I worked with the CRO to show how a seemingly big change to operations was quite simple in our existing framework — leading us to execute on his vision sooner.
A model showing the impact of updating lead scoring.
The new lead scoring can be seen within the black boxes. The top line (leads routed) is decreasing, while the bottom sets of bars (number and $ amount of opportunities) are increasing.
While usage did increase among Ethical Ads acquisitions, it did not reach the level of other channels, nor did upgrades increase. We turned the channel off.
Daily volume of product usage. The black box shows the period in which we started sending product nurtures.
Showing that while the Request Demo test drove more submissions and our click through rate was higher, we actually lost value during the test.
Analytics and Strategy: PubNub
During my time at PubNub, I leveraged my leadership, strategic vision, meticulous attention to detail, collaborative mindset, and ability to influence key stakeholders to spearhead and execute high-impact projects, driving growth across all stages of the marketing and sales funnel, as well as the product user journey.
As a result, I rose quickly from Sr. Data Analyst to Analytics Manager to Sr. Analytics Manager, my last role reporting directly to the CFO.
I have detailed many initiatives I worked on below that were either impactful or illustrate how I approached a problem.
C-Suite Influence
I consistently and proactively communicated with the C-suite to start and enhance strategic initiatives. I’ve detailed my work to increase prices and launch products on other pages, but it’s worth noting other key wins here.
Brand Awareness
When our company was looking for direction, I demonstrated that, while our pipeline could be improved at any number of stages of the funnel, from generating more leads to getting better at winning more deals, the cascading effect of brand awareness and increasing visitors to our website would bring the largest value to our business (8% v 2% ARR gain). As a result, the CEO and CRO made brand awareness key focus area for the following two years.
Monthly business reviews
At one point, the CEO and myself would sit through 6 1-hour long departmental MBRs, as well as the Executive MBR that I led. Over the course of 6 months, I worked to convince the CEO and CFO that we could get more value from a single 2-hour MBR. I proposed a new structure for the Executive MBR, which included deep dives for each department and a focus on key initiatives. The result was greater visibility across the company into projects and outcomes, more collaboration, and more time dedicated to getting work done rather than creating decks. I constantly iterate based on feedback and my own vision.
Revenue Operations
When the new CRO introduced his vision for operations, it seemed disruptive based on incomplete discussions with his team. Recognizing that most of what he wanted was already in place, I scheduled a direct conversation and asked about his specific goals. I demonstrated that his desired outcome required only a minor adjustment to our existing process. He agreed, and we quickly executed the change. This success highlighted both the adaptability of the RevOps framework I designed two years prior and our ability to implement changes efficiently.
Lead Scoring
After observing a high volume of leads routed to sales with low conversion rate and volume to opportunities, I proposed a new approach to lead scoring.
To build consensus, I showed the data telling the story of weak conversion among high volumes and built a model to illustrate how adjustments to scoring would have impacted opportunity creation in the previous year. The new approach modeled showed that we could have reduced the volume of leads routed to sales without losing the volume of existing opportunities. The Marketing team then adopted the strategy.
As a result, we 5x’d customer acquisition among sign ups while cutting routed leads in half.
Building on the momentum of that win, I am leading an initiative to further improve scoring via segmentation.
Contact Sales
At the end of 2021, against my guidance, the growth marketing team decided to block contact sales submissions from freemail accounts. After two years of the team turning over, I was able to convince the new VP of growth to turn that channel back on by showing them the freemail cohort provided a steady, though small stream of revenue.
However, I knew the sales team would find the majority of them to be spam, so I suggested a plan that added friction to the contact sales experience for freemail. Instead of being shown the booking calendar immediately on the website, they are sent an email with a link to the booking calendar.
This revived channel brought in $60K eARR in the first two months, and continues to drive customer acquisition.
Advertising
While I built pipelines that tie our ad spend to website traffic, lead generation, opportunity creation, and customer acquisition that allows the team to self-serve, most recently I provided an analysis that first improved targeting, then recommended turning off spend.
I demonstrated to our VP of Growth how we could better allocate ad spend on the Ethical Ads network by showing which pages new sign ups were coming from in addition to their product usage post spend. This resulted in targeting 10 sites, instead of hundreds.
While the improvement continued to drive more sign ups and more product usage (+540% versus the previous month from the same channel), I found that other channels performed much better at converting not just at the top, but also down the funnel.
Product Nurtures
To incentive feature usage, I proposed specific product activation nurtures. I suggested a three email nurture that would start sending as soon as a user activated a feature for the first time.
Immediately, we saw an uptick in usage (10%) among products that had associated nurtures, compared to products that didn’t.
Request Demo
The Marketing team decided to test changing our Contact Sales CTA to a Request Demo CTA to increase submissions. While they achieved a greater volume of submissions, I brought in additional down-funnel data to show that we were converting to new opportunities at a significantly reduced rate and volume. As a result, I recommended they keep the Contact Sales CTA as it drove much greater value overall.