The webinar “Delivering Better Demos” featured Ryan Splain as he discussed how Salesloft improved its demo process. The discussion covered the evolution of Salesloft’s demo process, moving from outdated themes to a more scalable, personalized, and data-complete demo environment. He shared some of the challenges the team faced and how they automated and streamlined the process. Saleo helped enable and onboard the sales and presales teams as well as better aligned the teams. The discussion closed with some takeaways, both personally and as an organization, and how these programmatic changes have dramatically reduced on-boarding time.
Read the full transcript below:
Hi, everybody. Thank you for joining our webinar today. I’m Katie Kanaday.
I’m a product marketing manager at Saleo, and I’m really excited to have the famous Ryan Splain from Salesloft join us today. Ryan is a sales engineering program manager.
And today, we’re going to dive into how Salesloft has built a scalable demo program that helps them consistently deliver great demos.
Something that we’ve had the privilege of with working with Salesloft on over the past few years, we’ve seen firsthand how they have really pushed the boundaries of what great demos can be. So we’re really excited to have Ryan share some of those learnings with you all during our time today.
Before we get started, just a quick note. If you have any questions throughout our session, just drop them in chat.
We will have dedicated Q&A at the end. And depending on the questions, if they fit what we’re going to talk about, we’ll definitely weave those in as well.
But make sure to drop them in chat, and we’ll make sure they’re addressed. And with that, we can go ahead and get started.
So, Ryan, can you just share a bit about your journey at Salesloft and maybe what the demo process looked like early on?
Yeah, absolutely. And, thanks again everybody joining us today here live and and on demand.
We look forward to sharing quite a bit here in the next forty five minutes with you all. So, as we jump in, I’m Ryan.
I do the sales engineering programs at Salesloft. I’ve been a sales engineer throughout my journey.
I actually just hit my six year anniversary at Salesloft, which is a special milestone here. But I’ll tell you more about myself throughout this presentation here.
I’m actually going to go ahead and share my screen. And, Katie, before we get started here, what’s one of the first questions that a seller will typically ask as they share their screen for a demo?
Probably. Can everyone see my screen?
Yes. You nailed it.
That is exactly right. But, believe it or not, let’s go back ten years in the past.
Most sellers at Salesloft were not asking that question. Instead, they were asking, have you ever seen the movie Office Space? We had an Initech themed office space demo work. And believe it or not, every single seller shared one single license.
Now let’s go back to even the old old Salesloft here, a few product updates back, and a rebrand ago. You can see that a single license here relied solely on an account based prospecting cadence that had mentions of TPS triplicate reports and Milton’s red stapler and all these great Easter eggs in the office space movie.
Some people loved it. Some people hated it, but it was what we had and what we used.
It was great in some senses because it was really easy to use. Everybody had that one record that they would go to.
And for some reason, it was Michael Dell. Everybody had a Michael Dell record that had all this activity on it.
It had everything you needed. It had an opportunity. It had a contact, an account, all this great data. And at that point, that’s all people really wanted.
Fast forward one year, and I found myself as a sales engineer at Salesloft. I was the one giving the demos of the TPS reports in triplicates, making jokes about Milton’s red stapler.
Let’s be clear. I’m not bashing anything that anybody did at that point.
My teammates at the time had the bias to action and focus on results to get this product demo-able in any way that we could.
But, eventually, some sales engineers, sellers, leaders, started questioning our approach. The office space movie came out in the late nineties. It wasn’t really resonating like it used to, and some people actually found it distracting.
So buyers were demanding a better buying experience. Eventually, everybody got an individual demo license.
We said goodbye to our office space demo org. We actually had a little ceremony and party as we got rid of that.
But quickly thereafter, people actually wanted it back. They missed that easy button, that single record they knew they could go to and rely on every single time.
So after a very, very long time, and a rebrand and some product updates later, we could see three different behaviors across our team. Some sellers relied on sales engineers for every single demo. They had a completely empty demo org. They would just ask their customers to imagine things and imagine that there’s data here.
On the other end of the spectrum, a group of sellers took the complete opposite approach where they added every known record in the system to the cadence and showed their customers hundreds and thousands of different activities. And they would ask customers to just excuse the mess and look through some of the noise.
But a really small group of sellers took the time to start personalizing for each important demo, and that’s really how we started to arrive at where we are today. And, really, to answer your question, it was the inconsistencies and, I would say, the quality of work across the entire org is what forced us to change.
Yeah, that makes sense.
Something that we’ve seen and heard in talking with different customers and different sales engineers in the industry is that the generic demo serves you for a period of time. But as you grow and as you try to scale, that doesn’t really work anymore.
So, speaking of scaling, what were some of the biggest challenges that you faced, when trying to deliver effective demos at scale? Because it’s one thing to deliver a really good demo. Right? But then it’s a whole other beast to try to do that at large scale.
So what were some challenges you faced, and what did you learn from that?
Yeah. Let’s start just quickly with two or three sentences on why Salesloft had some of the challenges that we did.
First of all, we rely heavily on time based activities and tasks and everything. Days are all relative.
And so everything quickly became overdue and stale. I mean, you could see a simple task list, like this could look great today. Tomorrow, it’d be outdated.
People were spending so much time manually sending emails, making phone calls, recording meetings, replying to emails from your personal account to try to show an email reply.
And then, once you have that one record, everybody would flock to it and use it and reference it. So, I would actually bucket this into three different categories here, and the first one is our alignment with our product team.
So, here’s a quick visual of how the Salesloft product has evolved over time. All that to be said, we couldn’t keep up with the speed or level of innovation of the thing that they were building.
For some of us, like sales engineers, if you put in the work for the right capabilities, you could show it. It may have taken you a long time, and you may have put a lot of work in, but you could show it.
But what’s everybody else supposed to do? I mean, the average nontechnical seller. We tried to solve this internally. We spun up an internal engineering team. We used our API, put a bunch of data in, but still it didn’t scale across the org that we needed it to.
The second bucket here would just be the alignment with the sales team and the partnerships that we have with sellers. I mean, the sales engineers cannot be the only ones capable of delivering a data complete demo.
Sellers were actually really frustrated that they couldn’t just log-in to Michael Bolton anymore, press that button, and give an elegant demo. I mean, we were asking them to spend hours of setup and maintenance per week to keep everything looking alright.
They really needed a solution that would scale, that they could use every day.
And then the last one, just on the enablement side of things. We were asking our new hires to get demo certified. So we gave them a demo license login, with no data, and they basically had a checklist and a sheet of things to do to get to a demo ready point there.
I think to sum that all up, building the data familiarity, we needed that, across the entire team so that we could standardize demo flows, talk tracks, quick paths, and up level the quality of work across the org.
Yeah. And you bring up, with your three alignment examples of product and sales and enablement, and then also telling how all those groups needed to be familiar with the data or getting that data into your product.
Would you say that was a turning point, or what was the turning point that made you guys realize that a change was even necessary?
Yeah. I think the big one that sticks out in my mind was we were either losing deals or having trouble getting traction in deals because we weren’t able to show all the things that we needed to.
And you got to ping somebody for an example that they had or a screen. You’re using product screenshots or, worst case, people would get so desperate that they may have to start showing production data in some cases to really show the full art of the possible there.
That makes sense.
So, I guess looking at the now. We’ve talked about the before.
Y’all have built a structured and repeatable approach to demos. So, one, how did you do that, and two, how did that come about tactically? What are things that you learned along the way of going on that journey to build out that repeatable process?
That’s a great question.
I actually have one last story here, and then I’ll shut down my screen and we’ll jump into it. But, I think it would help just to really paint a clear picture of where we’ve been, where we’re at, and where we are.
So, I need everybody on the call here today to go ahead and just close your eyes. It’s the middle of the day. Take a deep breath in. Breathe through your nose. Take a deep, big breath out through your mouth.
Now, imagine that we’re all in a rowboat together.
You know, we’re all rowing along. And there’s a lot of us here, but don’t worry.
It’s a big boat. It’s bigger than the one that I found off of Google.
You see some folks from Salesloft here on board too. So go ahead and look behind you, and you see a group of sellers who are rowing in rhythm.
I mean, for anybody who knows about rowing, they found what’s called their swing. That’s when everybody’s oars are moving in unison.
But the problem was we couldn’t, as a team, move forward because the boat wasn’t moving forward like it was supposed to. It was kind of just standing still because not everybody was rowing at the same time.
And, honestly, some people didn’t even have oars, which was a problem in itself. So to make things worse, you started to notice some water at your feet.
So we paddled over to the shore, and we took a quick survey. And we actually have a survey.
I’ve got hundreds of responses in this survey. And we asked people how happy are you with the demo work today? What are the same main challenges that you’re facing? They gave us a two out of five on their satisfaction.
So even with all of this rowing and bailing out the water from the rowboat, people were only two out of five satisfied with all the work we’ve been doing. And so at that point, we realized we needed to make a change, and we couldn’t just continue to work more.
We couldn’t put more hours into the manual maintenance and to say bailing out, and we needed to make progress consistently over time. And so at that point, we all got out of that boat for the last time.
Never got back in that boat. And instead, we decided to go ahead and buy a yacht, which was a pretty great experience.
What’s your favorite thing about the yacht?
Yeah. We’ll get into that more in a little bit, but, I mean, it’s the speed and the scale at which we can operate as one cohesive team.
No holes in the bottom, nothing slowing us down. We’re really just in the water motoring along now.
I really like that yacht reference. I might start using that.
I’ll make sure you get royalties for that, Ryan.
But, I’m sure everything that you’re talking about is what you experienced before going through all these changes. It didn’t happen overnight.
So, like, what did that process look like in relation to the Salesloft? You know, we’ll say sales engineering and sales team organization who are actually giving these demos.
That’s a great question, and it absolutely, absolutely did not happen overnight.
So, I think the thing to call out here is that it’s been an evolution and the maturity here has taken years, actually. And so after we took that survey my goal was very clear.
In 2022, my goal was to make the demo data look less bad so that as an entire team in the field, we could give better quality demos. And so, the way that we actually, I mean, approached these types of things was, we started with the hardest thing first.
And for us, that was coaching and analytics because in our app, there’s so much data that goes into it. You had so much data there.
So we start with the hardest thing first. And so we would call that hybrid mode.
I mean, we had Saleo working in this one little corner, and the rest of the app was still the same for now because we could make it work. And then over time, we just move backwards module by module.
At this point now today, years later, we are at 100% – wall to wall – demo ability with it. But, we couldn’t have gotten here without that hybrid approach, and that was really key.
But in terms of the actual tactical things, in terms of people, we were doing one and a half jobs per person as sales engineers in other roles. We allocated dedicated demo engineering resources.
I can’t stress this enough. I mean, we’re lucky to have these now, but most companies likely still don’t have a dedicated role there.
We also started really, really small. We only rolled out to sales engineers first.
And with that, it was really helpful because we got brutally honest feedback. They poked holes.
We all started to build champions. And that same survey, we ran that again a month after launching, and they were out of four out of five happiness with just coaching alone.
So, almost overnight improvement there. And then eventually we rolled out to the revenue team, the rest of the customer works.
And I think the big point here is that they could press a button and have their live data complete demo work. Right? It was like Michael Bolton, but basically better in every single way.
So, I think that was the biggest impact.
That is pretty awesome. We actually just had a question come in from chat, and I think it fits in well here.
How important was it for you guys to align the product and engineering teams in order to deploy Saleo effectively? And what were some issues that you had to overcome with continuous delivery of updates, and how has working with Saleo made your R&D teams better? The last part, I’m really interested to learn about if I’m selfish.
That’s a fantastic question.
It’s definitely coming from somebody who can understand and knows the intricacies and is involved on the technical side here. So, aligning with our product team, we didn’t really consider that at first, but it became very quickly apparent that was going to be one of our core key relationships.
We needed to align with them to understand what was coming on their road map and the actual specific delivery schedule of when is this coming. I think the when and the how is some of the most important things, because to give you a really specific example here, we have our demo work that our team uses, but we also have a back end, a dev org.
And this is where we get early access to new features to make sure that they work. And then also, we share it with Saleo, and we make sure everything’s working correctly.
So then we turn it on in the demo org and the sales team has had a great experience there.
So there’s really no hiccups necessarily, you know, when we bring new products to market now. So, in terms of how is Saleo working, how is working with it made your R&D teams better, believe it or not, we actually have folks on our UI teams who have Saleo licenses and and who use Saleo in inside of Salesloft now to see and show what the true product can look like.
I mean, for the longest time, we were doing a disservice to our product team because we couldn’t really show it as they had designed, and that that wasn’t a good place to be. And so, filling in all there, the UI teams now actually have licenses.
They can see all these data complete screens. And they’re able to run more effective testing sessions, feedback sessions with customers and prospect as a result.
That’s actually really, really cool because something that I bet a lot of UI teams struggle with is you spend all this time working with product, designing product, building it, designing the user experience, and then here you are with these Figmas.
And then you try to get someone to walk through a flow in Figma, and you can do that. But it’s just not the same as having a user click in product and use it for real, and be able to tell that story with data.
So I’m sure that’s really, really cool. It seems like other than just demos that you give to prospects, Salesloft has also experienced some downstream or side quest benefit, of using Saleo.
I mean, other than that UI or the UX team example, what about from a presales and sales alignment? Has it helped with any type of better alignment there, even enablement there?
Yeah. There’s a few different perspectives there.
I think, let’s first focus on the sales and alignment with sellers. Instead of spending half of your time working on setting up and maintaining your demo work here, every week or every month, instead now account teams can come together and focus on the customer.
What challenges they’re facing, what messaging we should use, how we can deliver value to them in a unique way. Doing all those important things rather than spending time maintaining or setting up things has made a world of difference, I would say overall as well.
I mean, in terms of sales engineering capacity, when we’re working in an environment that is different than it used to be five or ten years ago, where we’re more focused on the bottom line. Sales engineers need to spend their time upmarket on larger, later stage deals.
And in a previous world, that couldn’t happen. But now with Saleo, account executives can handle most of those early stage introductory demos.
We have some self-service tools. They can give those live demos.
SCs can get involved later, which has been a big benefit to free up some of their capacity as well. And honestly, the sellers are just happier.
They can feel more self-sufficient. They could be proud of the work that they’re able to do on their own, and nobody’s frustrated by all this manual work that they’re doing.
So that would be a summary there of on the sales side, you asked about enablement as well. A quick hit here on enablement.
Like I said, we were asking them to get demo certified, but we weren’t giving them the tools to do it. So that was kind of a tough spot.
Now imagine this. Day one, a new hire starts, and they’re given the keys to a data complete demo org.
On day one, no work required. They press one button.
It’s like magic. It’s pretty great.
So, in terms of the results, we see a much faster ramp time now as a result of that. They can be live on customer calls, giving demos, having those conversations way faster than they were before.
That actually is really great, especially when you look at Salesloft’s growth trajectory and how you all have grown.
I’m just thinking, from an ops perspective, you have all these new people starting and onboarding. Now you can cut down that time significantly.
So then it’s just like, get out there, get trained, go sell. That’s really, really good.
Let’s see if we have any other questions.
Diving into demo content a little bit, and maybe get a little bit more specific about how you guys are utilizing Saleo. So how is Salesloft using Saleo to maintain your demo program? Because it’s one thing to build demos and have them do data complete and deliver to the demo.
But then what are the nuts and bolts that you’re seeing or using when it comes to demos of Salesloft when using Saleo.
This is getting into my favorite topics here.
In terms of the tools, and I’ll even start on day one with Saleo. I made, at the time, a very controversial decision on how we used it and where we started.
I only built one master demo. And at the time, it was a little different.
If we put it in Salesloft’s world or any revenue orchestration platform, you have one team cadence. Right? Build one great cadence that everyone uses. Compared to asking everyone to become a writer and an editor and have their build and manage their own cadences and do AB testing and look at the analytics and all those things.
Let’s keep it really simple. We’re going to build one master demo, and we’re going to give folks tools to personalize and customize from there.
We’ll get into the really tactical pieces of Saleo and how we’re doing it in a few minutes. But, it’s building that main go to resource and then giving the tools to customize and personalize there.
It’s the fact that we have full control and self-service; that self-service nature of the product giving us full control over Saleo in Salesloft is, I think, the biggest benefit that we see because we can craft the data and the stories for any customer use case that we come across. We don’t have to ask anyone for help on anything, but we can do it all ourselves.
And so from there, the ball is completely in our court. I would say, you have to be very thoughtful about how you also roll it out.
So we took a role based approach where the sales engineers have the most customization and personalization possible. And then underneath that, you also have your average sellers who want to do a little bit of customization, personalization.
They’re never going to build a full demo. They don’t have time to do that.
They don’t need to do that. But, giving them the tools and the methods that they need to do that, I know we’ll chat through those next.
I think just having that full control with those levers that you can pull to really show up to any conversation as you need to.
That sounds good.
And, when you say full control, that is something really, really important, we do want to make sure customers have the ability to do whatever they need to do for their demo, themselves. Because the last thing you want is, one, having to rely on internal engineering teams at Salesloft to help you do stuff or having to rely on a vendor all the time when you have to make all these little changes, which is no good.
No one wants a roadblock. Speaking of full control, I’m sure there’s a variety of things that you love.
But if you could boil it down to two or three, what are those two or three features that you feel like you’re getting the most value from? It doesn’t have to be you personally. You can expand that to the team, that they’re getting the most value from.
Definitely the full team. I’ll go in order of impact here as well.
First that comes to mind is on the live side, it’s the text replacement and tokens. When I was talking about the different levers we could pull, text replacement immediately helps any SE, any seller, get value from Saleo.
It’s not complicated. It’s like inspect element, but basically better in every single way.
Some folks are completely mind blown when they realize you can inspect elements on a page and change some things. But, imagine being able to get that to stick and to show and to be able to change it every single time.
Having that quick and easy customization solution for some folks and some use cases, delivers a lot of value immediately. So, first and foremost, it’s that side of things.
If we go a layer deeper, then it’s got to be the white listing and blacklisting, where we can define what areas of the product Saleo can run on. As I mentioned, as we still got started, we started just in one area.
But, let’s say we had three other places where we didn’t want it to touch. And so super easy.
Define, hey, it only works here on these specific places.
That’s really how we were able to take that hybrid approach. And, honestly, that approach probably works for most customers and the tools that they’re selling.
Our perspective was if it’s not broken or you don’t have time to do it, don’t fix it. If it works, it works, and just use Saleo where you need to and grow over time.
I think that was life saving for me. Right? Because we couldn’t go from zero to a hundred overnight, it takes time, of course.
So, the last piece is my personal favorite here or on the technical side of things, is just the interconnectedness of the tables and graphs. I mean, people are always asking me, how do you have all these different platform areas working with similar datasets? And it’s because everything in the platform is actually pulling from the same sources.
So we’re not really creating new tables and graphs anymore these days. We’re just pointing things at new features or capabilities.
The benefit to sellers and customers is that they’re seeing similar data across the entire product because it’s all interconnected at the database.
Yeah. I’m definitely not a Salesloft expert. But seeing the tool a few times, your tool does look very data heavy. There are charts, graphs, tables, everywhere, any section you click on, and just to see when you do queue up a demo, with on that plan.
Just watch everything come in. It is one of the more magical demos I’ve seen.
Those were your top two, three favorite features, the text replacement tokens, white listing, and blacklisting, and then just the interconnected data with tables and graphs.
But if you look at those features and then you look at the teams that have gotten benefit from Saleo, do you see any story there of things that have had a direct impact on sales or enablement or presales or just outside of the the outcomes that you just mentioned?
I mean, I would say absolutely. My mind first goes to analytics.
In the past we have no idea who was running a demo as Michael Bolton in a tech demo work. So, at this point now, we can see the quantity and the quality of demos that are being run across the team.
So we have an idea of who is saying what on each call. I think that’s something that we wouldn’t have been able to have with any homegrown or internally built solution.
I think that one comes to mind. At a really personal level, if any sales engineer supporting AEs, or really any sales resource here, it was a big lift off my shoulders once we were able to get this rolled out because there’s no regular maintenance required.
I can go on vacation now and we don’t have to worry about bailing out that boat. We don’t have to do that cleanup and all that maintenance that would be required.
You go on vacation, take your time away, and everything’s going to keep working great while you’re away. Even to add to that, things are only getting better.
We have this initial dataset. We built this huge amount of data, and I think we’ll go into some regrets of things you might have done a little later.
But we built this great demo. And now with the rise of AI and the evolution that we’re seeing there, we’re actually feeding data into different learning models so that we can use AI to build more demos for us.
We did it the hard way once. Let’s use technology now, from here on out. So, all that to be said, we can build better demos as a result of putting this framework in place.
Overall, across the board, everybody’s getting better together.
We have a couple questions. First one, when starting a sales engineering organization, what is the first step you took to structure this new function? Because there could be some people on the call that don’t even have something really built out.
So what are things that you did, things that you learned, maybe things you would have done differently? Because we all would do things differently. Right? Hindsight’s good.
In terms of if we’re starting fresh, today or in the future, and in terms of what we’ve done on the technology side, if I start there, it’s having some type of demo solution. Whatever that may be, to take this burden off of folks who may need to be managing this manually.
But on the people side, I think we mentioned, you really need to think about dedicating at least some time, in an existing role to have somebody work on this. Because, what we saw internally was folks are getting burned out because they were doing the job of one and a half, two people; days, nights, weekends, whatever it may take to get things done. And so it’s setting the expectations appropriately.
You’re not expecting too much of one single person or group of people. So, dedicate the resources, invest internally or externally, some type of technology, to help.
I think the last piece probably – there’s the relationships and sales side. Right? If there are not necessarily dedicated sales engineers today, it’s finding some technical folks who do perhaps have a passion for demos.
Maybe they’re top performers and they excel at personalizing demos or going the extra mile with storytelling or any of those things today. And seeing what type of interest that they may have in taking things on more formally. Nobody ever came to me and said, hey, do you want to do this?
You kind of just assume some responsibilities over time. You do the job of the thing that you want in the future.
So, look for those people who may have those talents or that interest, for the right people.
That’s all good. Looking back where y’all were, where you are now, if you were to boil it down, what would you say is the biggest win that you’ve seen throughout this whole process?
Yeah. I’ll say, not to keep going back to it, but the biggest win is that everyone’s quality of work is 10 times better than it was. I mean, this is the sales conversations.
Go on our website. You see the product images on our website.
Go to our socials.
Watch our webinars, our academy.
Once you fill your product with beautiful data, you have so many different uses for it.
It extends so far beyond just the sales team. I mean, being able to leverage these resources is a total game changer because, Katie, like you said, you’re not using Figmas anymore.
You’re using a live, real product. The same thing your customers see and use in their world every single day.
We’ve got a couple more questions that I was going to jump in with. We’ve talked a lot about how there have been so many great pieces of it.
Were there any specific obstacles or things you guys struggled with in the adoption process?
So a few things come to mind and, yeah, it’s been very positive.
So let’s talk any challenges and obstacles. I’ll go first, personally, actually.
Just words of advice to any other folks in a similar position. I personally held on too tightly to the demo program, just me myself.
I became this horrible single point of failure at the company where whether we were bailing out the boat or building the Saleo demo, for the most part, I was the one closest to it and knew all these things and probably wasn’t documenting as well as I should. So, it’s great to have that one person, but really think about and find a team because it’s actually also a lot of stress and pressure on that individual, whoever it may be.
You know, they need to be able to take vacation, go away, know things will be okay. So, separate and distribute those responsibilities and cross train early and often. Don’t wait until everything is said and done.
The second personal reflection I personally have is, don’t do too much. Don’t let perfect be the enemy of good.
My first demo was so big. It was so slow. It made our product look horrible. I had a softwatch, and we timed every single page with Dan. We were doing that. And at the end of the day, we realized, yeah, you put in, like, a hundred thousand rows of data. And so maybe don’t do that.
You could do a little less. It will still show. It’ll still be good. So don’t be a perfectionist either because your customers aren’t going to see that.
And don’t miss the forest for the trees there. But I would say specifically now in terms of adoption, it is we’re highly remote, mostly remote culture.
I think a lot of this probably would have been easier if we’re all in person in a room together doing hands on keyboard training. So, in terms of adoption, it is that change.
You don’t have Michael Bolton anymore. You have this new thing. Right? Install this extension and press this button. And there are all types of learning curves that the team went through as they learned. What can I press? What can’t I press? What’s this hybrid? Where do I go here and there?
So, it’s dedicating enablement time and resources, preferably in a hands-on in-person environment.
Office hour sessions, documentation, videos, all those types of things will help folks, probably click faster.
Thank you.
As things have been acquired and you guys have grown, are there any things that you have done or learned through the growth processes to maybe help ensure smooth onboarding?
That’s a fantastic question. Yes.
So, probably around this time last year, we were sitting in our sales kickoff where we had the news broken that Salesloft had acquired Drift, and we are now all one company with Drift.
That’s the most recent and probably the biggest one in company history. And so a 100% yes, I would say.
The ability to get a Drift seller or Drift sales engineer up to speed on Salesloft, it didn’t happen overnight, but we have the tools to share at this point. Take that, click that button. You see this instance now. It’s so much easier to train them and get them up to speed than it would be if we went through some horrible, long manual setup process and maintenance schedule and things like that.
So, yeah, getting them on board. And, I haven’t really talked a lot about CaptureTM yet, which is probably a mistake on my side.
Also on the enablement side specifically, you can build captures for your internal enablement, documenting some of these demo flows. You could share them externally if you want, of course, but build these through, having the tooltips with a talk track and click path, highlight the thing you want them to click on and show and speak to.
It just gets folks up and running so much faster than we could spending a live together or on a recording or in some long slide deck or anything like that.
Awesome. I’ve got another question that came in talking about new functions that have developed as you guys were transforming your sales demo process.
Can you talk about any new functions or roles that came about?
Absolutely.
I mean, the demo engineering role, brand new. If you had told me we would have that a few years ago, I would have been pretty surprised. On average, folks just think that sales engineers, part of your job is to maintain and do these types of things.
But, having a dedicated role and support there is a big one. I would also add, we have demo SMEs – subject matter experts.
We have SMEs across the entire product and AI, conversation intelligence, and all these different things. But we also need one for demos. Right? Again, we can’t have a single point of failure. It’s not a good place to be for you or the company.
So getting some folks focused regionally, get some folks from different segments. They have different perspectives and different experiences. When you get all these different voices in a room, you actually get feedback, that’s where you can really start to make progress and move forward as a team.
Alright. I think that really wraps us up.
I really appreciate both of you being on. Everyone who has joined us today, thank you so much.
I think this was a really valuable discussion. I really enjoyed hearing about how you guys are using us over at Salesloft, Ryan.
Ryan and Katie, thank you so much for sharing your expertise.
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