The Pavilion Podcast
The Pavilion Podcast

Episode · 1 year ago

RC Extra: Town Hall

ABOUT THIS EPISODE

RC Extra: Town Hall

Book. Everybody, it's Sam Jacobs. Welcome to the revenue collective podcast. We've got another bonus episode for youtoday. Today we're featuring a talk I hosted couple weeks ago, basically layingout the strategic vision for revenue collective. We called at a town hall.It was so I think it was titled the State of Revenue Collective. Itarticulates our plan for the second half of the year and then beyond and wherewe're trying to go, why we're doing this and how our vision is reallyabout helping each individual member unlock their professional potential and achieve what's inside of them. So that's what's going on. We hope you enjoy it. This isa bonus episode. As always, we're bringing you great content from the Archivesof revenue collective. Hope you enjoy it and subscribe to the podcast give usfive stars on itunes. And here's a conversation that I hosted a couple weeksago. Hope you like it. Good morning, good afternoon, good eveningeverybody. Thank you for joining us today joining me. My name is SamJacobs. I'm the founder of revenue collective and what I wanted to do todaywas talk about the vision, both for the second half of the year andalso looking out beyond two thousand and twenty and really into the next couple ofyears, into the future, and talk about why we're doing what we're doing, why we're here, what is the purpose of the community, and toalso answer questions that folks may have. Some folks may not be members andyou may have questions about membership, and some of you may be members andmay have questions about future direction. And some of this was prompted by therecent hiring that we've been doing. We've recently hired our vice president, ourfirst vice president, that being Leslie Greenwood, who's also the Dallas Fort Worth TexasCommunity Co Chair and she's also a first vp of member success. We'veadded to the member success team. We've got Esther Johann Baptiste, we've gotCaitlyn Mackie, both from are working on member success and the team continues togrow. And so some folks have common said, this is really exciting.But what are the plants and what are the expansion plans? What are thegrowth plans? What are you trying to do? What are the underlying motivations? And I want to help answer some of those questions. So so thankyou for joining and we're going to go through a couple of slides. Ifyou want to add questions in, please feel free to do it in thechat. I'll be monitoring the chat myself that we have no guest speakers today, so it's just me, but feel free to ask any questions you wantinto the chat or pop them into ask a question and we'll do will doour best, and so thank you for joining and if you also want tosay Michael Brady just said you know he's coming in. I think clt wouldbe Charlotte. I hope it could be a different place, but if anybodyelse wants to say hello and say where you're calling in from or watching from, that would be fantastic, just to make sure that there's a level ofengagement happening as we go through the presentation. If you do have questions, dropthem in and I'll if I don't address them right away, I willaddress them at an opportuny do in time when I can. But and there'smy friend Andre Brussel from Amsterdam, one of our very first community leaders.He reached out to me many years ago from Amsterdam after hearing the salesacer podcast. So let's let's go into the presentation and again, if you have questions, feel free to ask them and I will look to address them. AndI guess I would say that, you know, there are communities that arepopping up really all over the world, all different kinds of communities. Someof them are free, some of them are paid. I'm really laying outthe playbook here for what we're trying to do with revenue collective. You cansteal these ideas if you want. You know we're going to be pursuing thisvision in this mission and we believe in it authentically. But we also believethat, you know, the world's a big place and that if there areother communities that are serving your professional interests, we think you should join them.This is a time when our careers as professionals and the world itself,I'm not going to use unprecedented, but there's never been less visibility on whatthe future holds. I think we're in the middle of a global pandemic.The labor market was changing anyway, and...

...so everybody needs to find their home, their tribe, their community, where they feel safe and where they feelsupported. So let's get started, everybody. So very simple agenda here. Wherehave we been, where are we going? Where are we and whereare we going? And really, what is the history of revenue collective?So the point that I'm with this lide. This was our first this is oneof our first dinners. This was New York City. This was sometime around two thousand and sixteen, two thousand and seventeen, and the quicktimeline is as follows. It's been a really surprising to me journey the growthof this community. The first dinner that we had was in New York.Back in two thousand and thirteen. I was working at a company called aseal. We gave it a name in two thousand and sixteen. We calledit the New York revenue collective and I never we never I never thought thatit could become a global movement, but now I'm more convinced than ever thatit could. I always assume that there was already some kind of executive,professional networking community in every city around the country or the world, and itturns out that that there wasn't for any number of reasons. And so it'sbeen an incredible journey. You know, the original growth plans for revenue collective, when we started this and when I started working on this full time.So, as you can see on the timeline, we first started collecting dusin December two thousand and seventeen. I started working on this full time inDecember two thousand and eighteen, and in December two thousand and eighteen, Isaid if we could have five hundred members in the global community by the endof two thousand and nineteen and if we could have two thousand communite members bythe end of two thousand and twenty, the work would be done. Thatwould be great, that would be a great outcome. And as of todaywe have about twenty five hundred members. So we really exceeded the growth plansthat I ever envisioned. We've got about eighteen hundred executives in the executive community, we've got seven hundred associates in this in the associate community, and wehad, we're in over a hundred cities all over the world, from everywhere. So thank you so much for all of this amazing growth. Let's lookat some of the things that have happened just over the course of this yeartwo thousand and twenty. So we've added over one one five hundred new membersin two thousand and twenty. We're doing over thirty digital events every single weekand this week it's twenty one events, but not typically it's between twenty fiveand thirty. We've got communities for a variety of different subcommunities based on identity. So we've got the women of Revenue Collective, we've got revenue collective ofcolor, we've got a community for LGBTQ. Plus we're really trying to create communitiesfor people that are aligned by geography, by function and by identity. We'rehosting quarterly virtual offsites. Our next one is tomorrow. In fact,at this point it's really every two months. We've got a slack community. Obviously, as many of you know, in the executive, in the executiveworld, we've successfully integrated group so that information is more at your fingertips thanever and before we're going to be adding that to the associate community over thenext couple of weeks. In fact we have a timeline. So thank youso much to go for your support. We've rolled out and are going tobe continuing to roll out lunch roulette, which is basically matching members based ona variety of different interests, including geography, including function, including anything else thatmight look like mentorship. Potentially. We've launched private communities based on functionsso that CMOS and crows, even individual contributors, can all have a safespace where they can connect with peers and really have more open conversations. Withinthe broader context of revenue collective. We've rolled out by weeklying benchmarking surveys andreally reporting and data collection within the community as a matter of ongoing work thatwe do so that you always have objective and aggregated data that's possible. Andwe've also built out, as I mentioned, the ment for success team with thehiring of all the folks that I mentioned. We've even launched exclusive sharedslack channels. We've used the the technology that slacks developing to connect directly withimportant organizations such as sequoia, red point ventures and some of our amazing sponsorslike Gong Inside Square, advantage and many...

...more. So this is all justhappened in the last six to seven months and it's been it's been pretty incredible. It's been particularly incredible because of everything else that's been happening all over theworld. So again, you know and the I guess there's a question herefrom soccket. Is the main purpose of this to connect with peer I don'tknow what this is the antecedent referring to, but maybe perhaps you're asking what isthe purpose of revenue collective? And that's what we'll be talking about rightnow. So why are we here? And this is this is the pointof this talk. This is more than just features, you know, speedsand feeds and all of that. This is the point of this. isabout. Why does Revenue Collective Exist? So this is why revenue collective exists. We envisional world where every revenue leader has the resources and support they need, meaning you need to achieve your professional potential. So that's that's why we'redoing all of these things. It's not about slack, it's not about zooms, it's not about Google list serves. We are largely indifferent to the districtthe medium. Right, it's not about the medium. Just so everybody understands, this started off as a Google Group in two thousand and sixteen, right, and before that we were just meeting for dinner every couple of months,group of friends meeting on the lower side or somewhere in Manhattan. It thenbecame a Google group and the way they experience revenue collective in two thousand andsixteen and two thousand and seventeen was email and and if you had mentioned slackin any time really in two thousand and eighteen, nobody would have known whatyou were talking about because we didn't use it very effectively. Six months ago, you might have only mentioned slack as the primary mechanism through which revenue collectivewas experienced. Today, you know, last week we had over close toa thousand, about seven hundred and fifty different people attend virtual events that hadnothing to do with slack. They're not happening on slack, they're happening overzoom, they're happening over crowdcast. A lot of times are happening one onone between people over the phone. So again, it's not about this isn'ta slack community, it's not a google groups community. It's a global community. The community exists for a reason and that reason is on the screen rightnow. We exist as a mechanism to help you uncover and achieve your careergoals. That's why we exist. If we use slack today and we don'tuse it tomorrow. We don't care. It's not about the technology, it'sabout the vision in the purpose. Why are we here? We're here tohelp you achieve your professional objectives and and the only the world that we envisionis a world where hard working people that are ethical and compassionate achieve their potentialright. So it's not for everybody. This isn't a community for people tojust sit back and wait for everything to happen for them. It's a communitywhere, if you bring the work ethic right, if you want to workhard, we don't care what you look like, we don't care what yourbackground is. We frankly aren't going to care less and less if you wentto college. What we care about is that you want to be great andif you want to be great, we want to help you get there.And that mission and and if you are listening and you can there's an obviousquestion right, which is well, that doesn't seem to be specific to revenueleaders, and the answers candidly, it's not specific to revenue leaders, andso we'll talk about that as part of our growth plants. So this presentationemerged from me communicating with our internal revenue collective headquarters team right and try andsay here's where we're trying to go, here's what we're working on. Andthen other people came and said, what are you working on? Why areyou hiring these people? What is the direction of revenue collective? And soI put this together. This is a this is an evolution of a presentationwe gave internally. And so our presentation is we're using a you know,sort of like a V to mom. What's your if you worked it salesforce, if you're read Mark Benioff's biography, autobiography is a derivation of of vtomom. Vision, values, mission objectives, metrics. Okay, ourframework objectives and que results. But basically here's how we think about strategy.So you know, because I'm about to...

...walk through, how we think aboutstrategy. I think about strategy two things, right, you need the plan andyou need your values. The values tell you how you're going to solveproblems. The plan tells you where you want to go at the end ofyour journey. And within that we think that if you have your key objectives, meaning where you want to go, and you have your values, whichtells you how to solve the problems as you get there. We think thatmost people can be fairly autonomous. Right. How do you give autonomy to people? You give them a clear plan and you give them the values throughwhich they make those decisions. So we're going to be talking about some ofthat now as we go. These are what we currently think of as thefive pillars of revenue collective. Right. A lot of people sign up,a lot of people have signed up and they're not quite sure what is revenuecollective? Is it a slack thing, as I mentioned? Is it?I'm getting all these emails. What does it mean? Right? So wethink about modes of interaction and these are some of the these are the fivepillars that we think about. The first thing is that we do think thattwenty four hours a day, seven days a week, a global community ofpeople that are coming together to support each other in real time is incredibly powerful. So that's that is the first pillar. We do think slack is built toa unique technology that's pretty useful for doing that, and so there's alot happening in slack, but that's not all of it, right. Thesecond is trusted communities by geography, function and identity. What does that mean. That means within slack there's all of these subcommunities. They are organized currentlyby channel, but it's not about the channel, right. Each channel inslack is a community and slack helps power the real time Qa portion of thecommunity. But you should make sure that you're finding your community everywhere, right, each community within revenue collective, and you'll see that on the global eventscalendar. Each community is hosting its own events, right, is conducting itsown original research, is creating a safe space for people to have connections andconversations. Many of them are private so that anybody can't join in that peoplehave, again, the freedom and the safety to have open dialog and infact there's many communities I'm personally not a member of because it wouldn't be appropriate. Like women of revenue collective, right, I'm not a member of that community. I'm a member of some other ones, like sales process or salesmanagement or whatever it may be. But the point is that first pillar isreal time Qa. The second is your tribe, your group, and andthat group getting together on a regular basis digitally. Right. So Zoom,virtual meet ups, happy hours, breakfasts, workshops. That's the second pillar ofhow you should think about engaging with revenue collective. The third is oneon one matching for deeper conversation, mentorship and business development. So that's akey part of what we're trying to do and I was talking about with withone roulette. That's part of what we're trying to do. We're trying tomake it very, very easy for you to find somebody else that has thesame has the the things that you need to get answered. We're trying tocreate a culture where that makes a lot of sense to people and where theyexpect. Everybody in revenue collective expects at some point to be a mentor ora mentee, depending on the conversation. So there was a woman that saidthat. Emailed me last week and she said I'm in San Francisco, I'vebeen at a small company, I'm thinking about going to a big company.I want to understand the differences between working at a small company and working ata big company. And there's a very obvious person that has both startup experiencebut also is global head of sales for a massive public company, and thatwoman is Ashley Grec She's our San Francisco Co Chair and one of one ofthe amazing figures in revenue collective. So I just emailed Ashley and said wouldyou be willing to have a conversation and boom, we made the match right. So that's we want to do that at scale. That's part of that'sthe third pillar. The fourth is data information, as you can see there. It's just making sure that as people interact and as we learn things fromthe community, that we are able to extract insights and extract information in areally appropriate way and then make it really easy to access right. So that'sthat's the fourth pillar. So it's and if you think about it, there'slots of people that they don't like slack,...

...they don't like real time Qa,right, it's annoying. There's too many notifications going off in their computerand they haven't figured out how to turn on do not disturb or whatever itmay be. That's okay. There might be people that don't like group interactions, that don't really want to talk to anybody on an on going a regularbasis, or maybe they go into periods where they're just extremely busy. That'sokay if you remember a revenue collective and that's what you're doing. But westill want to give you information. We want to make sure that we're extractingall of the best insights from the community and packaging it up so that youcan use it wherever you need it. And so that's again, if you'rein the executive community, hopefully you have access to group right now, backslashgroup type in a search term. You can get playbooks and workbooks through theknowledge hub that are instantly presented. If you're an associate. That's going tobe live within the next couple of weeks. And then the fifth pillar is constantpassionate support from the team right because we haven't figured out every piece oftechnology. Everything is not going to be a process and I am sadly nontechnical and the team so far as is we are we are building. Thisis not about the most efficient, optimized algorithm. That's not what we're tryingto do a revenue collective. What we're trying to do is create an authentichuman experience that helps you achieve your career potential. That's what we're trying todo. So we're going to build. We are hiring a group of peopleand that is what the hiring of Leslie is, the hiring of Kaitlyn andesther, even the hiring of Shin on our Roma team, or hiding agroup of people that are passionate about helping other people so that if there's abreak in the process, it doesn't return a four or four error. Itsays we're going to fix that for you, we're going to make that connection foryou. This might feel unscalable or manual, but we don't care.What we want to do is we want to make sure that there's a placein your life and in your career, in your professional world, where youunderstand that we are on your side. That's what we're trying to do.It's not it's not networking for its own sake, it's not kind of selfhelp for its own sake. We are here to help people that want tobe great. We are here to help you achieve your greatness, your achieveyour greatness from a professional perspective. That's what we're trying to do. SoI'm going to go through these really quickly and then if you have questions,feel free, but and they're probably some going to be some more questions atthe end, but feel free to drop them in any time and I'll tryto try to address them. I'm speaking a little quickly. Maybe we'll beable to give you back some time in your day, but these are valuesright. So if you're wondering, what are the values that guide the revenuecollective team and how are we thinking about helping you so that when we're solvingproblems, these are the answers to that question. So the first is notgoing to read them all out to you. Can See them on the page andI'll circulate this deck afterwards. The first thing, the most important thing, is members first, and I talked about this with the team all thetime. I just want everybody on the call to understand you are the centerof our world. That's the point, that's what we're trying to build.You are first. A lot of people talk about this and it's very easyto say in the abstract, but in practice what it means for us isthat we are constantly trying to balance the tensions of building a scalable platform,whatever that means, with making sure that you don't feel like a number,with making sure that we're not solving for US internally. We're solving for youand your career fulfillment and what you want to achieve. So that's the firstguiding light and we're always asking that when we're designing a new process, whenwe're saying, you know, does we're constantly debating should we get Zendesk orshould we get some ticketing system to help in help desk and slack? Idon't want you to feel this isn't no offense. You know and I knowthat it's a great company and God bless everybody that works at sales force,but this isn't sales force right, this isn't five layers and punch in acode so that you can talk to a human being. That's not what we'redoing. Well, we're doing is we want to deliver way more value thanwhatever you're paying on a monthly basis, way more. We want you tofeel like, damn, I didn't realize that that was possible, and wewant you to feel like you are the center of our world. So that'sour first and most important value. The second value is just x plus.Why? Right, we do make mistakes. You know, even today I madea mistake. The daily email was...

...titled the Weekly Update, not thedaily update. So there are there can be typos, but in general,trying to do is we're trying to deliver more than what you asked for.Right. We sometimes, if you want one introduction, we'd like to giveyou two or three. If you think that you're taking up too much ofour time, we want to make it clear you're not taking up too muchof our time. If there's an plain text email that you know, onMonday we wanted to have graphics and look beautiful. On Friday it's hopefully someof you have noticed. You know, this daily email thing came from covidand from giving people. I was writing plain text email, sometimes two orthree times a day, just because I was worried that people were feeling scaredand nervous back in March in Aprils. That became what you experience now asthe as the daily emails that are generated and distributed by hubs spot. Butwe always want to be improving, just taking it one step further than whateverit is that you expect. We want to move very, very quickly.This is just one of our core tenets. Right. The way that we thinkabout things is you're going to give us feedback, we're going to listento that feedback and we're going to iterate on it very, very quickly.So again, just since COVID, right we've launched. We used to doone webinar every two weeks. Now we're doing twenty one events this week,digital events this week. Before covid we didn't do benchmarking surveys very often atall. Then we realize that people really needed information to make decisions based onquota adjustment, forecast changes. How are people returning to work and we realizethat we need to get them information quickly. So we launched this. These areBI weekly benchmarking survey. Some members will attest that it's been very annoyingbecause I email people all the time to make sure that they complete them.But this is a core quality of what we're trying to do. I don'tthink it's sort of the most important long term sustainable competitive advantage. It's nota mote, because just moving super quick can't. Maybe it's a mote,but it'll help us discover our mote, pope, probably. But the pointis that we just we want you to feel like things are getting better allthe time and that you're giving US feedback and boom we're doing it, andthat's a just a core value of ours. Fairly straightforward we want to tell thetruth. We want the truth from you. We want feedback. Youdon't need to tell us things are great. We're not going to tell each otherthings are always great if they're not. But we're just going to be tryingto be direct, and this is just direct with each other, directwith our members and direct internally within the team. We believe strongly, stronglyand diversity. I think a lot of organizations and companies and communities talk aboutdiversity. I hope, I know that there's so much more that we needto do, but I'm very personally committed to making sure and it's not justbecause it's a sounds good to say, it's because our community is diverse,and so the only way that we can make sure that we meet the needsof all of the different faces of planet earth and all of the different humanbeings, maybe even some of the non human beings, like dogs, becauseI love dogs, but all of the different constituents, is that our teamand the community needs to represent all of the different points of view and perspectivesand faces of the world so that we can make sure that we're delivering whatall of those different perspectives need. And so this is a really important partof us and what we're trying to do, and you know, we are constantlytrying to bake in requirements around diversity into things that we do, likewhen we launch new chapters, making sure that there's a woman that is atleast a cohead of every new chapter that we launch and, if you heardby conversation last Thursday with Brandon Davante and Robert, and also in incorporating andmaking sure that we have people of color that are represented in the leadership ofall of our different chapters. So I just want you to know that thisis important. I know that it's not we're not always perfect. I recognizethat and I can tell you that it's just it's going to be a longterm commitment. There's going to be a lot of different things that we're goingto be rolling out, particularly over the course of the next year, thatI think will attest to this commitment. This is just about building consensus andcollaboration. Even though we want to act quickly all the time, we alsowant to make sure that we're bringing people along. That's part of the pointof this presentation, right I want everybody...

...to understand where we trying to goand that way, if you know, you can decide if you want tobe part of it or not, and it's perfectly fine if you don't wantto be. But we need to bring people along with us because we reallyare trying to build a global movement and this is just a tenet of Ithink. All right, all of you are members. Every members paying money, right, and there's lots of free communities out there. Why? Whydo people pay? Why? Because we're all committed to self improve and that'sthat's the nature of our community. Our community is about saying we believe thatpeople can change, right, we believe that this is not the best itcan be. We believe, we're optimistic about our own intuitive and and sortof God given ability to become better people over time, and so that's acore value of what we're trying to do. We're trying to say this is aworld where we think people can change. I know there's lots of people thatthat don't believe people can change. We do believe people can change andwe're going to be committed to getting better and that's why we want feedback andthat's why we want to push ourselves. So those are our values and thesee, these are our objectives and they're very simple objectives. They've got keyresults underneath. But just so you understand, what are we trying to do?And this is specifically between now and December thirty one. So there's threebig objectives. The big headline is the light right we want to give you. We want to become a big community. We want to impact many, manypeople's lives. We want to help many, many people, hundreds ofthousands of people, achieve their professional goals and realize their potential. And Iyou know, on a different time I can talk about why this is sopersonal for me, and the reason is because for many, many years Ididn't feel like I was achieving my potential and I only feel like I'm achievingit more recently. And I want to unlock everybody's ability to achieve what theyfeel is inside of them, their own greatness. So that is what we'reworking on. Creating. That the light at scale, making you delighted,making you so happy to be a member of revenue collective, no matter howmany members that we have, because we do think that there are many,many more people that we want to be impacted by what we're trying to do. At revenue collective. So, and this is again speaks to maybe someof your own motivations around joining right, is revenue collective about exclusivity? AndI I'm here to tell you as the founder, no, it's not aboutexclusivity. That's not what we're this is not about a gait that nobody canget over. This is not skull and bones at Yale. Right. Thisis about it's kind of the opposite of exclusivity. The reason that we havean application process and the reason that we charge money is because we want peoplethat are committed to their own self improvement and we need resources in order toredeploy those resources on behalf of the members. We are company, like every company. We use revenue to build new stuff for our customers, who areour members. So it's not about exclusivity. What it's really about is changing theway that people approach their career so that they can achieve whatever you canachieve, whatever your goals are. So we're calling that the light true delight. At scale, how are we going to know if we're going to getthere? So we're about twenty five hundred members. Our goal is to beat four thousand members by the end of two thousand and twenty. We startedtwo thousand and twenty with about a thousand members. So you know we're wellon our way and we think we have a really good shot at getting tofour thousand members by the end of the year and we want there to bewe're going to roll out an MPs survey. We want that score to be oversixty as well. Now, why? Why is the four thousand number afunction of delight? Well, because the world is more connected than everright we actually we have two people on our enrollment team. We have culinand Shin. That's it. We don't have a CMO, we don't havea VP of revenue or a VP of growth. Our whole plan, asyou will see, how are we going to get to four thousand members?By making you happy, if we think if we make you happy, you'regoing to tell your friends and tell your colleagues and that will be the thingthat get that generates our growth. And...

...right now I can tell you thatthe pipeline is the biggest it's ever been, which is not a great thing,to be honest with you, because it means there are a lot ofpeople that are waiting to hear from US and waiting to schedule interviews. Butagain, we think the because so many people are frankly, on monthly plans. You have an opportunity to tell us whether or not you think revenue collectiveis valuable every every thirty days. And so if all of a sudden westop delivering value and it becomes a bad experience, we're going to stop growing. So we think that the total membership number is actually a really good indicationof whether or not we continue to liver value. So those are the thoseare the KPIS. Right now, what are the the the objectives? Thereare three objectives, and it's interesting that Chris wrote personalized at a delighted scale. It's almost as if you saw the next slide. But basically there's there'stwo things. There's personalization and there's intimacy. We think those two things are goingto be the key objectives. If we can create, if you canfeel like, a personalized experience, more and more and more for you atscale, and if you feel like it's intimate. Right, we don't wantyou to. It's not about you. We don't want anybody on this call, anybody in revenue collective. We don't want you to think that you areone over four thousand. That's not the point. The point is that there'sa lot of people that can be helped. But we think if we can createintimacy, small groups, small communities, we can create one on one connectionsthat are super, super powerful at scale, that we can really deliveredthe light. And you'll see that word light because again, that's what we'refocused on. We're focused on the the feedback we get on a regular basisis damn. You know, I didn't expect this. This is better thanI thought. I was skeptical and I've already had a few experiences. I'vehired somebody, I found a job, I got a question that I couldn'tget answered. I got five answers and thirty seconds. Those are the kindof delightful experiences that we want to continue to deliver for our members. Soyou can see the bullets that the big idea is really about taking what isessentially a combination of third party technology like crowdcast, work, slack or zoomand beginning to build our own web portal that you can log into, thathas your own profile page that you can manage, that feels, will feel, frankly, a little bit like Linkedin. But where the credentialization? And that'swhat this would that that that's why that word is there, where wecan really get because we are focused on revenue in. You know you,we all know when Joe Smith endorsed you for strategy on Linkedin. I don'tknow what that means. I don't think linkedin knows what it means. Youknow, Joe Francis endorsed you for bet to these ass again. Okay,thank you. We are going to have credentialization, but it's going to bespecific and it's going to really confirm to both yourself and the outside world thatyou really are an expert in whatever that credential is, whether it's demand generation, whether it's sales management, etc. So this woman socket is very,very active, high socket. Like Bravado? I don't I've I'm not sure,only because I've I've logged in a few times and haven't been haven't beenable, to, unfortunately, get any value from bravado. But perhaps sure, I think it'll be more like revenue collective, to be to be honestwith you. But what it's really going to do is create the ability foryou to really market yourself and brand yourself and and also for us to makematches really effectively and so that when you and when we know that you arean expert in these categories, we can match you with that person really effectivelyand create connections that are really, really meaningful. Additionally, one to makesure that the information that you have is always at your fingertips in a betterand better and better way, and we also want to create, as yousaw in my daily email from this morning, more and more opportunities for one onone connections, which, again, is one of those five pillars,so that people can get value, and personalized value to what your needs are, where you are in your career, where you are in your trajectory atthat time, in that moment. So that's one of the key objectives,personalization. The second is intimacy, right,...

...and again, intimacy is about smallgroups. It's about you feeling like you're not one of Tenzero or oneof a hundred thousand or one of ten million, but that you're one offifty, right, that you're one of twenty, that you joined New Yorkrevenue collective associates, meet up specifically for individual contributors, and you really feltlike that was a small experience where you could build real relationships, lasting relationships, and really connect with people in a really good way. So these aresome of the things that we're going to be working on. A lot ofintimacy is going to be making sure that we're focused on our associate program becausethe associate programs growing very quickly and we are going to be dedicating, andin fact already have dedicated member success resources just to the associate world. We'regoing to be building out and formalizing the concept of an associate chapter head forall of the cities where we have large communities, and we're just going tocontinue to work, as it says here, to make each channel, to moveaway from this concept of channel as like as something only organized by slack. Right. It's really going to be about those micro communities that you slack, the use zoom, they use whatever technology is appropriate and available at thetime to come together and to convene and to build powerful connections. So again, personalization and intimacy at scale. And then just what do we need toget there? So we need to hire people. Again, that's why we'vehired Leslie. We're going to continue to hire. Here's some of the folksthat we're going to be hiring in the future, an events manager, apartner success manager, more people on the member success team, and we're alsojust going to be making sure that we work with our other partners that arenot members in a way that really feels productive and making sure that our partnersand our sponsors are not just field marketers grabbing email addresses to spam our membership, because that doesn't work, but really that we structured our relationships with outsidepartners in such a way that it it enhances the member experience and not totracks from it and really thinking about and making sure that our key partners,and you know there are two biggest partners. We've got a third that we're reallyexcited to announce on August. First, but the first, the big twoare outreach and gone, and I think they've done a tremendous job inreally underscoring this is not about demand Jen when they partner or sponsor revenue collective. It's not just about dimension, it's about brand right. It's about along term commitment and that is why they sponsor these channels, that is whythey're hosting events, that's why I gone put on that incredible celebrate online eventlast week. All of that is because we want to work with partners ona long term basis, not just bring somebody in, you know, everyweek for to sponsor a Webinar or whatever it may be. These resources arenecessary if you are growth, because a lot of times dues are not sufficientto generate the kind of growth and to hire the kind of people that wewant to hire. But we want to make sure that the infrastructure adheres toour values. So really the third one is just in support of the firstto the two big objectives for the rest of the year personalization at scale,intimacy at scale. The delight of our members is North Star. That's alwayswhat we're going to be focused on. Right we're going to be focused onhow do we make sure that every member of revenue collective. Again, thisisn't about sort of crowdsourced algorithms. It's really about you feeling like you havenot just a community but a set of resources that enable you to get whereyou want to go in your career, that wherever you are in your career, you we help you perhaps set those goals and objectives and then achieve thosegoals and objectives. And where we going beyond two thousand and twenty and againyou probably heard some allusion to it. But you know, if you remember, the original slide that I presented a few minutes ago, was a worldwhere every revenue leader has the resource and support they need to achieve their professionalpotential. We think really where we're trying to go as a world where everyleader has the resources and support they need to achieve their professional potential. Soyes, we will probably be rolling out new communities that are not focused onrevenue. Perhaps they'll be focused on other functions, including finance, legal,HR operations, product on product development,...

...software engineering development, wherever really there'sa need and where people are raising their hands and saying I would like acommunity of people that are all committed to each other's mutual success, that believein a bigger world or world where all of us can achieve our potential.And I'm I'm committed to helping organize that community in such a way that itcan deliver resources, service and support in such a manner that I need atthe time that I need it. That is the world that we are workingtowards and that is our goal at revenue collective and you know that. Ifyou'd like some specific numbers again, because folks have sometimes ask how big doyou want this to be? The answer is we want everybody that wants tobe great, everybody that's committed to self improvement. We want to put theresources, and you know that. Other part is compassionate. We're not lookingfor jerks and we're also not looking for aggressive squabbling that we're started seeing onon linked in a little bit right, sort of like highly confrontational interactions thatdon't seem to further anything. We're really looking for a world of mutual supportat the coupled with selfdirection and an aspiration to be great. And if wecombine those things and you are one of those people that wants to achieve somethinggreat in your career, and that greatness could include money, but it couldinclude the generation of wealth. It could also include the right opportunity, itcould include the your ability to more comprehensively evaluate global opportunities, because we're consolidatingso many different interesting jobs within revenue collective, whatever that means for you. Wewant to help you get there and our goals are, as I mentioned, four thousand members by the end of this year. Tenzero by the endof next a hundred thousand by the end of two thousand and twenty four andmaybe even a million or ten million over the course of the next ten tofifteen years. But all of it it's not about, as I mentioned,and and I'll close, it's not really about exclusivity, it's not about thatnobody gets to join. It's really about the people in revenue collective are betterfor being in revenue collective and that's why it's so great to be in revenuecollective, because revenue collective makes you better. That's the point. And so thatif there's two people, if if there's sally outside of revenue collective andSally inside revenue collective, that Sally inside revenue collective gets questions answered quicker,makes fewer mistakes, helps for company scale more fittive more effectively and more quickly, gets to be that CEO sooner, gets to be the resource of theCEO needs to achieve that growth sooner. Right, we want to make everysingle person in revenue collective more effective, more capable, more talented and moreimpactful. So that's what we're trying to do. That's the goal, right. That's why we're hiring. We're not going to turn off the membership requirementat any certain number. We're really trying to help people achieve their potential.So with that I'll take some questions. Chris, thanks for the kind words. Rob Says. How do you continue to offer the level of intimacy thatyou aspire to at that level of scale? And again, the way I thinkwe're going to do it? The short answer is subcommunities. That's whatI think right. I think what we're going to what we what we wantto help people do through our assistance, right, because this isn't just goingto be selfdirected. There needs to be structure and there needs to be ateam, which is why we're hiring that team. But the way that weoffer that level of intimacy is things like lunch roulette. So intimacy is yousaying? I'm trying to meet people that have experienced scaling from thirty to ahundred million, that have experience in demand generation but have also run a channel, you know, partner value out of reseller strategy that they've added to theirdirect sale strategy. Right around the middle of that intimacy is our ability totake that request and match you with exactly the right person and for you tohave a private one on one conversation that we know nothing about. Right.So we're doing that already with one roulette, revenue collective. Lunch Roulette is pairingpeople. Right now it's based on geography, but honestly there's a lotof capabilities within this technology. You compare people based on function, you comparegroups of people so you can create sort...

...of spontaneous group meetings around common subjectsor topics. So that's one of the big ways that we think we're goingto create intimacy at scale is really targeted one on one matching, targeted communityconstructs. So, for example, there's a private cro group within revenue collectiveexecutive community, there is a private CMO group. There are the opportunity forother people to have private communities within the broader revenue collective and we want thoseto be the places where you find him its intimacy, even while you experiencethe benefits of the size and the scope, and there are many benefits, justto be clear. One of the biggest ones besides so first is data. Right, if we have tenzero people and we run a survey, thedata points that we can get in our ability to cut them so that wecan give you data that is statistically significant for exactly the company of your size. Scale and scope is much more enhanced. That's that's one very obvious reason.There's a second big reason. That's that size and scope is beneficial.It's because revenic collective exists as an advocate on your behalf, and the morepeople that we have within the communicate community to advocate, the stronger are negotiatingposition will be. So, if we think that the average ten year ofevery executive is under eighteen months and we want to make sure that sufferance isincluded in every executive compensation package before they join, it's a lot more powerfulwhen there's tenzero people saying that than when there's a thousand people saying that.That's one of the benefits of size and scale. But robed your point.The intimacy, we think, will be created through smaller group communities, includingyour city, and continuing to break those down into smaller groups as the cityis self grows, and then one on one matching so we can always makegreat one on one connections whenever you need them. Socket our favorite contributor sofar today says. So what's the difference between our C modern sales PROA,USP top sales Prost C a? They all claim similar things, from whatI recall. I actually don't know that any of the other communities claim whatI just claimed, but I could be wrong. The main difference between revenuecollective and all of these other communities, I will say, is because ofthe fact of who we allowed to join, which is not about exclusivity, it'sabout alignment. We don't allow founders to join if you're a founder atthe time of joining. We don't allow investors, institutional investors, to join. We really are trying to create how much and eighty within the type ofperson, not based on identity, but based on the type of function,the type of questions with that means is we can solve problems on behalf ofthis community that are not as possible when there's so many different types of people. I would also say that the community are communities because of the ways thatwe structured and design them through these small subcommunities are far more engaged. Butthe real and if every I don't know again any I of all of theseother folks are doing exactly the same thing. I think that's awesome. Our goalis to help each individual member unlock their personal professional potential. That's whatwe're trying to do. Any other questions or feedback? If there aren't,feel free to drop them in, but remember we've got an an off sitetomorrow. It begins at not am Pacific, being powered by our west coast communitiesand what else, I don't know. I think if you do have personalquestions, you can email me Sam at revenue collectivecom. If you havefeedback or you felt like you couldn't figure out what I was saying, I'llfeel free to let me know. Thank you, Sean, for the birthdaywishes. I had a great one yesterday. Thanks to my wife for putting ittogether. And that's all I have. That's all I have. So again, if you have more direct questions or you have a common or you'reconcerned, you can email me at Sam at revenue collectivecom. Otherwise I'll talkto you soon. Hey, everybody, hope you enjoyed that episode. Again, that was our town hall. Hopefully you can see the big picture ofwhat we're trying to achieve. What we're trying to achieve is to create aframework the future of professional education so that every revenue collective member has the resourcesand support they need to unlock and achieve...

...their professional potential. That's a verypersonal mission for me and something I'm incredibly excited about. Our goal for theend of the year's four thousand members. Our goal for the end of nextyear's TENZERO members. Will See if we get there, but if you remember, we hope you're enjoying your experience. If you need anything for me,email me at Sam at revenue collectivecom. If you're not a member, considerapplying. Talk to you next time.

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