Episode Transcript
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You were listening to bb revenue acceleration, a podcast dedicated helping software executive stay
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on the cutting edge of sales and
marketing in their industry. Let's get into
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the show. Hi, welcome to
be. To be a reven new acceleration.
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My name is onion with you and
I'm up today with Varroom Collie,
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Co founder and chief business so she
saw at mcai. How are you to
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day, Veron, doing, awesome
and a half. Thanks for asking and
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thanks for having me here. Absolute
pleasure. So I'll to pick today for
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the episode is acquisition. I'll do
out to adapt, which is which is
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interesting because obviously we've seen a lots
of our clients recently being acquired and so
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movement following the acquisition. But before
we go into the conversation, Barron,
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could you please introduce yourself to audience
and tell us more about you, but
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also your career in the BTB take
industry? Yeah, absolutely. Put things
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for us time, a very proud
father off for and three quarters year old
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girl. If you ask me,
I say for if you ask her she'll
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say four and three quarters and eleven. Has Been from past twelve years of
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happy married life, however, and
not even a day passes by without my
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my wife making fun of me that
I learned how to write code for six
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years. I do have bachelor's in
computer science and masters in Computer Science,
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but I wrote code for one year
and switched to the darker side of marketing,
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and which is what my wife makes
fun of, that you lasted one
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year in engineering and switch to the
darker side. On the work side,
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I like stealing businesses and working on
problems that have a potential to make a
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tent in the universe, and one
such problem that we're working on these days
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is, then, the Bi space, which is my workplace mark I.
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It's an Autime, eutonomous intelligence platform
with pickless analytics. So far, people
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need to know what to a,
people need to search, people need to
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click. We want to take them
to the Tesla of Bi world so that,
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even if they don't know what to
ask, they still get business intelligence
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at their finger tips. So that's
what I do and that's what that WHO
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I am. That's wonderful, believe
it on that. I've got a very
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similar background to you. So I
was hours, I am, but law
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as well, in incuding, and
I had I did a degree in coding
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when coding for six months, absolutely
eighty it went back to do a business
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could and then I worked in marketing
and and now kind of marketing cells.
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So I don't think is a darker
side. I think is the bright or
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side, but that's only my opinion. I don't want to get in trouble
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with your wife, so let's I
would do that. So very will.
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Through your career you are part of
several acquisitions and that's the reason why we
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want each two have yawned the podcast
to the around the topic on out to
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adapt fazzolet two to an acquisition,
but to mention a few. Actually I
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will mention them more because it's quite
an impressive background. So skake cube being
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acquired by Simo. Take Iron thought
acquired by CISCO, Cipher Trust acquired by
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secure, competing with then became macafee, who then become Intel. So that's
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that's an interesting one. And then
oxide, which was which was obviously a
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called by HP in industries like Cybe
or security. We know that acquisitions of
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a recommon, but like any acquisition, it means that a profession, as
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a professional, you need to be
flexible and be open to changes, be
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open to probably being part of a
large organization in most of the cases,
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for from from your from your background. So with the acquisition that you've witnessed,
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which one of the most romastic change
and how did you addapt to it?
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Yeah, I think I'll probably answer
this in two parts. One is
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the most number of changes that I
went through within that acquisition and the second
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one is more drastic change. As
you ask, the number one is cipher
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trust. That is where I switched
from engineering to marketing. What had happened
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was I was actually writing code for
an instant messaging security. Think cops lack
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security in today's world, and then
the company got acquired. As part of
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the acquisition, most of the exits, exact, were gone and there was
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no one to present the solution and
I started presenting the solution to customers.
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Tlee. For me, nine out
of ten customers are presented to but the
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solution, which is why the head
of marketing, CMO, walked into my
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cube and said do you want to
do product marketing and I said how do
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you spell that? And told me
a little bit about product marketing and I
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said I'm not sure if I'll succeed
or not, so let me write code
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and do product marketing. For six
months. I'll do both and that six
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month has not ended yet. I've
been still doing a product marketing and marketing.
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So that was cipher trust. The
big change was from engineering to marketing
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and then cipher trust getting acquired into
secure computing, secure getting into macafee,
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macifing getting acquired by Intel. So
that was the number of changes. That
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was the most number of changes.
On the DAST change, I would probably
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mention ORC site. I started at
Ark site to do product marketing for a
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person. I reported into this version
and he led product marketing for one of
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the point product which was twenty million
dollar product. So after a month or
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two of starting, he said I
don't know if you need me for this,
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so why don't you run product marketing
for this? So I started running
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product marketing for that product. We
grew it from twenty million to eighty million
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within two hours and then I started
running product marketing for a one more product
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line alongside that one. Fast forward
a year, I started running product marketing
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for all of Ok site port for
you. Fast forward another year. I
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octide gets acquired into HB. I
started running product marketing for all of HBESP
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and a price security business unit.
And then before I left, I actually
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was there at the Ark side Hbcomebore, interestingly enough, for forty years,
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five months and since days and started
with product marketing off at twenty million product
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line and when I left I was
running marketing for a million dollar product line.
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So I think that was the most
drastic team I would mention. This
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are two pretty life changing type of
even that happened, which is which is
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absolutely wonderful and thanks for sharing that
we with us today. From your perspective,
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and I know that he depends on
the acquirer, but we are some
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some of our clients being acquired or
tred some acquir or speaking to us about
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the the kind of the delay to
take off the autonomy away from the startup,
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company removed the name, makes it
tr etc. So, for example,
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company a got a quill by company
B and the brand of company a
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gets removed within amounts or so and
everything is such into company B and Company
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be does business on the name of
company B. From your perspective, how
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important it is, or is it
for a startups to remain autonomous within a
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larger group and remain a Gile of
the velocity of selling the velocity of going
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to partners, the appetite that start
up would out to really get business out.
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How important is that? An autonomy? From your perspective, I think
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we should do what's right for the
customer. In certain cases when, for
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example, I import was acquired by
sirs, so we were the security business
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unit of CISCOPE. So we created
that business unit and acquired multiple customers,
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multiple companies under that security business unit, name mean certain other cases it was
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completely absorbed. We have to think
of it from a customer point of view.
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What is right for the customer?
Are they the customers who's going to
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look at multiple different solutions as individual
products, or would it be better for
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customers to combine different solutions into a
bundle, into a package? In those
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cases it makes more sense to absorb
the company, join the engineering team come
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up with new use cases, which
is what we did at semantic. We
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got acquired as sky cure mobile security, but shortly after we exposed that technology
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to Norton the consumer side of semantic
and so that we could protect not just
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the enterprise mobile devices but also consumer
mobile devices. It all depends on what's
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right for the customer and that's what
I believe we should do as a company.
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The's a very good marketing on sir, putting the being a very customer
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centric on sorts of equestion. I
really like it Verre and from from a
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mindset cospective. So again, you
will depends from one case to the other,
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but I'm shot at some points the
employee of a start would know that
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they may bee I knows our company
are trying to acquire them, or they
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may know that there is some of
terms being shot between CEOS or whatever it
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could be, but they may feel
that an acquisition and is your horizon.
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Okay, so what's your experience of
that kind of free change? It is
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before the change, but obviously there
must be some apprension. So how do
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you, as a management team called
for the feelings keep the tea motivates it
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should the acquisition prior to the acquition? Ou Do you see it? enthally?
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Yeah, I think one of the
advices that we got from board members
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through one of these transitions was absolutely
on the need to know basis. News
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needs to be known by people and
if you don't need that news to be
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known, we should not be sharing
the broadly with the whole company. Reason
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being. Sometimes there is many a
slip between the cup and the lip.
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So you don't have to tell everyone. And then what if it derails?
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These things? There are always something
that can go wrong. What if it
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derails? Then it kills the motivation
for the employees and they start making up
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their own stories as to something must
be wrong. Why did someone not acquire
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us? So I think unless and
until it is all baked and ready to
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be shared, it's probably advisable not
to share prebate thing and, as we've
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seen it multiple times, that there
is due diligence and something gets a found
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in due diligence. So we just
recently found in the case of semantic.
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You mentioned all the companies that sky
kill got acquired into semantic and since we
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started talking now, Semantica also got
acquired by broadcast. Yea work with nine
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companies. Eight of them have been
acquired so far, but not that.
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If we were just talking to eight
acquirers, we were probably talking to sixteen
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or twenty four acquirers and eight of
them happen. So totally. You should
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share this information only on the need
to know basis and once it is once
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it is fully big, that is
when you should share with the broader employee
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place, and that is what I
did. Believe it or not, in
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case of Sky Cure, we couldn't
share with the employees. But this news
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was supposed to go life on Tuesday
at six am Pacific Time. So I
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actually went with my wife and my
daughter, then she was three year old,
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to the office and after work.
One of the guys actually used to
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work late, so I had to
ask him to work from home that day,
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like coming up with some reason,
and then we walked into the office
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in the evening on Monday and decorated
the office with balloons and cake. And
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that was the only day in my
life when I drank champagne at six am
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in the morning. It's always eight
pm some worlds in the world. So
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there is there is no time,
there is no wrong time to drink champag
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I would n't courage or just to
drink champaign it's it's important. That's that's
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a wound, the full story actually, and and from your your prospective,
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so you know, speaking about this
team and and going through the acquisition.
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If you want to give advice to
teams which companies are going from a quick
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of the at the moment. What
would that be? I think during as
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well as after. One advice I
would give is to be patient, be
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human and adapt. That's what we
do best as humans. We adapt.
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For example, if there is one
seat and there's one person who's sitting on
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it, you can probably squeeze to
people on the same seat. So we
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adapt to changes as humans. So
that's the best thing we do and that's
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my advice to everyone. Be Patient
and do the right things, right for
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the customer, right for the company. When you are patient and when thanks
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or companies get acquired, there will
be many voids that will be created.
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And if you keep on raising your
hand and keep running to the fire and
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not away from the fire, and
good things will happen to you. So
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I would say keep on doing that, be patient, adapt and do it
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with a smile, and good things
will happen. Keep doing this till the
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time you're having fun and learning something
new, and do not too tied on
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to the fact that I joined this
company and now it's not this company.
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Now I need to move away from
it as soon as possible. That's one
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advice I would give. Please,
don't do that. Don't run away from
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something. Always run towards something,
unless until you have found your next passion,
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unless an until you found something that's
going to make you happier. Hang
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in there and do the right thing
for the customer. Enjoy and love what
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you do and you will excel in
that and I think you are the life
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example of the fire. You can
actually develop your skill developed your career progress
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in some of you know, skill
sets and everything through an acquisition. Will
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clearly, through the two examples that
you gave us, I believe the Sky
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Qu and the oxides example of acquisition, will clearly you. You are the
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tremendous developments in term of interim,
of role in some of in them,
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of your future, and in term
of city, which which is great and
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and it's true at sometimes we do
tend to see and maybe more we sell
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steam the marketing team or product team, but we see lots of people kind
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of leaving the boats as soon as
the acquisition is made and it takes usually
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three to six months for almost the
whole cell seem to be gone, and
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I don't know why it is.
I been do you have any opinion as
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to why the fellows gays want to
to leave the ship so quickly after acquisition
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is a depends on the personalities of
people. So if you are hired to
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sell justice and now your colder changes
and you're being asked to sell more things
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and you're not comfortable with selling those
things, or they might not be her
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domain, they might not be expertise, which is why they tend to switch
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and try to sell the different company
or a different product. But my advice
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is try to find synergies between products. Try to find how can you attack
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the same budget but expand your deal
size. I don't think easier said than
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done, but have that open mindset
and you might be able to see cet
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in things that did not exist earlier
or even after the acquisition. Your company
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is the only one that can offer
that solution. I'll give you an example.
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We acquired web isolation company as a
mantic and shortly after we actually combined
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it with email and that created industry's
first email isolation. It did not exist
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as a product, did not exist
as a category, but since we had
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both the products we could come up
with that new use case. So if
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I'm the Sales Guy, I'm I'm
selling the email security. If I went
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to my customer with this very unique
offering. That should help me when deal.
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So that's what I would say.
Keep an open mindset, mindset,
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think of it from your customers point
of view and see if you can give
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them more than what you could get
them earlier. Yeah, that makes perfect
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sens and if it moves to the
marketing perspective, so what would you say
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the main differences between marketing in a
lot on the price company elector an hps,
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Sco, McAfee, intael Oh,
and those to the startups? What
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you come from at the outset?
Yeah, I think as a market year,
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if I could say, what are
my two jobs? Number One,
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I want to meet the revenue and
pipeline goals by keeping my sales team busy,
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and number two is awareness, making
sure everybody knows my brand. In
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larger companies, one is accomplished by
a set of products as compared to a
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single the product. So my revenue
will come from multiple products, not just
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one product, which is mostly common
in case of startups. And sometimes these
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products would compete with each other both
for mind share as well as pocket share.
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So the example that I gave on
the email isolation. Think of it
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from the customer point of view.
which product should you push think of it.
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If they have a need and budget
for this product today, let's focus
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with that product as compared to selling
just that tool that you have at a
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startup. I don't care what's your
budget, I don't care what's your pain
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point. That's all I have got
to sell you, so I'm going to
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focus on that. So that's one
difference. On number one, meeting the
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revenue part. How do you meet
revenue guidelines? On the second one,
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awareness front. START UPS needed.
Your startup is probably not known by many
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companies out there, and I'll give
you an example and a second. In
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case of larger brands, people might
already have a perception about you. So
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it's not that they don't know semantic, but they do know semantic as an
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anti virus company. So if you
have to position semantic as a cloud security,
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as an information security, as an
email security, as a cast peak,
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you'd have to change that perception.
So awareness is there, but it's
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a different flavor of awareness, which
is perception, that you need to change.
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On the thought up front, I
think awareness, how it helps.
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I'll give you a quick example.
What we did was travel and Leisure magazine
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came up with top fifty tourists nations
and we were a mobile curity company.
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All of us, I'm sure you, have done it, to take our
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phones out and connect to public wifis
to keep our cell phone cost low,
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and we've done it multiple times.
Especially if I'm going from us to Europe
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or you're coming from Europe to the
US, you would do that too.
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And there are many bad, malicious
wi fi networks. So what we did
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was we ranked those tourist destinations by
their maliciousness. How likely are you to
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get attacked if you take your phone
out and connect to a Wi fi?
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At times? Square versus London,
I. So that's what we did and
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it was very successful. Two hundred
fifty plus TV channels covered us. It
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went all the way to the today
show, which is watched by five million
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people in the US, second most
watch program in the US, and once
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we were on TV, that actually
changed everything on the awareness runt. So
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one of my sales guys was visiting
New York giants office and he gave his
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card to the reception. Has Receptions
looked at it and said, Oh,
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Sky Cure, we have seen you
on TV. So that is what a
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dream come true or an start up
is on the awareness run. To recap
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what I said, two goals from
market year's meet revenue. Number two,
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meet awareness goals and revenue will come
from one product versus multiple product. Awareness
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goes from no one knows my brand
to changing the perception. Yeah, that
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text perfections. We thank you for
your insight today around the reappreciate the time
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it took to to share some of
Yorks by and some of your sorts as
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well, with audience. If anyone
wants to get in touch with you to
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00:19:18.829 --> 00:19:22.789
carry on the conversation or pick your
brain up for all the specific topic,
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00:19:23.190 --> 00:19:26.940
what's the best way to get in
touch with you? Are I'm at weekenderscore
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00:19:27.180 --> 00:19:32.420
is on twitter. Other than that
I'm on Linkedin at Goldy Baron. So
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00:19:32.740 --> 00:19:36.940
both places fairly active. Reach out
to me. Happy to help. And
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if you want to learn more about
what we are doing at Mark II and
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00:19:40.609 --> 00:19:44.490
at opposed to autonomous intelligence, happy
to help there as well. Just send
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any send us an email at hello, at macuycom. Okay, what many
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00:19:48.490 --> 00:19:52.289
things again, he was it was
absolutely fantastic. Will be on the show
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today. Leisure as mine. Thank
you. operatics has redefined the meaning of
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00:19:57.160 --> 00:20:03.160
revenue generation for technology companies. Worldwide. While the traditional concepts of building and
272
00:20:03.240 --> 00:20:08.710
managing inside sales teams in house has
existed for many years, companies are struggling
273
00:20:08.710 --> 00:20:15.029
with a lack of focus, agility
and scale required in today's fast and complex
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00:20:15.190 --> 00:20:21.740
world of enterprise technology sales. See
How operatics can help your company accelerate pipeline
275
00:20:21.779 --> 00:20:27.220
at operatics dotnet. You've been listening
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you never miss an episode, subscribe
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Thank you so much for listening.
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