The Pavilion Podcast
The Pavilion Podcast

Episode · 6 months ago

Ep 219: DEI and Rev Ops w/ Briana Yarborough

ABOUT THIS EPISODE

Ep 219: DEI and Rev Ops w/ Briana Yarborough

Part of the "Is This A Good Time?" series hosted by Brandon Barton.

Hello everyone, and welcome back to the pavilion podcast. I am your host, Brandon Martin, and you are listening to is this a good time? The sure where I put avilion members on the hot seat for fifteen minutes and we hear their incredible stories. Shows are out on Thursday, so hit subscribes you to not near Miss Hearing from our guests. Our guests today is Brianna yarborow. She's a cofounder of Chief Revenue Operations Officer. It's C model. We talked about DEI initiatives and REV OPS and in today's world. Today our sponsor is outreach, the sales execution platform that helps revenue organizations deliver predictable, efficient road all right, let's do this episode one hundred and seven. Is this a good time? All Right, I am here with Brianna Yarbrow. She is the CO founder and chief Revenue Operations Officer at SE model. Brianna, so great to have you on the pod. Lovely to be here, brain, and thank you for the invitation. Excited to be in such a wonderful space. I absolutely Adore pavilion and can be more excited about the opportunity to share some insight with the team, the group. Yeah, yeah, for sure. I mean, look, I'm excited to dig into all the stuff that that you've done in your career. So let's jump in all meet no filler. Tell me about like where, you know, tell me the current role and then go back to kind of where you started with everything. You you have a ton of experience. You've been assassly to five X, you know, five times. Would love to hear kind of your path. Yeah, absolutely so, currently the CO founder and chief Revenue Operations Officers Model. It's a revenue, revenue intelligence platform that we describe as an on demand revenue analyst for executives. Less noise, contextual insight. You're easily to evaluate exactly what your revenue strategy is and concise and actionable, accurate intelligence on fly. Right and so we're currently accepting Beta participants. Were excited about that. First Organization that is founded by three black females in this space, which is even more exciting. We don't have enough diversity here in tech, nor do we see a lot in the more revenue space, what I say. And so, in addition to that, previously held rebin operations leadership positions building revenue operations from ski scratch, managing supply chain efforts, and you willing gas industry. I know right. Houston, Texas, is where I'm living and that is the correlation to the will and gas industry. That's where I started out my career and also defining and executing on strategy at various stages within the cess industry, you know, industries like ai and customer experience and centers and virtual reality, professional development and cyber security. And so cyber security was my first big sort of, you know, opportunity to be in tech and chure sort...

...of happened. I fell into it, loved it and never look back. Yeah, so, so tell me. I mean, what was it? What was that moment that you got involved in tech? Like, how did that happen? Yeah, that happened by chance. I was reached out by headhunter that was looking for someone to come in and be an offs director over at the cyber security firm. And you know, it was pretty interesting. The CSO was supposed to move down to Houston. It was a regional go to market team focusing on the oil and gas industry, and the interesting part was he never moved to Houston. So I did the CSO title without the title in the pay and really got the opportunity to stretch and it was the most exciting and in challenging and research filled portion of my life. I was, you know, a hustling and really getting into the weeds, learning and figuring things out myself and and really doing rebops before it was rebops. Right, I mean there is. There is certainly like a revenue operations revolution happening at the moment, right. And so what do you what is the you know, what is the most common thing that you're seeing for companies the moment you start engaging with them, that they need to change or do? Like what is the what is like the the the one hundred and one here? Yeah, it's always the silos. I, you know, also do some CXO, fractional support of marginalized startups that often are all the supported, underfunded in half founders that are people of Color, and in that work I have found that it doesn't matter what sort of background the founders have or what sort of make up the company is in by the time I reach it, even when you your serious, see as sometimes their silos and people are working with their heads down and they're not sharing systems or not integrated. They don't understand the data at a high level and how they're performing as a business. And that's where revenue operations comes in, where the glue in the foundation. We set up the the operational cadences to bring the right people to the table and we are bubbling up information that they didn't really talk about or even share with each other at the time. And so I'm seeing that this is an increasing problem in various stages of organizations and that's why they reach out to people. Let me to try to figure out, hey, how do we get this right, because we don't understand our business. One organization was selling as an enterprise go to market when they had an easily provisionable tool, and so we just we moved it to PLG. We let's just set up a subscription platform on the back end. You can make it purchasable on the website. I mean strategy from that standpoint, to really understand the nature of Your Business and grow your revenue by twenty percent within a short period of time is impact that you see for making decisions like that, and that's what excites me to about revenue operations. High and love it. I love it, and what are the what a typically the size of companies that you target? I do target.

I would say I target see too, you know, series see sort of organizations, particularly because I feel like I have the opportunity to really build from scratch. In those stages. Maybe there's a little bit there in seriously, but earlier on there's nothing, and so it's really exciting to build it from the ground up. Come in and you iterate and later stage organizations and well, it's still fun. You have to work around BANDAIDS and kinks and you have to tear things down where it just doesn't make sense or really, you know, try to garner the influence, because it's probably in the condition that it's in because of the buy and that it has in New York. Love it, love it. Yeah, I mean the truth is is like the everyone says, the earlier the better with revenue operations. Right. I mean absolutely. You know the Stitchen time. Well, you know, we always talk about both hard work and success getting you to where you are. I feel like you had a little bit of that, that you know, luck in some in terms of somebody reaching out to get to get you involved in tech. I mean is that is that a story that is kind of helped your career based off of just like Showok luck. Is there anything else you want to share that kind of would help us to understand how you've gotten to where you are and the and the chances that have been taken on you along the way? Absolutely. So, I would say the piece of hard work that I would share is building an implementing a revenue operation strategy is not easy at all. There are a lot of complexities, a lot of inner workings, a lot of people, a lot of meetings and a lot of Jaden. You have to really, you know, dive into deeply to understand how to you pivot strategy or even make a recommendation about what we can change to see those those those predictable revenue. Yes, Information and growth in a growth aspect and sell the forecasting of pipeline and all the other things. Those things are highly important, highly important revenue. How many people it'll take to level up your head count so that you can attain that revenue target? And so would say that hard work. You know, initially as a person, a person of one, is kind of where it started. I leverage my team, my years contractors in some instances at a very resistant organization that ended up reaping the benefits of three hundred percent revenue growth in fourteen months, oh my gosh, like and so they were heavily resistant. Everybody was resistant. When I tell you the the marketing cells team, they had their systems underlock and key I was in the finance department. You know, technology does what they want with people. Kind of started out, you know, doing a little bit of a different role than we tacked on revenue operations and once high...

...was able to influence of founder how important it was and and the other stakeholders that were involved so that they could start to, you know, be building trust with me and that in that sense and know that, okay, she knows what she's talking about. Let's let's let's take a chance at it and setting up meeting with those peers so that we can established what those priorities are and start to ship away at some of the heavy, hard work that we need to get through. From a long standpoint, I think one of the biggest pieces of luck that I have is really getting out of willing gass. I mean I'm getting out of it for good, because I did have like, yeah, early stages of my career. I went into bulling gass, I went into the first tech role and then I gave willing as another try because I had a phenomenal opportunity that was in front of me but just wasn't for me. Texas. Yeah, and I think that that is definitely the luck. But I've also come across just some phenomenal people in this in this in the communities that I'm engaging in that, you know, are more than willing to just hop on a call and share information and talk and bring storm and that has been another piece of luck, how open and engaging the communities are that I'm in, I'm a part of, and so pavilion, for example, I mean like Dalton then hatchet, amazing, incredible person that is a passionate leader for people of color since and and and is a cofounder of us in technology. Incredible human being. I would also say just gleaning from people like Jeff Ignazio. I have been, you know, talking to him and having those sorts of conversations. I'm actually in his rebobs Rehab Group. It's pretty NEAT, smaller and more intimate space, and he, you know, he's Super Smart and super innovative about the way that he thinks about Robin operations, and so we have conversations's Click Simon and another person that has been influential in that look space, really just getting to know them and and in share insights and think about how do we continue to be innovative about the way that we think about Robin operations and taking it to the neck level, next level, because things are ever changing and as things are ever changing, we continue to grow and see differences and need to adapt to that change. Love it, love it. You're it's like you're stepping on the the shadouts part by giving all, but I love it because, you know, these are people who are inspirational, you know, in a way, and how when I think about pavilion as a community, it is, it's really these individual actions that people take where they're reaching out and being outruistic about their time, being outruistic about their motivations. It's not, it's really not about trying to get anything out of it. It's like how much can I give? It's...

...like it's this very like opposite thing where the most, the more you can give to this thing, the more fulfilling it is. And so, like, I love I love that there have been moments like that for you in this but I, you know, I can't help but think you you were saying, Hey, I finally got this shot and I finally convinced my, you know, in the hard work part. I finally convinced my, you know, superiors to give me a shot at this, and I just can't help but think, my God, like how much influence of you know, being African American and being a woman at the same time? If it was a white male, would you have gotten that shot earlier and sooner and with less resistance? That was just running through my head while you were saying that, and it's like a real life example of you overcoming probably some bullshit. No offense of the LEA. When you have hit then you've hit the head with them. Okay, even the nail on the ED with the Hammer, with that one in and yeah, absolutely right. Yeah, being minority, being a person of color, being female, being LGBTQ, is not easy in the tech industry, and so I've got some intersectionality things that in a cells organization, if it's the wrong wine, doesn't quite feel great to be a part of that BRO team and you don't feel hurry, don't fill seen, and so I've experienced some of that, but it is definitely one of the things that has challenge me and made me grow in a space where, you know, sure it's a little uncomfortable, but you find out ways to succeed in the end. And and if I have to go straight to the founder, I'll go straight to the founder and and look, I mean I think I bet you're there are people listening that are also facing some of those challenges. Is there any instead of our typical like sales or marketing tactic? I wonder if there's something that could you would you would want to say that could resonate with them as to how to get through those moments to hopefully better moments on the other side of that. Honestly, at the end of the day, if you have gone to the for the top four or five people with your situation, your lived experience, and they're not hearing you, it's time to move on. And I think that's one of the things that I learned later on in my career that you know, I was so hell bent on that old philosophy because I started out in a old school industry where people were there for twenty five years and I want it to be there for twenty five years and because it makes sense in today's world, because if it affects your mental well being and you are not being heard, seem valued, etc. Then for your own you know, for your own purposes, intensive purposes. It's in your in your better you're better, you know, decision to just kind of walk away or find another opportunity and another part of the organization.

Because Cross functional, I'll say. Sometimes it's in specific organizations and you can't create change overnight. I am permitted Ada Task Force at one of the organizations and you know, it was highly prioritized that this was, you know, after George Flood's murder, that it was important for the or to move into a direction that was very inclusive. Except all of the things won't they were really talking to top CEO cried and the meeting, the all hands meeting to the entire company about the whole ordeal, and I'm like what they really care? So let's let's figure out a way to help di task worse. Out of all the twenty five priorities, only one was one, you know, the one that we did, and it was the one where we didn't have to spend money, which was create core values. And so that tells you a little bit about some of the BS that you mentioned earlier. Yeah, and that's and then that's obviously what you've moved on. You know, there's there's something I think. I don't know if people talk about this, but I've been thinking a lot about this recently. If you if you are interviewing a candidate who is part of an underrepresented group and they have hopped around, that is because of the places that they have worked have not been inviting to them. And I and whoever needs to hear that, like, let me shout it, because I think you're you're setting exactly the right advice, which is, if you're not in a place that is going to embrace your uniqueness, you need to leave. But yet it cannot also be a strike on the other end when you've been in three jobs in three years or three jobs in two years because of that. So whoever needs to hear that, you just heard it. And and let's normalize allowing candidates to go to the places that they need to go to. I mean we're in the great resignation and all this other stuff, like let's take less, let's look like lower the barriers here around why we should give somebody negative point on their application versus others, like I've just been thinking a lot about that. I mean, besides the fact that clearly the level of experience that somebody might have might be less because they're not giving as much of opportunities. Anyway, I'm that's right. I really, I really appreciate you sharing all that because it's so important. It's very important to our audience. And Yeah, and I hope most people are trying to be introspective for themselves to say, am I that company that has twenty five d initiatives and put one out there? So that's right. And I add just just a couple of more things, like it's more than just thinking about your recruiting metrics, it's thinking about your attention policy. How do you ensure that managers are actively using or finding ways to evolve their unconscious bias in a positive way that will support employees and people of color and their organization shoes? And so I feel like that's one often on, you...

...know, under or unutilized piece of the puzzle. They focus so much on recruiting for the good. The good looks in the metrics, but do you talk about your your retention? Do you talk about the attrition, how much turnover you've seen and where those people are leaving from, what their demographics are? Yeah, they don't. They leave out that that piece of context. It's it's a great it's a great point. Well, I wondered if if there were any other shout I know you gave a few already. Any other shoutouts that you want to give for up and commerce or folks that you are loving what they're putting out in terms of content or yeah, absolutely so. My my cofounder and CEO, TCH cable, amazing human being, incredible mind that has. You know, we've just been turning it out on the sea model front and really excited to be working with her and Jasmine White Hurst is the third cofounder. They are definitely some powerhouses. We have someone that has never done uxui design doing uxui design and we're like figuring it out along the way and it's really beautiful and coming out in such a collaborative, in meaningful way. Other shoutouts, I would definitely say Asia Corbett. She has been a major powerhouse. I don't know if she's in the billion but from a revenue offs perspective she is a major powerhouse from a content perspective on Linkedin and she has been my I call her my soul sister. She's been a soul sister to me as we have navigated being people of Color in the tech industry, in the Revenue Operation Space, and I just adore her and so I want to give her a shout at as well. Love that amazing. And and look, you know we touched on some really important point. So I won't do my typical bad joke of all the other stuff doesn't matter. And restaurants are most important to me, but they are very important to me. So I do want to know. It could be where you're at now, could be where you've lived in the past. I do want to recommend, recommendation of a restaurant from you so I can go get, get some good food of my stomach. Oh my gosh. All Right, so I've got two for you and I hate so what part of view and guests industry that kills me is that I was in this remote area called Bartlesville, Oklahoma. It's maybe an hour away from Tulsa, but they had this place called frank and Lola's and their catfish served over mash potatoes with a hollow Peno tarter sauce. Amazing, incredible, like the and same thing goes for their bread pudding. We're like, how are you doing this? I couldn't believe it. It we had to go there literally every week when we live there. And the other place this true Lux here in Houston, favorite place on the SMOOTHIE...

...side. Fancy sman see, you know. Yeah, but they've got the the most. They're huge snow crab like just Claus, and they crack it open for you. that the butter served over fire, and like the warm lavender towels and a cute little drink called Voila that has dry ice in it so it smokes. I mean look it up if you don't have one. I don't know, they might be another cities as well, but definitely my number one favorite restaurant and I go there every chance I get. I like I like a good opportunity to get fancy Schmancy, as they say Brown. So great to have you on. I'm so excited to follow along as you, as you guys, continue to grow see models. It seems awesome and and thank you for sharing all that. You did. Really Cool. Absolutely it was a pleasure to be here with you today and I thank you for the opportunity and I look forward to being a valuable member in the pavilion community and excited about you know, just continue to share my knowledge and show up as a thought lead in the space. Love it all right, that's our show. Thank you so much for listening. If you love the show, please rate in review apple podcast or spotify a sentence to some friends. Make sure to smash the subscribe button. This episode was brought to by outreach, the only company that offers sales engagement, revenue televience and revenue operations together in one put. More, outreach helps teams prospects more efficiently, proactively fixed deal risks and, in more predictably discover how you can improve your sales execution at every stage of the sales cycle by visiting outreach dot. I Oh, I had so much funs that. I hope you did to now get out and cross your doors.

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