you can get a really strong partner ecosystem that knows your product, sees the value in it, sees the value for their clients, I think that's a really great way to scale. I mean, again, a lot of these companies that you would sign up to be a partner, they have clients already and it's, you know, super...I think it's a great place to start, and that's one of the things I always do when I bring on a new partner. It's like, "Let's get some webinars or events or things like that set up with your existing clients. Let's get in front of those clients." I think it's always easier for customers to sell to their existing customers, right? So it's a really great way to kick off the relationship and it's a great way to have some initial wins. I think, you know, getting success out the gate is a good way to do it. You know, even if you have to maybe spoon-feed a couple of deals to your partners, I think that that kind of creates a good environment when the relationship kicks off, instead of spending a ton of time training and creating awareness and creating, you know, collateral, and then it's like there's no opportunities, so things just sit there. But I think, you know, being able to get in front of, you know, whatever channel you choose, get in front of their existing clients and make sure that you can kind of have some pipeline right away. Jen: That's such a good point, and you know what it makes me thing of, it reminds me of when we recently promoted one of our BDRs to be an account exec, right? And when we did that, we didn't just kind of set him free, right? Actually our director of sales kind of worked with him and, you know, did those sort of ride-alongs and got a win under his belt, right, and really helped him see that and taste it, right, and be hungry for more. And it's an approach I see a lot of sales leaders taking when it comes to their direct business, but when it comes to channel, I mean, they're still just...they're salespeople. So how do you teach them how to have a win and get that win for them, help get that win for them, and then let them go and do it on their own after that? So I think it's just something I hadn't really thought of before and then you mention this, and it's like that makes perfect sense to me. Sue: Yeah, exactly. It kind of started out with a positive. That way, the story can kind of resonate throughout the company, and people will pay a bit more attention to, you know, your offering. Jen: So, you know, I try to be a really good social listener and pay attention to some of the really great content that's being shared in the space. And you had shared an article that was written by one of your colleagues at Cirrus Insight. It was called "Why Small Businesses Are Struggling Without Sales Software," and I really liked that piece. We'll link to it in the show notes. So in it, the author says that only around 50% of all businesses survive 5 years or more and only about one third make it a full 10-plus years. And if you want to be a success now, it's such a key to work carefully, so it was pretty eye-opening. And, you know, from our perspective, you know, here over at Allbound, we 100% agree sales software, partner sales software can make a world of difference in those companies being successful. I would love to hear from you what you think a business needs, you know, for their channel to create a path that's gonna lead a business to that 10-plus year mark, given the fact that so many small businesses are, you know, struggling to survive. Sue: Yeah, definitely, and that article was super interesting because some of the statistics in there were just crazy. You know, it said, you know, of the people that were polled, 74% of those companies were managing things manually, and only 16% even leveraged CRM, which just seems surprising in this day and age. But, you know, that's true, obviously, and you do see it. I mean, I think being in the sales and tech world, sometimes we tend to live in a bubble and we assume everybody's using all these really cool things and managing their business in the most effective manner, when, in reality, that's not the case. And I think small businesses, in general, sometimes try to do a lot of things manually to maybe cut some corners and save some money, or they'll like patch together a bunch of free apps, let's say, but I really think that's where you fail, right, because you're not getting any of the tracking data either, so how do you even figure out what's working or what's not working, and those types of investments, they definitely pay off. And I think when you're managing a channel, you have to have a really good system in place of how that's gonna work from beginning to end. Otherwise, it would be just a big mess because, again, it's probably gonna be, you know, one or two people managing an ecosystem of partners, so you need to have some automation. And you absolutely want to track the data, track performance, so that you really can figure out where your efforts are best served, right, which partners are bringing you the most leads. That's hugely important. Which partners are maybe bringing you the bigger size deals, so you're gonna want to put your efforts there, or which partners are just not getting it, they're just not engaging, and, you know, what can you do to get them engaged or maybe that's just not a good fit, and you move along. But I think it's really important to invest in sales or partner enablement software because there's a definite investment upfront, but it's going to pay off. Jen: And, you know, I think you'll agree with me when I say that successful partners and salespeople, successful salespeople, tend to be really happy. They're gonna be your happy partners. They're going to continue to drive business for your organization. And if they're unhappy, that probably means they're not making money, right? So, you know, how do you do it? How are you enabling your partners to sell more efficiently? Are you running promotional programs? Are you producing any types of materials or marketing tools? You know, love to hear a little bit about what you do to ensure that those partners are well enabled to sell. Sue: Absolutely, yes. I kind of have three different channels within the channels that I focus on. The majority of the channels that I'm focusing on now with my current role at Cirrus are Salesforce consulting partners. So they're actually referral partners. They're not actually selling our licensing, but, you know, they are involved with their Salesforce deployments, all of their clients, our Salesforce users, so it's really, really important for them to know about what our product does. So one of the things we do for them, and I think it's a really smart move, is give them the software to use in-house. So they're using it, and it's a great app. They love it and they know that it's going to help increase Salesforce adoption, so it makes natural sense to recommend it. Then, obviously, we also pay referral fees and we launch, you know, different types of promotions from time to time, you know, that will offer the ability to maybe win a trip or get a gift card, or something like that. But constant engagement and having a really easy way for them to get to that content too. Like, we've got a landing page with resources, so we've kept up-to-date, but it's got all of our marketing materials, tape studies, tutorials, everything, you know, is right there so that they're not having to, you know, go all over the place to kind of figure out what they need. As well as we've done what we call micro-sites, so when someone signs up to be a partner, we'll create a custom branded page with their logo and a little description. We'll also list them as a partner on our site, but they are referring people to us. It has that really nice look. You know, we've got their logo on there, and it just, you know, shows that there's a relationship there. So I think that that's, you know, important, to make sure that you not only have a program, but make sure that it's easy and continually, you know, query the partners too, like, "Is this working for you? Is this a mutually beneficial relationship?" And if you need to make changes or you need to maybe launch something as a promo, then you can, you know, go ahead and do that just to kind of keep that engagement going. Jen: That's a good point. And I'm wondering, have you ever created something or worked for a company where you guys put something together, whether it was a promotion or it was some, you know, content or something that you did that just fell flat, that you thought like, "Oh, this is gonna be great," and the partners just not respond to it? Has that ever happened? Sue: Oh yeah, definitely. You come up with this great promotion, let's say, and you're like, "People are gonna be signing up left and right, and we're gonna get so many leads or so many referrals out of this," and it just doesn't take off. I think you really need to figure out what's important to their business, because, you know, their business has needs, right? And I think for us, like with our consulting partners, their business is services, they're implementing, so that's what's hugely important to them. Retail partners, they're selling something else, and we're a bolted-on attachment, so that's a little bit different because they're making potentially a little bit more money off of it. So I think you almost have to continually, before you launch a promotion, really understand what's gonna drive them. It's gotta help their business, not necessarily the actual prize at the end of the day, but it's got to be something that's gonna overall effect and allow them to have more business out of the promotion that you're offering. Jen: I'd love to hear a really great partnership story. I'm wondering, from your experience, whether it's at Cirrus or maybe at Esna, you know, really anywhere you've worked over the course of your career, if you have just, like, one of your favorite partnership stories, whether that's like the most revenue, or a really big accomplishment, or some like amazing strategic alliance that you were able to build. Do you have any anecdotes for us? Sue: Yeah, definitely. I think probably like the most challenging but exciting time in my career of managing in channels was when I made the switch, when I was, you know, with the previous employer, Esna. We'd kind of switched from working with like traditional telecom hardware vendors to trying, you know, working in the SaaS base. Even though we were technically still equipment, we were repositioning and attaching ourselves to SaaS products, like Google and, you know, Office 365, and other, you know, cloud based platforms. So we had to seek out a different kind of partner, and that was an exciting time, challenging time, because it was very different, and a much, much different approach, but it allowed me to really get involved in a lot of the early on enterprise companies, you know, moving to the cloud. One of the deals I worked on with one of our partners was with LinkedIn, and that was a super exciting opportunity, super exciting deal. We were very critical in that decision of moving that entire company over to Google. I know they've now been acquired by Microsoft, but it was a very exciting deal, and it really solidified the relationship with that partner, because, you know, it's pretty obvious without our piece of it, maybe that deal would not have gone down, and we really worked very strategically together on it, so that when it came through, it was very, very exciting. So it was a real success and a win, and I think it left a better engagement for both parties, because that was so much investment on both ends and it was a very long process, but it was definitely a big accomplishment. Jen: I think, you know, recruiting the right partners is so important, and it's something that we've talked about a great deal on this podcast or other content that we created at Allbound about, you know, who you decide to partner with and build those alliances with. And, you know, ideally, it's all of your partnerships all result in these amazingly successful relationships, you know, like the one you shared. You know, but realistically there are partnerships that fall flat, you know, that don't quite get to where we had hoped they want to. And then there are some that we consider like those diamonds in the rough, right, where you didn't know how amazing it was gonna be, and then it just blossomed into a really great partnership. Do you have an effective recruiting tool or a strategy that you've used to really help gain meaningful partnerships? Sue: Yeah, definitely, and that's hugely important, because I think, you know, there is the challenge of knowing who the people are, the players, and their respective base that you want to get into. And I think sometimes we all want to go right to top, right? We want the biggest ones, like, you know, in the Salesforce ecosystem that would be like the Accentures. You know, we want to go right to the top. And I think that for my purposes, what I found is going right to the top isn't always the best way. Yes, they're very, very big companies, and they have lots of clients, but it's very, very hard to get mind share in those large organizations, because, you know, there may be potentially even a lot of red tape to even get that partnership going, and then once you're there, you know, it's really hard to get mind share. So I think kind of going for, you know, more of a smaller business, but maybe if you're looking for particular verticals, a business that focuses entirely on that vertical, that makes sense, or more of a boutique type, you know, partner, and a lot of times can be that diamond in the rough, right? Like, maybe it's only a two- or three-person operation, but they've got this reputation, where they're just bringing you these really big deals. I really like to, you know, take a look at people's websites quite honestly and see what kind of work they've done, what kind of content they're putting up. I like to see people that are kind of thought leaders, because then I know that they're gonna get the ROI and the story that we're gonna bring to the client. So I like to do a little bit of investigation, not just knowing, "Hey, this is a big partner, this is a successful partner," but let's see what kinds of clients they have, what's on their website, what's on their blog, what are they putting out there, what's important to them. So certainly bringing social into the mix is a lot about how I do the recruitment or seeking out additional partners. Jen: Well, I think that's really smart because I've seen culture make or break a partnership, right? So you can have two organizations. You might be both targeting a similar, you know, that same ideal customer profile or you might be focusing on the same buyer percentage. But culturally, if you're extremely different in your approach, that could definitely impede the success of that partnership. So, I mean, I think that's really, really wise, but there's not always a clear-cut way of figuring that out, right? That takes time. Like you said, going onto someone's website, consuming some of the content that they're creating, looking at what they're posting on social media. I mean, do you have a team that helps you with that, or are you kind of doing that on your own? How do you scale that kind of...yeah. Sue: At Cirrus, we're small, we're a startup, but yeah, it's kind of on me. But in the past, gosh, I mean I remember back in the early days of my career, you know, going and getting like the phone books and going through and finding like all the interconnect companies in a particular area, you didn't have, you know, as many online resources, so you had to go a little bit, you know, more old school on that. But I think that, in general, you're right, the culture thing is super important, and you also need to understand the rules of engagement, too. That's big as well. You know, some partnerships will want you to be very hands off. You know, they'll want you to entirely enable their teams, but they don't want you talking to their customers. They want to own the deal and they're just gonna kind of come to you, you know, to order it, let's say, or if they have technical questions. Where other partners are gonna really want you kind of side by side in the deal, especially the larger strategic ones. So I guess knowing, you know, what the rules of engagement are and how much, you know, visibility you're gonna want into their pipeline, let's say, you know, these are all things that you kind of need to find out when you identify what types of partners you're looking for. Jen: Oh yeah, I agree 100%, and it's like it's not a one size fits all, right? So you have to adjust that communication. Sue: Yeah, definitely not, definitely not. And I've even worked in OEM relationships too, where you can't even...it's not even something that you're publically saying that it's your product, even though it is your product. So that's a whole other different partnership, where it is, really, truly hands off, and you're just kind of managing, you know, the actual relationship between the two companies, but there's not gonna be any sort of a forward facing discussion with the client. In my experience, I prefer it when it's more of a, you know, collaborative approach. I think it's more successful, and maybe that's just the types of products that I've sold, but I think no one can tell the story better than you can. You can definitely enable your partners, and they can tell that story, but when it comes to a really large strategic deal, I think having, you know, both people there, them selling their company and their services, and you coming in as, you know, supporting them as the expert on your technologies. For me, that's been the recipe for success. Jen: Before I let you go, I was just thinking, Cirrus Insight's a younger company, like you said. You've got this partner play. Maybe you can kind of take a step back and share a little bit about the company, you know, so all the listeners have an idea of like, okay, who is Cirrus Insight, right? And then also, you know, love to know when the organization decided to make that go-to market, to make that partner play and have a go-to market strategy around channel partners. Was it right out of the gate? Did it come later? Can you just shed a little bit of light on how you did that? Because I know we have a lot of listeners who are in similar situations or maybe even like a year or two behind where you are, I think it would be great to hear your story. Sue: Yeah, absolutely. In fact, I mean, I joined them almost...so it'll be two years next month. So when I came onboard, they already did have, you know, partners. I think out the gate, they focused on the partner model right away, because they knew that was gonna be the way to scale, and Salesforce partners were the way to go because they owned the relationship, and building a name and a brand in that ecosystem, that's where you had to go. In terms of, you know, the company and the history, it's kind of a funny story actually. I was one of the first users of Cirrus Insight when I was at Esna, so I actually found the product. We were a Gmail shop. We used Salesforce and, you know, quite honestly we were struggling with our adoption, and I found it, and I used it, and I was a huge fan. I have posted one of the first reviews on the app exchange, so I knew about them for quite some time and was a big fan. So when I was looking into new opportunities, it made sense for me to reach out to other products that I loved and used and I knew made my life easier because I think, you know, that adds a lot of credit and validity to your story when you can say, like, "Hey, I've been there, I've seen the transformation, and I use this," or it's not like you're just selling a product, so to speak, if you have a little bit of history on it. But yeah, they've been partner focused before my time. I know that's how they grew the company. So when I came in, there were already some established partners, and now I've just taken that process and just grown it even further and brought in some additional relationships with OEM Salesforce partners and building up a little bit more on the resale side and getting a better handle on tracking, the referral partners that we have and just having a point person that's just engaging with them on a regular basis. I think, in general, with any channel, it's just about enablement and engagement. And, again, the thing that we were talking about earlier, having a system in place that allows you to do that, not manually, but having something in place that allows you to use some software so that you can have the data that you need, and be able to track that, and track the metrics on it, and figure out what's working and what's not working. Otherwise, I don't think, you know, it's going to be a successful channel if you don't do it right. Jen: Absolutely. It's like, you know, if you were a DemandGen marketer and you never paid attention to what marketing efforts produced the most number of leads, right? If you did that, you know, that would be very foolish, right? So putting the same approach, the same thing we're all doing with the direct sales and marketing efforts, putting those same processes and holding those same standards, you know, with indirect sales and indirect marketing as well. So it's a big passion point of mine for sure. Sue: Yes, definitely. I agree. Jen: So before I totally let you go, I do like to ask a couple of more personal questions so the listeners can get to know you a little bit better and maybe bond with you over some other commonalities besides just channels, because we are more than our jobs, right? So my first question for you is, what is your favorite city? Sue: My favorite city, oh gosh, that's a good question. You know, I hate to say it, because it's so close to home, but New York City. I just always find something new and exciting to do there, and I'm pretty close to New York. I'm in Connecticut, so I get there quite often. So I've been in a lot of places in the world, but I do have to say New York City is definitely my favorite city. Jen: Awesome. Okay, question number two, do you consider yourself an animal lover? Do you have any pets? Sue: You know, it's funny. If you asked me this like five years ago, I would say no, but I have a dog now, and I'm like a complete convert. I was against it. My children really wanted a dog, and, of course, made all sorts of promises that they were gonna take care of the dog, and that's really not what happened. I take care of her, but I am like...I just like ride or die for that dog. Jen: What kind of a dog is it? Sue: She is a long-haired Chihuahua. So she's like a little, you know, a little lap dog, but she's adorable, and I just adore her, and I didn't anticipate myself feeling this way about a dog, but I do. Jen: I'm a very similar story, and actually he's like five-eighths Chihuahua. There's a couple other things in there. We did the whole like doggie DNA thing. So, yeah, I have a Chihuahua, and I swear I think he would be most happy if he was in a Baby Bjorn attached to me at all times. Like, if he could get inside my skin, he would be happy, right? It's so funny. They're funny dogs. Okay, question number three, Mac or PC? Sue: Mac all the way. In fact, you know, I think I used like a PC laptop like once in my life. I've been a Mac user since I was a child. Jen: Awesome. Last question for you. Let's say I was able to offer you an all expenses paid trip, where would it be to? Sue: Ooh, I would go to Italy. Jen: Ooh. Anywhere particular in Italy or just like see it all? Sue: I would just like to go. I would like to see it all and eat my way through Italy. Jen: Yeah, sounds good. Sue: And drink wine as well. Jen: Sounds really good. I know I went to Italy a number of years ago, like a good, you know, like, I don't know, 14 or 15 years ago, and I think I remember it being actually cheaper to drink wine than anything else, and so that was what I did. Sue: Nice. Jen: But I do hope you get to Italy, even if I'm not the one who has the opportunity to send you there. Sue: There you go, exactly. Jen: Well, thank you. Thanks for joining me and joining us in the Allbound Podcast. If anyone wants to reach out to you, maybe they're interested in becoming a Cirrus Insight partner, maybe they kind of want to pick your brain about some of the thoughts you've shared, what's the best way for them to get a hold of you? Sue: Yeah, absolutely. I mean, feel free to follow me, obviously on LinkedIn, Twitter, Instagram. But if you want to, you know, directly communicate with me, you can just e-mail me at S, as in "SAM," fernand, F-E-R-N-A-N-D, @cirrusinsight.com, and I'm happy to talk channel. And then hey, if we happen to be in the same town, have a cup of coffee or a glass of wine, whatever works, I'm happy to share thoughts. Jen: Great. I'm sure folks will appreciate that, especially considering the experience you have and what you're building over there at Cirrus. So, again, thank you, Sue, for joining us, and thanks everyone else for joining us for the podcast, and we'll catch you all next week. Sue: Excellent. Thank you so much, Jen. Male: Thanks for tuning into the Allbound Podcast. For past episodes and additional resources, visits the resource center at allbound.com. And remember, never sell alone.