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Sales and Customer Enablement

How to Communicate with Us

Slack: #sales-and-customer-enablement-team

Mission

Help customers successfully grow and evolve in their journey with GitLab to achieve positive business outcomes with effective enablement solutions aligned to Gitlab’s values.

Key Programs

Handbook-First Approach to GitLab Learning and Development Materials

Chat between David Somers (Director, Sales and Customer Enablement) and Sid Sijbrandij (CEO)

Key Discussion Points

Six Critical Questions

inspired by The Advantage: Why Organizational Health Trumps Everything Else in Business by Patrick Lencioni

  1. Why does the GitLab Sales and Customer Enablement team exist? See our Mission
  2. How do we behave? On our best day, we show up with a positive attitude while demonstrating GitLab’s values along with the following behaviors to overcome the Five Dysfunctions:
    • Trust: Extend trust, actively listen, and assume noble intent; give and receive feedback with respect and solicit feedback often
    • Embrace Healthy Conflict: Engage in constructive conflict for the purpose of achieving shared goals & objectives; resolve personal issues, quickly and directly
    • Commitment: Support decisions once decisions are made with a GitLab team-first approach
    • Accountability: Hold ourselves and each other accountable while encouraging each other & celebrating successes
    • Results: Strong drive for results and a focus on the customer; demonstrate passion for continuous learning & improvement
  3. What does the Sales and Customer Enablement team do?
    • Define, coordinate, and/or lead the development and delivery of effective enablement solutions (training, technology, knowledge, content, process, and tools) for GitLab sales reps, Customer Success professionals, partners, and customers
    • Lead facilitation of prioritized behavior change in the GitLab field organization
    • Collaborate cross-functionally with key stakeholders including Sales, Customer Success, Marketing, Sales Ops, Product, and PeopleOps
  4. What does success look like? The below is a work in progress as we define success measures across each stage of the customer journey:
    • Awareness - Sales Development Rep: TBD
    • Education - Sales roles: Lead to opportunity conversion rate; Time for new hire to deliver GitLab pitch
    • Selection - Sales & Solution Architect roles: Win rate; Average sales cycle duration; Time for new hire to close first deal
    • Onboarding - Technical Account Manager: TBD
    • Use & Expansion - Sales roles and Technical Account Manager: Renewal rate
  5. What is most important right now (2HFY20)?
    • General
      • Strategic alignment to and enlist support from field leadership
      • S&CE organizational health
      • S&CE collaboration (“swarm model”)
    • Customer Enablement
      • Medium to long-term strategy development
        • Document current state
        • Define desired future state
        • Assess gaps
        • Prioritize areas of focus for short, medium, and long-term time horizons
        • Align on strategy with key leaders
        • Build & execute tactical plans to support the agreed-upon strategy
        • Conduct regular review cadence to continually assess and refine strategic priorities and execution plans
    • Sales & Customer Success Enablement
      • Execute against short-term priorities
        • Accelerate time to value of new hire sales team members via operational excellence and ongoing improvement to Sales Onboarding
        • Operationalize Command of the Message and MEDDPICC across the global field organization
        • Other (TBD)
      • Medium to long-term strategy development for Enterprise Sales, Commercial Sales, and Customer Success
        • Document current state
        • Define desired future state
        • Assess gaps
        • Prioritize areas of focus for short, medium, and long-term time horizons
        • Align on strategy with key leaders
        • Build & execute tactical plans to support the agreed-upon strategy
        • Conduct regular review cadence to continually assess and refine strategic priorities and execution plans
    • Partner Enablement
      • Embrace partner enablement as an extension of Sales, Customer Success, and Customer enablement
      • Assess how we can support short to medium-term partner enablement priorities for Public Sector and authorized resellers (particularly as an extension of internal Sales & Customer Success enablement efforts) while we wait for GitLab WW VP of Channel Sales leader to join the company and outline her strategy
  6. Who must do what?
    • Director, Sales & Customer Enablement
      • Create a clear vision for the future that connects the Sales & Customer Enablement (S&CE) vision & mission to the GitLab and GitLab Sales enablement
      • Oversee direction of current & future portfolio of S&CE programs
      • Help the team prioritize, where appropriate
      • Empower, trust, and support team members to develop strategies & tactics to achieve the vision
      • Remove obstacles to achieving that vision
      • Motivate and inspire team members and set the tone for team norms
      • Build & maintain meaningful influence across GitLab
      • Lead global Sales Kick Off (SKO) strategy planning and execution efforts with cross-functional team (including Sales, Corporate Marketing, Product Marketing, and more)
      • Expand professional knowledge and subject matter expertise by attending workshops/training, networking, and reading relevant publications, blogs, books, etc.
    • Program Managers: Enterprise Sales, Commercial Sales, and Technical Sales / Customer Success
      • Collaborate with and influence key stakeholders to successfully
        • Launch global S&CE programs on time and on budget
        • Build and maintain effective relationships between S&CE and regional Sales & Customer Success leaders
        • Develop and maintain a short-term (3-6 months), medium-term (12 months), and long-term (18-24 months) roadmap & vision
        • Develop & maintain role-based learning journeys outlining what each key role needs to know, do, say, think, and show to be successful at GitLab
        • Apply change management best practices to optimize program awareness, desire, knowledge & ability, learner reinforcement, and program sustainment
        • Measure, track, analyze, report, and act on agreed-upon success measures to continuously improve program performance
        • Identify ongoing integration opportunities with other GitLab sales enablement initiatives (within and outside our team)
      • Expand professional knowledge and subject matter expertise on your program/s by attending workshops/training, networking, and reading relevant publications, blogs, books, etc.
    • Sales Training Facilitator
      • Successfully deliver and/or facilitate the delivery of key virtual and in-person Sales & Customer Success trainings including but not limited to Sales QuickStart, Command of the Message & MEDDPICC workshops, and weekly sales enablement videocasts
      • Collaborate with and support S&CE Program Managers
      • Design and deliver prioritized Google Classroom learning paths
      • Expand professional knowledge and subject matter expertise on sales training delivery & facilitation by attending workshops/training, networking, and reading relevant publications, blogs, books, etc.
    • Solutions Manager, Customer & Partner Education
      • Collaborate with and influence key stakeholders to successfully
        • Define, scope, and prioritize GitLab’s external training offerings, including persona and market segmentation analysis, offering definition, scope, and pricing
        • Develop and deliver prioritized global training offerings, content, and sales & marketing collateral
        • Ensure training delivery model is focused on customer success outcomes while championing quality and efficiency
        • Measure and report on the effectiveness of training enablement investments and programs
        • Ensure a robust closed feedback loop that embraces continuous improvement and iteration
        • Identify and act on opportunities to improve the customer experience via innovative training offerings
        • Build business case for additional training and enablement resources as needed
      • Collaborate with Program Managers (especially Program Manager for Technical Sales / Customer Success) to identify and leverage synergies
      • Expand professional knowledge and subject matter expertise on customer education/training and certification by attending workshops/training, networking, and reading relevant publications, blogs, books, etc.

Sales and Customer Enablement groups, projects, and labels