B2B Catalyst

7 years of B2B consulting experience lead to B2B Catalyst. We build revenue engines that work.

CEO/Founder

SB Builders, LLC

Changed invoicing process to dramatically reduce AR and contributed in doubling revenue, passing 80k in monthly revenue

Implemented time tracking, invoicing, project management, basic CRM, contract creation, esigning system.

Developed SOP for all of the above & trained team in SOP.

Weekly checkins on project progress and invoices

Marketing and Operations

AutoVitals

-Analyzed current sales strategy, proposed changes, and implemented
-Developed and implemented channel strategies
-Managed and trained sales development team
-Developed hiring and training process
-Hired 5+ New SDRs
-Refined sales process
-Reimplemented CRM
-Managed CRM, users, and ensured CRM data quality
-Developed initiative tracking methodology to track result of sales and marketing initiatives
-Tracked sales and marketing KPIs & developed tracking tools for team use
-Set sales development team goals
-Refined team management process

Sales Strategist

Sales Development Representative

This Side Up Global

I helped develop and improve core operating processes and procedures in This Side Up Global using Scrum, JIRA, Confluence, Lastpass, and other industry standard processes and software.

I led and/or documented meetings in the company, including Sprint Planning & Review meetings, Process Retrospectives, Daily Stand-up's, and Client Meetings. I partnered with the CEO and other team members to improve operations, processes, and other business elements.

I administrated company SaaS products, adding, removing, and editing users, accounts, and other entries. I researched new software products, tested them, and if beneficial implemented them in the company. I explored existing software and found ways to use them more efficiently.

I developed, refined, and recorded company processes and procedures. I researched cutting edge business processes and concepts and worked with the CEO to implement them in the company.

I received training in content marketing, email marketing, and exposure to Facebook Ads, Google Ads, SEO, Social Marketing, and other kinds of digital marketing.

I initiated a content marketing campaign on a Facebook group, the first article of which got 25 likes, 11 comments, 1 share, and over 100 people added to a pixel.

Process Specialist

Founder | B2B GTM | Scale without headcount by mapping your playbooks into an AI revenue engine

Be honest - how many Linkedin posts have you seen this year saying that XYZ tech/playbook/widget is absolutely essential to your GTM this year?

Probably a lot

We now have thousands of sales and marketing technologies on the market

And all of them are pitching their solution as best in class

With playbooks, agencies, influencers to sell them

And yes, we have preferred tech vendors

Here's the difference

We don't throw you in canned playbook, we actually look at your Go to Market model before making recommendations

Let me tell you a funny story

I talked with an SDR team that was booking 80 meetings a month with parallel dialers and 10k emails per SDR per month

But 60% of their meetings got disqualified

Why?

They didn't qualify target accounts before doing outreach

Tech and playbooks don't save you deploy the wrong one at the wrong time

So what do we do different?

When you work with us, we start with an assessment

We look at your funnel metrics, your best customers, your messaging/copy, and get input from your team on detailed attributes that make up a great customer

That you CAN'T find in an off the shelf tool

After that we use our knowledge of best practices and tooling to identify the biggest opportunities to unlock more revenue per headcount in your team

This could look like

> Customer analysis
> Serviceable Addressable Market Mapping (because TAM is where you lose deals not win them)
> Target Account Lists
> Automated Contact Prospecting & Enrichment
> Pipeline Validation (we build out a script, test it to book meetings for you, help you take the meetings through completed discovery with next steps, then give you a completed call framework, email sequence, and discovery framework)
> Outbound Sales Team Coaching (Phone first)
> Sales Process Optimization
> Managed Cold Emails & Cold Calling
> Inbound Lead Flow Optimization
> AI Business Case Building (which we used to open a $300k+ opp at UPS)
> Implementation of Nooks, Clay, Evergrowth, and other sales tooling

Yes, we do that under one roof

Yes, it was very hard to find a team good enough to do all of this in one place

If you want to learn more, book a time here: https://calendly.com/b2bcatalyst/your-gtm-system-audit-linkedin
> Cold Email Infrastructure

Scott Martinis

So 6sense released a surprisingly great article embracing the move from intent to signals - but they missed one critical category of signal with serious consequences

Ironically, this effectively admits that their intent data didn’t actually show purchase intent... 

Buuut I won’t knock them for telling the truth even if it's late

Why this missing category matters:

Missing it...

Kills marketing / sales alignment

Makes actual intent modeling extremely hard to scale

Removes the most reliable and scalable form of signals

And is ultimately the reason why I think intent platforms failed in the first place

6sense talks about 2 paths to get signals

“Created/Received Signals come from your own digital properties and systems. Web traffic, product usage, email engagement, CRM data, and more.”

I call these first party signals because you own the data

“Acquired Signals come from outside providers. They give you visibility into activity you wouldn’t otherwise see: content syndication, review sites, publisher networks, etc.”

I call these second party signals because you can’t independently verify the data

The most important category?

Third party signals

Public signals you acquire through structured research

Job posts, news articles, new hires, social content engagement

This category is mostly driven by growth/demand teams reinventing ABM with Clay workflows

5 reasons it’s the best category

1. Anyone can verify the signals

Sales reps trust signals they can see with their own eyeballs more

2. It tends to predict behaviour better

Public content engagement shows greater commitment

News articles either force or show company action

Job posts and hiring demonstrate a willingness to spend money on a problem

3. You can personalize off public signals without being creepy

In fact, you look thoughtful when you do

4. Lack of data isn’t a problem, it’s a signal

No hire = smaller problem

5. It’s already an account-based sales best practice

Adem Manderovic was researching job posts in 2010 to identify in market companies

Christopher Curtis was helping SDR teams overattain when the rest of their company missed… 2-3 years ago

Jacob Karp uses third party signals to build account POVs that guide all of his outbound

Put simply - 3rd party signals make sales and marketing ABM alignment possible by aligning the team around visible signals you can easily act on

If I were 6sense (or Clay) I would find a way to structure 3rd party signal data to combine with 1st and 2nd party data for profile/readiness/interest signals (another great section of the article)

Build modeling against won/loss data

While also figuring out how to surface the data in a way sellers can action in prospecting and discovery calls

Get that right… you finally live up to the promise of being a GTM crystal ball

Founder | GTM Architect | We build revenue engines that work

Evan Dunn

Pixis

Head of Growth

Warmly,

Advisor

Punch GTM

Cofounder, Chief Scientist

GTM Partners

GTM Ambassador

Rep.ai

Head of Marketing

Syncari

Director of Growth Marketing

Airwallex

- Deployed PMF Testing Framework to identify lowest-friction industry/company-size fit for Airwallex’s SMB offering. 
- Led SDR team of 1 (on a PIP) to 5 meetings per day per SDR using validated cold calling. 
- Managed channels for multiple product launches in the US, including
- Identified major revenue leakage points in top funnel traffic and collaborated with global marketing org to resolve.
- Responsible for US strategy and execution of web, paid, SEO, content, social, SDR. Reported skip-level to CEO.

US Growth Marketing Lead

Convoy Inc

- Cross-functional role leading web strategy (56% growth in traffic), advertising (225% growth in qualified leads), and SEO (233% growth). Their current flagship page for acquiring carriers even two years later is "Load Boards Introduction" - see Media. 
- Built project management infrastructure for entire marketing org (35 FTEs). 
- Double daily carrier signups to free app with a simple tweak to on-site widgets.
- Led organic and paid search to become 2 highest contributors of sales opps behind sales outreach. 
- Led advertising strategy and execution, earned 3X budget increase into a $1.2M portfolio. 
- Managed massive 800-page website cleanup project, bringing site audit score to 93%, preparing site for Core Web Vitals update, coordinating 5-person vendor team and 4 dotted line reports. 
- Developed and implemented tracking and funnel frameworks, in collaboration with Marketing Ops and Sales. Pioneered multi touch attribution modeling.

Senior Digital Marketing Manager

Resonance AI

Led company-wide product strategy for Resonance AI, culminating in a massive product launch and the first real customer traction. Oversaw product vision, roadmap, weekly planning and prioritization, as well as product marketing and branding. Honed focus from multi-vertical to single-vertical (media) and infused productive discipline into dev team.

VP Product

Led customer communications as the load-bearing link between product 	development and sales, including customer-facing materials, product demos and co-marketing partnerships. On consultative engagements, directed a team of business 	analysts in support of our customers’ ambitious growth initiatives.

Director of Customer Success

Led consultative efforts with multiple Fortune 1000 customers to support and train digital marketing teams. The wide array of project types included go-to-market 	strategy, sales collateral development, marketing optimization, multivariate testing, competitive intelligence and brand strategy. Created most of these capabilities from scratch.

Digital Marketing Practice Lead

In my own free time

Wrote and performed original Spoken Word poetry to dozens of different crowds of 10 to 500 audience members, in an effort to engage the community in difficult but important conversations; competed in 2012 Grand Poetry Slam in Seattle; organized and emceed Poetry Slam community event in May 2012; speaker at arts workshop; performed as artist advocate for documentary on sex trafficking in Seattle; performed at 2009 "Take Back the Night" event at Univ. of Wash. raising awareness of sexual assault.

Performance Poet

Lean Growth. Agile GTM. Test-and-Learn. Revenue-centric Marketing & Growth Leader with success leading demand, paid, web, PLG, content, & sales dev, through rapid & robust experimentation. Led AI product strategy & dev.

Avid Experimenter. GTM Scientist. Conversation-First Marketer.

Jason Bay dialed TitanX numbers live.

And it made for some good moments 🤣 

One prospect said "Aaaaah" and hung up.

Another picked up in what sounded like a call center, couldn't hear anything, and asked to be removed from the list.

A Google Voice voicemail turned into an actual pickup mid-message. The guy was... not thrilled.

Classic cold calling chaos.

But here's what actually matters:

30 dials. 9 pickups. 1 meeting booked.

That's a 30% connect rate.

Jason's own words: "I've never talked to this many people in like a 45-minute period."

He also admitted he was unprepared for how many conversations he'd actually have. Didn't pre-research enough people because he didn't expect to reach this many.

That's the problem we're solving at TitanX.

Most reps spend hours dialing into the void.

When you're actually having conversations? Everything changes.

Your talk track gets reps. You learn what's landing. You build momentum.

Jason went 0-for-4 conversions early on and was feeling it. Then he booked a meeting and said his first thought was "how can I land another one?"

That's what real connect rates do for your team.

Full video link in comments. Shoutout to 30 Minutes to President's Club for awesome content.

Head of Marketing @TitanX. Create Conversations. Always Be Experimenting. AI + human expert on ABM, inbound, demand gen, pipeline creation, cold calling, SEO, paid media.

The team is at Pipeline Conference right now. 14 meetings booked today so far, though some are from Reese Kerlin and Catherine Park still hitting the phones that normal boring way. 

But for pattern interrupt, here's what we chose to do:

1. AI generated printouts. Yes. Real paper. From trees. Probably uses less tree than the AI queries to get the output.

The logo, company name, a 1 to 1.5 page letter from Joey, and a closing page with a branded custom QR code to our website all produced using Clay to DocsAutomator with some AI queries referencing:

➔ tech stack from job descriptions via Sumble
➔ estimated SDR/BDR headcount
➔ calls with TitanX if any (sanitized for sensitive information)
➔ estimated ACV
➔ SDR/BDR, GTM Eng, RevOps/Sales Ops/Marketing Ops job descriptions
➔ data waste analysis

Are some of the estimates off? Sure. Are there likely some errors? Yeah. A couple of the letter elements didn't insert at all.

But it's a handout that no one else is handing out.

2. GroundTruth for ads within 1 mile of the hotel everyone is staying at.

3. LinkedIn Ads to the city for our GTM functions at accounts that we know are attending. Already had a couple hits from those.

Would've loved to do more but this was a 3 day turnaround. Cheers to Fedex Office for printing 76 unique documents within 48 hours.

We booked just under 30 meetings in one day at Pipeline Conference last week.

And Sam Byassee got lawn-darted.

Success vs Enthusiasm in Different Outbound Modalities (Channels).

AKA what does it FEEL like to be part of winning outbound, given the typical SDR activity set.

AKA the nerdiest video I've done yet.

tl;dr:
📧 Email: Success ↗ | Enthusiasm →
 📱 Social: Success ↗ | Enthusiasm ↗
 📞 Phone: Success ↗ | Enthusiasm ↑
 🤖 AI: Success ↗ | Enthusiasm ~

Some people wonder if TitanX works long-term. 

"Will I run out of high intent numbers?"
"Is my TAM big enough?"

Let's say your TAM is 2,000 accounts. A very modest TAM. 

First, TAM = Total Addressable Market - the universe of potential buying organizations. It should never be measured in contacts. But of course you can estimate number of contacts at each account you want to speak to. This, however, should INCLUDE the number of contacts who can meaningful provide intel or influence deals in your favor or who manage the person who is your decision maker, or are managed by them. 

It's important to remember that if you sell to anyone in GTM, then GTM operations and finance are often influencers. If you sell to anyone back office, then IT and finance are often influencers. If you sell to anyone senior/dir/VP level, then a few C-suite titles are influencers from top down, and the team below them are influencers from the bottom up.

Second, remember you can pivot TAMs. You can build a new list of companies and pitch a new product. Anyone in non-verticalized ("horizontal") b2b SaaS (meaning you sell to a function e.g. HR, finance, IT, ops, data/analytics, sales, marketing), for instance, has a massive TAM. Way too big. Anyone in vertical SaaS has a rather limited TAM.

Third, TAMs evolve. New companies become part of your viable account list all the time, some companies sunset. Are you tracking them that actively?

Ok, so let's say your TAM is 2,000 accounts.

Decision Makers: You can name 3 possible titles that are likely decision makers, and each account has 1 to 2 of those people. 2K-4K contacts.

Champions/Sponsors: These people run small teams of 1 or 2 given the size of the org, and each DM reports to a more senior person. That's 2-3 more; 4K-6K more contacts.

Influencers/Referrers: And those DMs work collaboratively with two other departments, so there are 4-6 additional contacts worth speaking to. 8K-12K more contacts.

Obviously, start with your DMs.

But already we've got 14K-24K contacts. 

Let's say you have 3K high intent contacts in there. If you speak to 30% of them in the first 3 months of outbound, you can speak to those who don't book AGAIN in 3 months. Meanwhile you try the other 2K that you didn't speak with again in months 2 and 3. Speak to those you connect with AGAIN in a few months. Log who they're using instead, when the renewal is, when to follow up, who owns the relevant program/tech/decision.

Even with a limited TAM, there's a couple full time headcount of work here to be done building relationships and conversing with it. 2000 accounts. And if your founder really believes that's all there is in your future, you have other problems.

This is a rather isolated buying group, maybe something like a small HR org in 100-500 employee companies, or a small accounting team. It could easily be expanded by looking at smaller orgs, or larger orgs. 



P.S. These numbers are from Outbound Operators (Ryan Reisert / Ronen R. Pessar).

There is a substantially different FEELING for SDRs who are hitting quota reliably, vs. those who are not.

No "team culture" matters if there is no "culture of success" - everyone can smell layoffs coming when perks and happy hours and gimmicks are the bandaids taped over underperforming teams.

It's a miserable spot to be in.

Below is November to date: 24 meetings booked from Reese Kerlin and Catherine Park, on the phone alone.

They booked 30 from the phone in all of October.

Not only that, but meetings booked to qualified opp jumped 33% from Sep to Oct.

There is no chance they don't keep improving - they have more conversations than teams 5x their size.

This is the momentum effect of a successful playbook.

It feels different.

It feels good.

What I wish I had done with my $1M paid media budget back in the day...

(TLDR; MARKETING SHOULD FUND SALES TECH)

The budgeting mentality in sales orgs vs marketing orgs is soooo weirdly different.

CMO: "what's the cost of this tech?"

CRO: "what's the cost of this tech per headcount?"

Is that good? Is that bad? Not sure. But wildly distinct.

With SDR orgs underneath sales, this has some weird effects:

E.g.
CRO "We need a centralized tool to get signals for our SDRs"
CFO "What's that cost per SDR?"

This is one of the many reasons that marketing should be funding sales tooling. No I'm not crazy. Yes I've worked in big ish companies before with lots of sales and marketing money.

Once I had a $1M paid media budget. 

If I had taken even the smallest sliver and put it over into quality data vendors (very different list back then vs now) and validation (yes like TitanX) and a good dialer, as well as (today) a couple pieces of a signal stack (Sumble API, Clay, Trigify, Usergems, Common Room, Warmly, whatever is bespoke to the industry (those are the best signals)), I would've still had a massive paid media budget 

AND

I would have been funding high velocity pipe creation. 
Quotas would not have been an issue. 
It would free up time for creative SDR experiments like video chat on target accounts landing on high intent pages on the site or in deal rooms. 
It would have meant conversation volume that I could analyze and use to tune ad copy and email copy and blog content.
The list keeps going.

The other reason marketers should fund sales tech is
GTM is GTM.
It all runs together.

Success at the top of the funnel aids all other top funnel efforts. (Rising tides, lifting ships, yup)

Cold calling creates a ton of awareness, with the highest recall possible.

(Recall is a metric B2C folks use to measure the impact of ad campaigns where there is no clear CTA to a purchase - email and ads have way lower recall than a conversation)

And the third reason:

CROs don't really have budgets other than people X pipeline. Which is why they budget per headcount.

They have no real tech budget. And if given, given very begrudgingly. Usually owned by RevOps, who also have almost no budget other than vital tooling.

Marketing is for top funnel innovation. Marketing should hire GTM Eng type roles. 

And Marketing should fund sales tech, at least as it concerns SDRs.

ROCS. 

Gerry Hill and Chris Beall thought of this metric.

I'm still puzzling over the implications.

But I think I'm in love. (Yes when you work in GTM design long enough, you do fall in love with the right metrics).

First: how much does a conversation cost you?

Second: how much money do you make per conversation held?

The first question is simple to calculate, yet most don't. Cost of tech+team+time involved over a day/week/month/year, vs. how many (qualified) conversations the team has over a day/week/month/year. If you're REALLY honest, you include top funnel + awareness marketing spend here as well (ouch).

What we've seen at TitanX is that it can range anywhere from $200 to $2500. 

Per conversation. 

Just for SDR time+tech.

Most are north of $800 per conversation. 

(So yes, buy better headsets for your sales team, they're cheaper than 1 convo).

And also if you do calculate this, it gives demand gen something to aim for in terms of ROAS calc. Especially if you can answer the second question.

Return side: how many qualified new business conversations to get to an opportunity, then calculate down to revenue. 

The result is a truly scalable SDR org.

Can you imagine what that level of clarity FEELS like?

Confidence in hiring. Confidence in direction. Break down ROCS by vertical, SKU, team, rep even - and you know exactly where to double down and where to shore up.

Of course this assumes distributed work among a team of SDRs, which is not so much the domain of email/social any longer and more fit for the phone. But that's a debate for another post.




...Build your house on ROCS. (Couldn't resist)

Been messing around trying to get AI longform video ad makers to play nice.

I think we're pretty close to something here. Time to run it in the retargeting set?

Disclaimer: this AI is obviously not a lawyer.

"Intent data" gets a bad rap. Mostly deserved.

But it makes sense: we all want to filter our market down to "who is most likely to buy."

But like with all words, we've got to narrow down what we mean by "intent."

I usually break intent into three categories:
- 1st party (web and owned engagement signals) = always good, they existed before your linkedin feed got taken over by them
- 2nd party (review sites) = sometimes great
- 3rd party (topical intent) = meh, usually a waste of $$$

But a better framework might be: Behavioral vs Topical.

The real problem with third party intent, which Jason Bay pointed out the other day is one of the biggest scams, is trying to tie the topic of web content, to the identity of a human reader of that content, to the possible behavior/disposition of a business. 

That's a lot of logical (and logisitical) fancy footing.

Instead:
- who is naming your competitors in their tech stacks (fan of Sumble for this)?
- who is active on linkedin? filter for linkedin outreach
- who is active on the phone? That's what we call TitanX Phone Intent

We don't tell you who is likely to buy. 

But we make it reeeeeal easy to ask them.

New newsletter: https://lnkd.in/efniASzg

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