Breakdown of CRO Readiness Program Deliverables

So let's just break down the CR readiness program to like the specific deliverable. So the first thing we're going to do, and it depends upon some situation. So let's say for example in scenario A, you're a customer who came to us before you hire a chief revenue officer. Like you're at the point where you want to hire one and you heard about us and you made the decision to talk to us before you make that decision because you see that there might be wisdom in getting our perspective on what you know is going to be critically important. Hire. The first thing we would do is we'd ask certain questions and do an analysis which is why do you want to hire one? What is the reason that you're looking for one? What are the outcomes you're looking for? So we're doing, there is a first, we're challenging maybe a bit of the thinking that you have around what maybe your, your, your impetus is for getting one, and we help correct that. Many times the first thing we hear is we need more sales. Right? So sometimes that can be a simple matter of us just recalibrating that and maybe even have them hire ahead of sales instead of hiring CRO, right? That decision alone can be huge for them because now if they didn't hire a CRO, they avoid a lot of the issues that I mentioned earlier, which is related specifically to putting a person in the wrong job too soon and creating problems down the road. So that's one thing help with. And then many times what that results in is saying, well, okay, not only are we going to hire ahead of sales, but after we've spoken to you and we've gotten your analysis, we see the value of having a chief revenue officer here. We see that there is revenue misalignment issues that you mentioned and we think that a CRO would be a smart way to maybe recalibrate those things. And so the next step is that we'd evaluate their company. We have, as I mentioned, we have a process that process goes towards looking at their go to market structure, looking at their marketing organization, looking at their sales organization, looking in their CRM, looking at all their technologies, all the data that they use and evaluating literally it's, it's a very, very robust in depth analysis of their systems. Right. What this does is it yields for us output, which is what's going on with how your company's handoffs are, how misaligned are your organizations, how is your marketing function affecting your sales organization, how, how well are you nurturing new customers It's a very detailed process. We have two extremely brilliant analysts who sort of have a pedigree in this particular area where they're not just generalists, but they know and understand how to look at revenue operations from technological and a data and a process perspective. And the output that comes from that process is essentially a presentation, right? It's a series of slides which include tables, you know, spreadsheets, as well as observations and interviews that we've conducted with various people in the organization that's designed to reveal very clearly what's going on in your revenue operation. Where does revenue misalignment having an impact on your company right now? Where are you losing money or are you losing efficiency? Where do we not see opportunities where you maybe you're misidentifying your customer? How is your data being utilized? How is your data being evaluated? How is your, you know, your data being effective in the way that you go to market? Right. All this stuff. And from that we were able to then also create a recommendation in terms of, okay, given your goals and given what you want to accomplish, here's what you're going to need to do to correct these things. And here's where we can align your organization so that you're in a position to be able to be more predictable and grow your company. And then that would then become a remit to a CRO role. So if you have a CRO, we would sort of have that chief revenue officer take on the responsibility of implementing that recommendation or, and this is interesting, determining if maybe the CRO you have is right for that. Sometimes it turns out that, you know, you had someone that was just running sales and that person probably wouldn't be the right person for this. Which means maybe we need to re identify a chief revenue officer who can do this. That's a big outcome for them because that might have been a mistake if they had that person couldn't work on this and they weren't the right person for it, but they didn't have a competency assessment or a methodology with which to even make that determination until we work with them. Right. So how do you define the role? How do you find the right person? How do we know if the people we have are the right people? Right. So that could be a big outcome too. And in the case a where that it is the right person, well, now, at least now the entire organization has been clear about what that person's job is now, what they're supposed to do, and all the resources and the processes and things that need to be deployed to make sure that person is successful, or we help them to find somebody in the marketplace who is a good person for that. We can bring that person in who can take on that role and then, you know, be the person to do that. And then lastly would be now the implementation. Right. So as that's being implemented, we're a guide for that chief revenue officer to help provide, you know, ongoing advisory. Right. Resource allocation. And we do it a lot of ways. So we make technology recommendations. We can actually help set up the technologies to make sure that they're being deployed properly for the organization. We can also identify competency assessments for the kind of teams that this particular CRO needs to have the people that's on their team understand how to deploy the marketing organization properly, what's the right way to set up their sales organization properly, what's the right way to set up their customer success organization properly? Again, to achieve the goals that they want based on the recommendations that we made. So we're very much a part of the process to whatever degree the company wants. But most importantly is what we've done is we've given the organization clarity about what a CRO does, why it's important, what the problems with their organization are specifically related to revenue misalignment, what to do about them, how to deploy their Ciro to be effective against that, and then how to ensure that Ciro succeeds in making sure that those things happen.