The Pavilion Podcast
The Pavilion Podcast

Episode · 9 months ago

Ep 61: You Don't Need an Expereinced CRO w/ Josh Amrani


Ep 61: You Don't Need an Expereinced CRO w/ Josh Amrani

Part of the "Is This a Good Time?" Series with Brandon Barton.

Hello, everyone. And welcome back tothe revenue collective podcast. I am your host, Brandon Barton, and you arelistening to Is this a good time? The show. I asked Revenue Collectivemembers some really basic questions, and they have incredible answers. In ashort, 15 or so minute conversation, we'll be coming to you on Tuesdays andThursdays each week. So please hit the subscribe button like rate us do allthe good stuff. Give me some love people, Okay? Our guest today is Joshand Ronnie. He's the CEO of, um, Ronnie Group, and we talk about fractionalsales leadership at early stage companies Before I get going with thequestions I wanted to tell you a little bit about this month Sponsor. It's sixcents, six cents. The number one account engagement platform helps youidentify accounts that are in market for your solution. Prioritize yourefforts, engage buyers the right way with highly relevant messaging andmeasure what actually matters with the six inch platform. You're able to getno more deals, improve wind rates, increase overall pipeline and optimizedbudget spent. To learn more. Visit six com slash revenue Collective. All right,let's do this episode 17, is this a good time? Alright, I'm so glad to haveJoshua here. Joshua, Um, Ronnie, he is the founder of the, um Ronnie Group.His own company. So he's certainly on the hustle, and I'm super psyched totalk to you about that. You're also the head of the head chapter head, I shouldsay, of the San Francisco chapter of the Revenue Collective. I'd like totalk to you today. Yeah, very, very nice to meet you. And definitely Thanksfor having me. Yeah, awesome. And we'll look, uh, we we try to really go allmeat, no filler and jump right into it. So, as with all our guests, want tostart off with your current role? How you got here? I mean, you started yourown business. So, like you didn't do that out of school, I imagine. Tell ushow you decided to do this and what your company does. You know? Absolutely.So I'm lucky enough to have two passports of a French passport,actually. And I was living in France a...

...little bit after I had graduateduniversity. And that's actually when I got involved in the tech agency, it wastech industry. Pardon me. Um uh, and it was for a French company that waslooking to expand in the United States, and they said, Hey, would you want torepresent us and move to Silicon Valley? That was about eight years ago, and Iwas like, Yeah, that sounds amazing. France. Paris specifically is veryglamorous when you're a student, but when you're a recent graduate doesn'thave the same appeal. It's like budget, like expensive Paris is very expensiveto live in. And it's very difficult to find, like, well paying jobs whenyou're a recent college graduates. So as a student, it's amazing. As a youngprofessional, it's very difficult. And where were your students is? Uh, whatwas it, the Sorbonne or good, Good reference. So I studied at E S C, whichis an international business school in the business district. La Defense. It'sthis big frame like west of Paris. So I didn't study at the Sorbonne. But Iknow people who know people who did good, good reference. They send you out.They say, Go, go, go land yourself in Silicon Valley and do something.Absolutely. So I found myself as the regional manager, the You Know MD ofNorth America had employees in France, had employees in the United States. Andthen my career kind of progressed in an interesting way to where I alwaysalmost always worked for foreign companies entering the U. S. Market.And I did that for a little over 67 years. And after the last company,which was a German company, said to myself, Why am I only able to help onecompany per year? Whose early stage what would I have to do to helpmultiple companies per year? Because I actually think there's a lot of I thinkthe traditional venture model is flipped in the sense of why are we onlystarting to insert experienced...

...executives and leaders Post Series A orPost Series B when the impact you can make on an organization at an earlierstage? I'm talking about tactical operational work, so whether it's me orwhether it's members of my team, like we're going in running sale cycles,closing deals were client facing. It's not advisory. Position is very, verytactical. So turning $100,000 deal into a $500,000 deal, which we did recentlyfor one of our clients allowed them to hit their targets and raise theirseries A. But that's because we were inserting very experienced tacticalpeople early on in the company. So that was kind of the reason the hypothesisbehind starting the business. So we do. Fractional VP of sales and VP ofmarketing services for pre series B enterprise B two B startups, primarilyEuropean firms that are looking to enter the US market, although that hasrecently expanded to US startups as well as well as start ups from othercompanies. So that's what the Iranian group does full time on the CEO of that,And what that looks like is I am the interim C R O, or VP of sales at a fewof these different companies as they expand into the United States. Oh,that's kind of cool. You get to dip your toes And what about the like,conceptually right? I'm sure. Let's talk about home grown here in the U. S.Company. Uh, the pushback might be to you. I need somebody who's who's gonnabe here full time when you know I want to. Over higher right for experience.When when we're at the kind of five sales people. And then I need to weighabout 50 and I want the consistency of the same person. What's the pushback orlike, you know, what do you say to that? Do you help them transition into kindof finding that person? I guess absolutely. And almost all the timewe're backfilling with a full time employee. The reason why I think thiswork is fundamentally important to...

...start ups, because despite the storywe've been told, we all know you're going to pivot. You're going to adjustyour business model. You're going to go into the enterprise and switch to midmarket. You're going to go into mid market and switch to self serviceproduct. A lot of times, pre Series A or B, you're still figuring out whatthat motion is. So whereas Venture Capitalist will come in and say we needthe executive who scaled scaled slack, slack perfect product market fit, mostof these companies do not, and the motion to figure out product market fitis completely different than the motion to scale a company, and that thatmisconception, I think, does a lot of harm in our industry. So one of thecompany's US Cos we worked with touring I went in three months. Fractional VPof sales. Did a lot of work worked with the founders? You need to hire a fulltime C R O with these credentials who came from this area. They didn't knowthat because they weren't native sales founders and they just raised a $38million series a wow. So that's an example of what it looks like when wego in and do this work. But most of the time founders aren't being advised tobring in someone that's fractional there, being told to do what you saidand then a lot of situations, it does make sense, and in some situations itdoesn't. And that's where we come in. Yeah, I mean, I definitely for startups,there are many disciplines that you really need high level, fractionalexpertise as opposed to a full time person. Finance always comes to mindfor this HR come to mind for this, then there's an industry for that. It makesso much and people do outsource str and things like that on like a smallerbasis makes so much sense to have some of this. Some companies that wouldwould need a fractional, you know, sales fractional revenue generation.Great. So, um, along your path of success here, you probably hit somereally good luck as well as some hard... that got you here. Give us anexample of either or both. You know, Was there a moment of, like, time wherethings just got lucky for you and I, you know, and and helped propel yourcareer forward? Yeah. I think luck would be kind of how I ended up at therevenue collective. So there's a string of, like, seemingly un correlatedevents that got me here, and that's I go to a conference every year,brilliant conference called the Dent Conference. And it's people who arelooking to make a dent or positive impact in the world. One of the peopleI met there is Brian Ma. He founded the side dot com, which was acquired byeBay. He also founded we've which was the first, like, tinder for networking.And he also founded Divvy, which just raised an incredible amount of moneyhelping people buy homes in a fractional basis. So so pretty, lazy,lazy Yeah, when I just wanna I just wanna kick it and talk about nothing. Icall Bryan Ma. He introduced me to a young startup founder named Morgan Liewho I was consulting for her for free. Just as like a favor to a friend. Shewas nearly out of MIT. She became a venture capitalist at FoundationCapital. She was interviewing this little come full circle a second shewas interviewing. She was not interviewing. She was working with BethMyers from Peak, who actually just raised a $20 million series B or A inManchester and said, Oh, you're expanding to the U. S. You gotta talkto Josh and Ryan Met with Beth, Incredible sales leader. Have a ton ofrespect for Beth. And she goes, Hey, have you ever heard of this thingcalled the Revenue Collective? This was like two years ago, 2.5 years ago. It'slike, No, I've never heard. And she's like, Oh, you should talk to Sam Jacobs.For some reason, they don't have a San Francisco chapter right now, and I waslike, Really? Um, yeah, so that's just luck. I don't know how to describe thatexcept for? I mean, that's that's like,... know, six degrees to Sam Jacobs,right? Like he's our candidate. But you know what? I remember that, you know, Iwas one of the founding members I know we call original members. Um, whenthere were six people sitting around a table having dinner and that was therevenue collective, or at least the seeds of it. And I remember saying thesame thing to him like, no Snow San Francisco. And he does not yet. And andand you know, uh, you probably said something snarky after that, But thepoint was, I think deep down, he wanted it to be as professional as possiblebefore getting out of the comfort zone into a place that would take it asseriously so. But maybe a little bit of New York versus San Franciscosnarkiness, too. But shout out New York, No, that's That's totally cool. So wealways ask, Give some advice to To some folks here who might be in a sales ormarketing role. What's a tactic that they could use tomorrow that has beensuccessful for you across different companies and different disciplines.You know, any specific kind of thing that you think somebody could throwinto their repertoire tomorrow. It's funny, right? We have medic pick. Wehave bandt. We have all these advanced methodologies and books. The singlequestion that lands in all of my teams. CRM is that if people can't ask meafter, like a discovery call, when does the client want to be live? And whathappens if they're not live at that date? Uh huh. All of the questions can kindof align back to When does the client what client want to be alive and whathappens if they're not live on that date? There is so much that is drivenfrom that singular date and what is going on in their business beforeversus what can possibly happen afterwards. Or the value and impact ofyour organization that whenever I don't have a lot of time or I'm in a pipelineinterview and we're going through and I'm like, Hey, like all this soundsgreat. Like, when does the client want to be live? Oh, they want to be live ina couple of months. Is that your date, or is that their date? Show me the callrecording where they said that was their date, and you really drilled into understand what was so important about that date. And what happens ifthey don't hit it? Because I can. I can...

...derive a lot of the yeah, the needs andthe other acronyms from that question, So that's probably my biggest one.That's a great one. I'm I mean, I'm sure people, you know, talk abouttimeline, But what's going into the specific as to why your timeline isthat also gives you leverage, right? Like there's certainly even if you getthere, there's certainly a point of no return where somebody might not be ableto choose another vendor in time for the other six projects that also haveto land on that date. That's a good one. I could cool. Well, look, we're in thelike the the rapid fire part of here. It's not that fast, so don't worry.It's not going to, uh, barrel you over here. Any key positions that you'rehiring for demand, Gen. Is top of mind for us right now. We're definitelyhiring for a demanding manager Dimension manager. Not not like an SDR,anything like that, but demand and manager. Cool. Yeah. No, that's that'sperfect. And give some shout outs. Who Who do you? Who do you appreciate onLinkedIn or Twitter or whatever that you follow and appreciate the contentthey throw out? I really appreciate Mark Lesser. He's a Zen Buddhist monkwho also has his MBA in San Francisco. I think these people that split worldsare fascinating and because he has a business background, has been a founder,and he is like a traditional Zen monk, very unique and interesting insightscoming from him. And where do we find him? Is he on? Is he on? Yeah, there'sa there's a temple in the woods and you got to climb up this really bigmountain to get there. And I have a question because people throw out likeJason Lemkin. I mean, you throughout a half booted monk, so I just I didn'tknow if it was something, uh, hard. Uh, but he's only then. Yeah, there we go.I love it. Look at the power of Lincoln. Uh, and anybody any like up and comersthat maybe even in, like, you know, the...

San Francisco chapter that you're like,man, this person is impressive. You. We all of us should very closely payattention to the careers of Jimmy Chen and Tom Alamo. So Tom also does therevenue collective podcasting, Uh, and Jimmy Chen lead. We brought in JimmyChen to lead the San Francisco associate program. Now he leads GlobalAssociates. For now, he leaves Global Associates for the revenue collective.Both of them are very Everyone should keep both of those individuals on theirradar. I like that. I like that. I I've already learned things from Tom aboutthe way he kinda promotes and things like that. That's very cool. I'll checkout Jimmy as well. All right, And last, but not least because it's the mostimportant thing to me. By far. I am a restaurant person, and I just need toknow what your restaurant secret like. Where should I go? Could be in SanFrancisco could be elsewhere. As soon as this world opens up, I'm meetingeverywhere. I want to know where to go that you recommend. So there's a pop uprestaurant currently at stable 12 in San Francisco. It's called Anomaly, Um,but there's a young There's a young 35 year old chef there. And he and hisbusiness partner have been looking at opening a full time location in SanFrancisco. And I was really, really impressed by the work of the creativity.The science behind the meal that we had there recently is a very inspiring upand coming chef. Alright, awesome. We're checking them out. Either in thisin the pop up or maybe time it happens in the in the full place, and thenwe'll get into come from New York to the real restaurant city. Okay, Now I'mI can't talk, Josh. Awesome to have you on, man. Such a pleasure to learn moreabout you and your business and everything. And, uh, we're cheering foryou, you know, as you continue to grow your business. So so great to chat.Absolutely. Thanks so much for the time.

All right, that's our show. Thank youso much for listening. If you love the show, please write a review in theapple podcast or Spotify app. Send it to some friends and make sure you hitthe subscribe button so you don't miss an episode. A reminder This episode wasbrought to you by six cents. Powered by AI and Predictive Analytics. Six centshelps you unite your entire revenue team with a shared set of data toachieve predictable revenue broke. I had fun. I hope you did too. Now I'llsmash your numbers. Mhm.

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