Henry Shotgun, CEO, Founder discussed on The Official SaaStr Podcast

Automatic TRANSCRIPT

That high quality data is a necessity to go to market. My Name's Henry Shotgun the CEO. Or? There's no platform out there dots together wrath than death and accuracy of business information, the way that we have. Business information is constantly changing. We built is this core I. AM machine learning in that takes literally millions and millions of unique sources so that we can deliver ninety five percent accuracy for. Data. Scientists who are bedded into our go to market motion. We're looking at every single metric figuring out how do we convert out a little bit better a little bit better a little bit better. I really WANNA build a business that in every single department leather it's sales and marketing like development I want every single piece of that business to be literally best in class. The culture of continuous of our company is a big part of our success. We're used to grind this thing out. We're going to work harder. We're GONNA care more. About the be paranoid when it's good because I wanNA make sure that it's repeatable I wanna make sure that if there is something that we did last week the made it the best week ever that we keep on doing it. Wasn't IPO in the middle, of, pandemic. It's not a celebration. It's really just a launching point for the next day. ooh, right. Sometimes on these digital things, the crowd can be a little quiet but let's all give it up or friend respect Zoom Info. It's great to have him here. and. Henry. Thank you so much for making the time and. You can just sit here and watch that movie on loop fifty. Life. Pretty. Good. Little Fitter now, than you were a for a brief moment in that journey, I hadn't noticed that before is that fair to say. I was more I was more. During the journey out now. Maybe might just be the camera angle might just be the cab rank. Yeah. It's funny. I've learned. Over the years, it's subtle. But if you see a CEO founder that you know and you see them get fitter, it's a good sign like vast like do whatever you can when because. Tell right will end looking good. I had somebody tell me once I. Feel. Guilty. If I take time away from work to work out and I had somebody tell me like you've. Henry told me that when you work out your more productive at work, you're a better version of yourself at work and so why are you not just thinking about that and then investment into your productivity at work? Yeah. It was like, yeah. Okay. I get behind that. Is True. So, this is a special session. First of all, we will try to do some Q. and a. a click on a at the bottom. If you're watching this on zoom rather than on social media clicking there, we'll try to get some these questions and this will be fun session. For Two reasons first, I think as as a case study. Zoom Info Super, interesting company we've obviously all used the product. I think and I think. But when when I I was shocked at the scale of the company, right I didn't know there's a lot. There's a lot of vendors I knew at broken out. So we were shocked in Henry. We'll share some stories as we went through this of how folks may be underestimated him on the journey right in what it took for him to build a deck of corn and it's so interesting to see one of these products that we know are like Whoa, my God, this scale of the product and why and. Why did Zoom Info breakout and it is a competitive space and how does this really work? So I think it's it's Super Fund in Harry pointed out the company did not raise eleven hundred million dollar rounds from Sequoia Andriessen and had its own sort of path through private equity and other things, and in some ways as a company, not a product might have flown under the radar a little bit until it kind of exploded this year. So a lot of interesting Henry asked what he could talk about it sastre and he did us a gift. which we're going to go through is he he laid out his top ten mistakes getting to the first four, hundred million or so in revenue. So I'm going to ask him about these mistakes and what's great is so many of these are themes that we've all talked about. In Our community and Sastre for years and I think it's special. Have to get his time to sit down quietly and write them, and it's so interesting when a co or does because you can hear their brain in their heart the number one mistake probably was the number one piece of scar tissue have. Just pure peer into their brain. So so with that, let me kick this off because this could mean so many things but mistake number one. Being risk averse in investment outside of sales, a lot of founders might have the opposite experience but what does this mean? Where were you? Where did you hold back too much and I think you could probably replace sales with like your area expertise if you're founder or CEO and so. I'm really tied into sale Anderson how it worked I did all of the sales for the first novel who sales on the front line doing sales for the first five years a company's existence like I was I on regular quota carrying sales rep on top of. Everything else and so I had. So every time it came to spend the next dollar I was much more likely to spend it in sales than really anywhere else in the business. Yeah. I was thinking about this this this mistake. I was thinking about why wasn't that I that I wanted to put all the dollars in sales and I was much less likely to put it in marketing HR customer, success. And really I think sales was easy because you can see a direct line. You put a dollar and sales you saw getting into mind. And everywhere else in the business that one was less clear. So you can put it in marketing and do you trust the reports during getting about attribution and where the leaves are coming in you could put it in hr but you really believe that they're going to strategically grow your talent and when you think about not making the investments and all those other areas when you really telling yourself is either you don't trust the people in the department, and so you're going like I'm not going to give money to marketing because I just don't really trust that they're going to be able to execute with those dollars. So. Go fix that don't not make the investment in marketing because you don't trust the execution of the leader. If you're, not GONNA make investment in product you have to ask yourself like why would I not be make none investment And it's probably because either you're chasing the wrong day. You don't trust the You don't think your customers are going to engage with outside of the product. And so I think on this one. We always wanted immediate payoff, and so we never looked to like for the early portion of the business. Then we look to making investments that have long term pay in a lot of that is because we didn't trust or I didn't. Trust the leader in those organizations that deliver me the results that I trust the leaders in sales to delivery, and so the learning here is if you don't trust. A team and you're not making investment in nineteen because you don't trust them, you have to fix the underlying issue there because investments go a long way. Well that's an interesting point, you took a slightly different place than I was expecting I thought you were going to say I trusted sales just put with limited capital. I put it where I knew but you're really saying I didn't know these other areas and I'm not sure about the leader's I hired you hire the wrong first generation of management team because you hadn't done those functionaries before what was. Not Able to trust them. Did you just make the classic hires? Classic. Ms Hires and then after I made the classic new tires. Like if I took marketing Berg sample. Classic. Miss Higher there what I convince myself. was what I was getting from. Them was better than what I would do myself in the limited time that I would have focused on marketing. Across, all of the other things I was focusing on instead of..

Coming up next