CRO Panel: Unlocking Revenue Growth with Cloud GTM
How do publicly traded companies leverage cloud partnerships? Join Tackle and our panel of disruptive CROs to learn how they leverage Cloud GTM to drive growth and sustained success. Gain valuable insights into aligning your sales team with this motion and effectively leveraging data to drive a strategic approach for improved win rates and faster sales cycles.
All right.
Well, welcome, everybody.
I'm excited to read a leader next session running a panel.
Unlocking revenue growth with cloud go to market.
And I'm excited with the panelists that agreed to join us today.
Hopefully some of you out there have been able to listen to my CEO, John Yanki,
talk about mapping path to revenue.
But he was trying to reflect on his perspective on the evolution of cloud and
cloud go to market.
He's been CEO of the company pretty much since the inception.
So he's seen a lot over the last seven to eight years.
And so I'm excited to participate in this panel because now we want to bring it
to life with some pretty significant companies that run really complex companies
and go to market strategies to understand their journeys and where they are in
regards to their cloud go to market journey.
So I'll walk around and just try to get some introductions from you all.
Again, we really appreciate you joining us today.
You could just give us a feeling of your company, your role in your company.
A little bit about what your company does in the markets at service so that we
could take it to the next level,
which is to talk a little bit more about your go to market strategy.
Because what I want to do is unpack here a little bit about, you know,
use leveraging cloud, but in the overall go to market strategy of an
organization.
If we could, and then we could talk a little bit more about the learning some
particulars. So I'll go first.
My name is Jake Simpson.
I am about a year in to being the CEO at tackle.
A tackle basically try to help ISPs.
You know, we have one market segments and that's software companies that are
trying to build a broad,
a broad hyperscaler cloud strategy.
And they see the advantages of partnering with the clouds on go to market.
And so we are a software company that helps software companies sell through the
cloud marketplaces.
AWS Azure GCP for now.
And we do that well.
You know, we're practitioners and we work with over 450 customers these days.
We're a much smaller company than y'all.
We've got about just under 200 employees.
So, you know, we're still trying to figure it out, but we're really excited
about the category and we're really excited to have your today to participate
in the panel.
So, Stephen, I'll start with you if you can just give us an intro from ZMIMFO
and yourself.
That'd be great.
Yeah, you got it. Thanks for having us, Jake.
So Steve Antuna, SVP of sales at ZMIMFO.
Nice to see everyone.
And for those of you not familiar with ZMIMFO, we are the markets leading
provider of sales and marketing intelligence solutions.
And essentially what that means is our platform empowers companies to
accelerate growth by providing them,
comprehensive and accurate data on the most relevant contacts, companies and
industries that they're pursuing.
So, that's a little bit about what we do at ZMIMFO.
Okay, great.
Eric, why don't I move over to you?
I'm just going to just, just...
Great, Jake. Thanks for having us.
So Eric, Cossler, I'm driving to go to market,
global go-to-market strategy with our hyperscale partners.
BMC is a 40-year plus IT infrastructure ISV, so we've been around a long time.
Really driving observability, workload automation and service management
solutions.
I've been with BMC for about three years and been in this sort of go-to-market
hyperscale role for a little over a year now.
Feels like three years, that's for sure.
And we were talking before, Eric, around where we sit in the organization.
Could you just...
No problem at all.
Yeah, so BMC has traditionally been very much direct-focused organization.
And over the last couple of years, we're really driving partners, driving
indirect sales.
And I sit in the organization, it's called Global Partner Sales,
and it's all the indirect sales, basically sales engine within BMC.
So everything from resellers, GSIs, strategic partners like AWS, GCP, and
Oracle,
AMDOCs, PWC and so forth.
So right now it's making up more and more, probably about 50% of our overall
revenues where we are in the indirect side.
Oh, wow, okay, great.
And then over to you, Christine.
Hey, so thanks for having me.
Christine Chamberlain, I'm the group vice president for Global Financial
Services here at Splunk.
I'm in my 10th year here, and we've gone through quite an evolution.
Splunk is essentially a data analytics platform for machine data.
And when I started, we were in the business of selling perpetual licenses.
We moved over to subscription, and now we are primarily a cloud business.
And so our platform is available in a software as a service model on Amazon and
GCP.
And we have definitively grown in terms of our marketplace transactions through
that evolution.
And I believe we're north of 40% of our transactions in America's going through
marketplace.
I'm going to try to come back.
Okay, so I'll bring a slide back up just the frame cloud go to market.
And you touched on some of these, but I want to get like a little bit more
specific around your market and go to market strategies because when I want to
get to cloud, I want to understand, you know, kind of the idiosyncrasies.
Because there's PLG strategies, channel strategies, direct strategies, co-sell
strategies.
So if we could just get a little bit of a flavor for how do your go to market
systems are architected.
I think that would be really helpful for the audience.
I'll change it up a little bit, and I'll go back with you, Christine, if you
could start there.
Yeah, sure.
So I mean, for us, we're a huge partner of AWS.
And when we started offering customers, Splunk as a service on AWS, a key
component of that was to drive revenue through marketplace, which provides EDP
burned down from a customer perspective and as a revenue leader to get out of
the business of collecting
purchase orders, and to just have that marketplace transaction occur, it just
guarantees us, especially when we're down to the wire, the ability to transact
on our timeline.
So I think for us, it's a no brainer at this point. It's a win for the customer
. It's a win for AWS as well. And so I think that we've really been strong in
that evolution.
And we will be available later this year on Microsoft Azure marketplace as well
And back to like kind of what Eric was talking about, like how much of your go
to market is ecosystem driven, like channel and GSIs. I would imagine there's a
fair amount of multi party, you know, kind of co selling on top of the
partnership with hyper scalars.
There are, I mean, especially if you consider we have different flavors of the
platform, for example, FedRAMP, which is a fee schedule only offered through
carasoft. So when you think about the progression of resale and distribution
and marketplace, there can be a lot of sequence to that transaction,
a lot of steps along the way.
And like, is it probably public like is there is a big part of the revenue that
's blown through channel partners, or is it mostly direct.
It's mostly direct. I would say that we have been working through that in our
evolution. And I think now that we are wholly owned by Cisco, who has an
enormous channel that that will continue to improve for us.
Yeah, I think that's probably a good prediction. Yep. Okay. And then over to
you Stephen, can you talk a little bit more about the how the good market
system is set up. You're a pretty big shop.
Yeah. Yeah. I mean, we have a couple thousand people in go to market and we've
historically really been focused on a direct selling model. So every individual
lead that gets routed goes to an SDR where we start to understand, you know,
what the potential buyer may be looking at.
And then it gets routed to the appropriate rep, depending upon the market
segmentation. So we operate anywhere from the low end of SMB all the way up to
large enterprise.
And then, you know, we're essentially talking to a number of constituencies,
whether it's marketing professionals, sales executives, revenue operations and
business development to really give them, you know, sort of a deep dive of the
overall revenue platform.
That zoom info brings to market. So it has historically been very much a direct
selling motion, but I would say over the last three or four years, just, you
know, similar to every other company out there.
We've looked at other go to market strategies like PLG and really our
partnerships ecosystem, which are our girl, I think, somewhat relatively new in
their infancy, but are starting to accelerate, which is exciting.
Great. That's helpful. And then, Eric, you already touched on it. Well, honey
hit it again. Maybe we had a more broad level.
It's a big, big partner move, right?
Yeah. I mean, again, we have a long history as an organization and we have, you
know, and that was very, very direct selling. And just like Stephen said, over
the last two or three years, our indirect has grown greatly.
So the direct is in a lot of different ways. It's not just traditionally a rese
ller or a GSI. It could be a relationship like AWS or, or GCP that overlays onto
all the sales motions, right? So market plays plays into our direct, you know,
with our direct team with our indirect team and so forth.
And also, they also influence deals, right? So they help us influence deals and
we have a long history with the GSIs and how the GSIs might own the deals, but
they also influence a lot of the deals for us and drive them and we view them.
We view them very well and make sure there's no channel conflict with it within
our organization in terms of helping them influence those deals.
Great. So I'm just going to go back to the deck here real quick. I do want to
frame the conversation for us and for the audience.
All right.
So, you know, what we're seeing and, you know, what I'm trying to do is to
basically get tangible value to our ISP customers and prospects. And so we kind
of frame this up as, you know, overall go to market efficiency.
My CEO, I know that you probably weren't able to join it, but John, my CEO was
talking about this transformation, some of the metrics that we're seeing in the
marketplace.
You know, one of them was that, you know, the overall ISP spend should go from
20 billion to 100 billion by 2026.
So, you know, we're trying to get more, more executive sponsorship and
horizontal and our value prop probably very much like you all do. And so we're
trying to become more tangible in the metrics that we can share and sell
against.
These are the type of metrics that we're seeing in our customer base as well as
substantially by third party in regards to starting to see this marketplace
evolved from something that was maybe opportunistic and John had shared there's
definitely ice fees that are in this
transactional tactical opportunistic phase in their journey and then there's
some that are basically really thinking about strategically deploying the cloud
global market system and operations to drive particular scale in the business,
because they have experienced those benefits through the early days.
At the bottom of the funnel here you see really what we're trying to capture in
our customer success plans is that not only can we show volume going through
the cloud marketplace, marketplaces, but we can actually measure that revenue
and basically be able to articulate that the actual revenue is healthier as
bees are higher, you know, it all comes back to it.
I'm sure you're in the same boat as I am, we're being asked to drive growth or
asking to do that with an eye towards efficiency. And so that's very much, you
know, kind of the value driver we're carrying to our partners talking about
systematic intentional deployment of the cloud
strategy that's relative to your strategy because you know Stephen your
relationship with AWS might be dramatically different than yours Christine
right and so I think it needs to be thoughtful in regards to designing this
into your overall go market system and strategy.
And, you know, this is 10, this tends to be how we engage with our customers
depending on where they're at right so it's just like the info like we're
customers of your data we're customer of your tools.
You know we very much believe that data is a core foundation that started to do
this well.
We are building ICPs we feel like our propensity data because we represent
about 25% of the marketplace business could be very important to understand
your ICP your territories on your go to market strategy for cloud territory
design and accounting.
We're seeing more customers john just spoke to this in regards to using a VM
campaigns now that I actually know where our prospects and our customers
actually have high propensity to want to buy so that we can run more proactive
campaigns let them know that our products are on a certain cloud marketplace.
We get basically start to register those opportunities with our partners so
that we can start to think about and activate co selling motions with the
particularly AWS probably but we're coming on GCP and Azure.
And then we actually closed the deal because we're on the marketplace we're
taking advantage of spend commits we're hopefully you know state using some
standard contracts we're using digital commerce to basically get the book of
artifacts so that our finance partners are happy and the rev ref.
You know we feel like they're in a good place because this probably I'd like
you to talk to the Stephen is we're probably in a better place of lower
friction renewals and potentially even better position for upsell and expansion
place which are all near and dear to our heart as we're
measured on GDR and NDR right.
So maybe we could talk a little more specifically about where each of you are
on your journey what you've seen maybe over the last because I think roughly
everyone's in about the two to three years of the journey, maybe at different
levels of scale and so if we could just talk about some of the experiences
that we're seeing like the go to market strategy but as revenue leaders like
because this is a I see this is a cultural thing you know that we have to win
the hearts and minds of sellers, which isn't just about doing process designs
and automation but it's actually psychological to build up confidence
that this is going to be even albeit new and you're probably at different
phases in regards to the overall adoption, but a better potentially better
route to market that you should familiarize yourself with so I'll start with
you this time Stephen can you just give us a little bit of
a little bit of a break from the
Yeah, yeah and thank you for being a great customer of ours, Jake, but I like
some of the frameworks that you showed because it's, you know, I don't think we
often think about our cloud go to market because of its, you know, being in its
infancy relative to some of our normal go to market traits where you're
measuring deal velocity and win rates and ACV and all those
that you know, typical attributes but for us, you know, the biggest thing was
being listed on marketplaces and being able to transact like really getting out
of the gates there and right now, you know, as I sort of look at the volume of
the transactions I actually took a spin through the tackle platform
I was actually surprised to see that we're well into the eight figures in terms
of total deal volume that's gone through there, but what was more interesting
is when you look at the nature of some of those transactions, it really is
focused on companies that are sort of our large enterprise
and we're more sophisticated and a lot of those are reactive motions, right,
and that's really for us where the opportunity lies is starting to make it more
systemic across our total go to market, which requires a lot of enablement
it requires a lot of cycles just to start getting people to think about that
earlier in the deal cycle because a lot of times the natural counterpart for us
on the customer side doesn't have a lot of visibility into, you know, what's
happening within the cloud and committed spend and things of that nature
So we have to really work to find that connective tissue, you know, which is
really where some of these partner, the partnership, co-selling really comes
into play, but I would say we're not doing that yet at scale but it's a big
initiative, a great opportunity
and I think the ability to go from reactive, you know, we're sort of down in, I
guess I would say, down by the five yard line with either a new deal or a
renewal is kind of where we live today but there's this great opportunity to
bring that in much earlier in the deal cycle
and expand that to teams beyond, you know, a handful of our large strategic
enterprise sellers
Yeah, I love that. And I mean, being a data shop, I mean, you obviously
understand, I don't think we actually are doing much with propensity data yet,
I think that's an opportunity for us to get more calculus at the, you know, at
the TM and ICP level, but can you talk a little bit about, you know, what,
because this is your core competency, right?
And so you get it, right? I mean, in regards to the data and what not, can you
just talk about how you basically leverage data for go to market strategy?
Yeah, absolutely. Like, I think a lot of people historically have thought of
Zoom info as more of an on-demand sales or marketing intelligence tool. So you
log in and you either want to do research on an individual or on a company or
on a geography or whatever it might be
where companies are getting a lot smarter now and really what they want is
access to the global data sets, right? And they've figured out ways that they
can start to bring that information directly into their cloud infrastructure.
And we can slice it up however they would like, whether it's through, you know,
an API or some other bulk data acquisition strategy.
But what they're essentially doing is leveraging that data to drive more ICP
and total addressable market analyses at scale and leveraging the cloud to do
that.
So I would say it's something that we call data as a service, something that's
been accelerating pretty quickly, one of our fastest growing businesses.
But it's complementary to what they're doing, right? Because you have all of
these ICs, sales professionals and SDRs and BDRs leveraging this content, you
know, in sort of their daily outreach.
And it's a great parallel to be able to bring that data in from an
infrastructure standpoint and to power some of those things like addressable
market behaviors, territory analysis and things of that nature.
So pretty exciting time to be in the data game.
Yeah, I would say for sure. That's great, Eric, I want to move over to you and
you can talk a little bit more about the adoption journey and start in a scale.
Sure, sure, you know, we've had, you know, hyperscale relationships for over 11
years.
You know, initially with AWS, it wasn't just, it wasn't until about the last
year and a half or two years that we've leaned into the go to market strategy,
right?
They've purely been our SaaS provider. Now, you know, we're multi-clads. We
have relationships with GCP, AWS and Oracle, and we're leaning into go to
market.
I think it's really important, a couple of things here. One is it has to come
from the top down, right? And getting down to a sales organization that's not
used to these motions that are concerned about their deals, that concerned, as
Stephen said,
about getting us in early to those deals. They tend to, when deals are at risk
is when they get us involved, and that's what we're trying to change that right
now.
So they bring us in earlier and earlier. So it's a much better fit overall. And
that's really what we've been doing over the last year, is this enablement.
It came from the top down. Leadership is totally supporting it on every single
level. EOT team supports the go to market marketplace. And really what we've
been doing is building that enablement foundation over the last year.
And getting everybody talk in the same message in terms of what the go to
market strategy is with the hyper-scalars. And now that we've done that, we
have one is we have some proof points in terms of wins and deals that have come
in, deals that sales cycles have been shrunk,
okay, pipeline that's increased, new source deals from our hyper-scalars. And
we're starting to get to some of those points that we can then bring out to the
field to get them more involved and bring in some earlier.
And some of the things Jake, you and I talked to, some of the tackle data is
critical to our sales process and bringing people in earlier because we've
taken all the tackle propensity data and brought it into sales force.
So any salesperson can look at their accounts and look at their opportunities
and see if there's a high AWS marketplace, if it's high GCP marketplace.
And that's been great to really kind of know where we should focus and where we
should drive some of those deals.
So just you had said something that's near and dear in my heart, which is that
you were able to get key stakeholder buy in because this does go a lot better
and faster if you have that executive sponsorship support.
What was the tipping point for BMC? Was it more your portfolio alignment with
better together? Was it more evidence that we were starting to see some wins in
the field?
I think it's good selling internally as well.
And I think my leadership did a really good job selling myself overall and
really kind of understanding the modern environment.
And because BMC has been around so long, is really saying, hey, this is the
modern way of doing business and showing some of the proof points that are
coming out from all the analyst firms.
How big the marketplace is getting and how big these transactions. I think
there's some numbers that cloud workloads and SAS workloads like a third are
going to go through marketplace by 2025.
Things like that have really gotten people and again, the team was already
embracing indirect and know that that's how we're going to grow faster.
And they just this fit very well into that strategy of this is another indirect
model that complements both direct and indirect.
You were touching on CoSEL, which I thought was pretty interesting and pretty
influential for you to be able to really co-sell, which isn't just registered.
But it's actually collaborative teamwork and winning together in the field. Can
you touch on that a little bit?
Yeah, I think when I first started in this role, we did not have a clear
message and we didn't have a clear strategy when talking to the hyperscalar
sellers, right, on a deal transaction level.
As we all know here, AWS GCP sellers, they have thousands and thousands of ISPs
that are calling them up.
So how do you get their attention? And I think the key here was talk their
language. Don't talk about our technology. Talk about consumption at the
customer.
How are you going to get them paid? How are you going to drive consumption?
Consumption is king and king.
Go in there with a very consistent message and go in there with a specific ask.
One is present what our relationship is at the accounts.
And then two is what's our one ask? We don't bring greenfield accounts into
those situations where we're just looking to get into an account.
We do that at the different level, at the vertical level, after there's some
basically love and some really good wins between the two organizations.
We're really going there and understand how to talk their language. I've got on
the first couple calls I got on over a year ago.
They were terrible. There was just like, how can you help me get into the
account or there was no real ask. There was no real showing the BMC value of
how you're going to help that seller.
Yeah, really having an outside in mentality in regards what's in it for the
customer, what's in it for the partner. Not just within it for you.
Yeah, and you got to remember your technical pitch, that's for the customer,
not for the hyperscaler seller. They don't care.
Okay, your goal is to get them to open the door or help you get into other
people within that organization to give your technical pitch.
Your pitch to them is how you're going to drive consumption.
Yeah, and so back to disconnecting the dots, just to make sure everyone's
following.
You're connecting propensity data to an actual account and then following that
down funnel for basically collaborative co-set with the partner and then
ultimately through marketplace.
Absolutely. Yeah, absolutely.
Got it.
And we found the co-selling, they provide a lot of value, everything from just
information to going in and, you know, and going in hand in hand and pushing
our solutions.
So it's across the board and don't discount that information. A lot of times
they're very strong in the C-suite.
There's a huge amount of spend that is happening. CFO knows who their hypers
cale partner is and knows to check your rights out every month.
So, you know, they can get you in there and get to have some of those
conversations.
They also understand what some of those projects are that are being driven
through the organization that can help your deals or better position your
pipeline.
Yep. All right, really good.
We'll go to you, Christine. What can you tell us about your journey?
Yeah, it's really interesting because I could amplify several things that both
Eric and Stephen said.
So we started in 2015 with the shift to a SAS offering in AWS and we were very
immature.
Fast forward to where we are right now. And I would say we're moderate on the
journey.
I think we connected the dots because we started with AWS and we had a five
year head start over GCP.
We had an intersection at the highest level of executive management within AWS
and Splunk, which enabled us to, if we were experiencing issues in the field or
we needed to offer something better financially together.
We were able to execute on that. And so Splunk is a very I/O intensive workload
. And to your point, Eric, you know, getting AWS sellers on board with the fact
that we would burn down EDPs faster.
They were receiving sales credit for bringing those workloads over. I mean, in
marketplace, just becomes a natural end to that transaction.
And I think enabling the sellers in the beginning, a lot of sellers have, you
know, a lot of concerns about losing control.
So we had to do a fair amount of enablement around what it's like to accept the
private offer to make sure that we did for new new Splunk customers on cloud.
We would do a drive run with the AWS marketplace team to ensure that the
customer that was going to accept the private offer knew what to do when it
showed up in their email box.
I mean, it was some simple things like that, just getting people to understand
to relinquish that control.
And for me, I think avoiding that that PO process, which, you know, running
financial services, some of these very big complex organizations that can take
a lot of extra time, not having to chase down the fact that we didn't upload
the invoice correctly into a rebus so somebody didn't
want to pay it. And having my finance team like say, hey, we haven't had
payment on something so I mean there's a multitude of things that I think the
problem has solved but from a go to market perspective.
We are very refined in terms of just knowing our sellers now know how to
execute with marketplace and to short circuit, you know, what can be a lengthy
process or delay deals coming in the door, you know, typically at the end of
quarter.
And we have higher greater predictability. And I'll say we do use zoom info and
obviously we're a tackle customer as well.
So, I think in congratulations, I think you've been promoted, you know,
somewhat recently to a global role for global financial.
Have you noticed variation across the broader team from a regional standpoint
or different ways that you're covering that global financial market.
And certainly, I think, you know, for us and probably not a surprise for the
technology company born here in San Francisco.
We have the most mature market in the Americas, right, and certainly over a Mia
and a pack so I think we do a lot more education around the globe.
You know, our maturity level here in Americas is definitely more mature so I
think we do more education around the globe.
You know, for the sellers that participate in supporting our global accounts.
I think that that's also important.
Yeah, I think that makes a lot of sense. I think we're probably seeing the same
thing.
So last question for me and I'll start, we've got some more chat than your
questions in the thing here but what probably because I'm in the chat section.
There we go. Okay. But if we, if you get look forward, like what, you know, I
know that you're not necessarily in like rev ops and whatnot but like if you as
best from where you sit going forward, like what do you, what do you predict
both from from a market trend perspective as well as, you know,
from your organization around cloud is you feel it, you know, it's going to,
you know, kind of start to eclipse overall growth and be a bigger part of your
overall revenue contribution.
Are you certain to think about more things around partners or PLG strategies?
So if you could just talk about maybe the next 12, 24 months that way you would
, you know, predict in the market and within organizations, maybe some of the
people who thought that'd be interesting.
So we'll just bring back around the other way, Christine. We'll start with you.
Yeah, I mean, so we're already greater than 80% of all our revenue and cloud
versus really what's left is subscription for us and we are going to be
launching a full SaaS environment on Microsoft Azure.
We're available today through that marketplace but I expect, especially with F
SI.
There's a strong presence of Microsoft in that world. So I think that that will
open up net new opportunities for us, net new personas and buyers and
organizations that are interested in having a multi cloud strategy.
I mean, for FSI, most of the big organizations we work with have a multi cloud
and hybrid strategy. So I think the complexity of our customers business and
the diversity that they have chosen.
We will just have the ability to transact on multiple marketplaces. And I just
think it's going to be the standard.
Yeah, helpful. How about you, Eric?
Yeah, I agree with, I agree with Kristen. You know, obviously, SaaS is growing,
you know, where it's going to be a majority of the majority of old sales is
going to be around SaaS and around cloud.
And I think more and more because these spends with our hyperscal partners for
from our customers are so high, the marketplace is going to be standard.
I think the landscape might change. I think JNI is a big deal and the workloads
and the cost of that.
The overall spend there under JNI in the cloud might eclipse a lot of the other
workloads that are happening right now and that might change the landscape.
But ultimately, it's, I think, more and more marketplaces could be the real way
to do business.
That was a good tip. That's our next section is our partner from Google is
going to talk about gender.
I and, you know, what the what the predict there. So you've got time hang
around for that one. How about you, Stephen? What do you think cloud go to
market looks like for the next 12, 24 months, it's in the flow.
Continued growth and investment. I mean, we're entirely cloud-based at this
point. And actually, we have two or three days here in our wall them
headquarters, where we've invited a handful of hyperscalers to be here to spend
time to think through their lens to learn their language to orient.
Our account planning and our co-selling around the motions that they've
perfected with a number of other parties.
So it's going to be a huge investment for us. There's a big learning journey
there. But, you know, just looking at year one performance through the lens of
what we can see in our tackle platform.
I'm really encouraged and it's something that personally myself and our CEO and
our CRO everyone from a go to market perspective is looking to double down on.
But also providing a lot more inspection around the quality of what we're
actually building. So it's a really exciting time. And I think there's there's
quite a bit ahead of.
Great. Well, let us know we can help. I mean, you know, it's great to have each
of the hyperscalers in as well. But I mean, we're being asked to get into a lot
of silksick offs or, you know, mid year reviews and giving our
multi cloud perspective as well as, you know, we feel like we're pretty solid
practitioner at doing this well at scale. So that goes for anybody on the panel
, any other customers out there.
You know, we've been having a plug in. We are, you know, looking at more
proactive ways to identify companies that fit a certain profile that have the
right attributes.
We need to get smarter. We infuse our entire account management team with lots
of information and insights about what's happening in their book. And we're
always looking for signals, right? That's something that we embed into our
product, which allows you to sell above the free to have a different message
and, you know, be more proactive with the things that matter to your customers
or orient around the way that their business is changing.
So it's something that we will probably certainly look to tackle to infuse more
intelligence around our go to market in terms of where we can spend time pro
actively.
Love it. Okay.
So I do have a couple of questions here that maybe I'll just dole out singly.
What is a meaningful deal size for an AWS seller to do co cell.
So I can offer some comments. I think what we found, I hate to say it depends,
but in a way it does.
When you think of where the customer is in the renewal timeline as it relates
to, in our case, converting a customer growing workloads and cloud.
It can be in it depends answer. Like I've seen, you know, $100 million, five
year EDPs.
And, you know, depending upon the size of the workload, if you're a seven or
eight figure contributor to the burn down of that EDP, obviously they're going
to get, we're going to get their attention.
So we're running behind, you know, a lot of times companies sign up for more
than they can digest, especially FSI because of all the regulatory process it
takes to get into cloud.
If they're behind, and this is an opportunity to accelerate that.
And then we've had that opportunity to have an impact. So I would just say ask
questions around, you know, the timing of it, the size of it. Are they running
ahead or behind schedule because we've also seen situations where we're within
six months of a client renewing and it is not material because they're in the
process. Yep. Yeah, good answer. All right, I'll give you the last one. Curious
because I got a rabbit two minutes curious to understand from which each, which
cloud platform you sell through and for those who sell through multiple cloud
farms are you seeing
greater success on one cloud versus another. And if so, why? It's a little bit
of a loaded question to be careful. I answer this.
Do you want me to start us off, Jake? Sure. Sure. Yeah, so for us, it's AWS and
GCP. We got a head start with AWS. So we're a little bit further ahead there.
But those are the two primary marketplaces that we're selling through today and
obviously a number of other burgeoning relationship.
Yep.
But
I believe some time for the other folks. Eric, yeah, I would concur with that.
We started on AWS first. So the offering is more robust. GCP came about five
years later, and then we're going to accelerate into a SaaS offering on Azure
in the near term so
and it's really about the timing of investment and you get a little bit of a
head start.
And it's interesting. Same here. It started AWS and now GCP. Those are our main
terms of marketplace. We're exploring Oracle right now because they are SaaS
provider for us and platform for us.
And and and Azure sometime in the future. But right now, AWS and GCP and we've
seen we've seen GCP is is hungry in the market because they're, you know, the
playing catch up a little bit today, WS market and they seem hungry and really
leaning in and are have some really, really big accounts.
Great.
All right, well, we're almost in time here. I just wanted to thank you again
for for joining us today. I thought that was pretty interesting to hear where
everybody's at and in real world when we're all trying to drive numbers and hit
revenue goals. And so, hopefully that brought, you know, kind of cloud go to
market for the audience out there.
I do just wanted to, you know, have a call to action for those that have joined
us today. Like our engagement model is to go through, you know, kind of a
maturity assessment. And so if you're interested in learning more about how and
where tackle can help, you know, that's kind of our
gauge and model reach out to us and we'd be happy to, you know, help educate
you and the executive team on how to get going here. So thanks everybody for
joining today and have a good rest of your Tuesday. Thanks everyone.
Thank you.
Thank you.
Thank you.
Thank you.
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