Go-to-marketing strategies can differ based on location. If you’re starting a business overseas, you have to look out for certain things if you want the best brand-customer relationship. With Alariss, that won’t be an issue anymore. They help international founders launch their brands in the US. They help build their team, raise revenue, and lead with their product. Join Vijay Damojipurapu as he talks to the CEO and founder of Alariss, Joyce Zhang Gray. Learn why it’s so difficult to enter a new market. Discover how building relationships and partnerships are key to go-to-marketing. Find out some attributes you want in your go-to-market team. Start launching your business with Alariss today!
Listen to the podcast here
Launching Your Go-To-Market Business In A New Market With Joyce Zhang Gray From Alariss
I’m super excited to have a fellow San Francisco Bay area member on the show with me, Joyce Zhang Gray, who is the Founder of Alariss Global. She is with me. She has obliged to be part of this show. I got introduced to Joyce by one of my earlier show guests. I looked up Joyce’s profile, and it stood out. It’s a unique profile. Talk about Ivy League. She has checked the mark for the Ivy League background and Harvard undergrad and Stanford MBA. After that, she’s got a very varied offbeat track, but it all laid the right stepping stones to what she’s doing now. With that, let me welcome you formally, Joyce. I’m super excited to speak with you.
Thank you so much, Vijay. Thank you for the kind introduction and for inviting me to your show.
It’s my pleasure. We should talk about this at some point in time in our show. You’re a former employee at Y Combinator. You’re the first business person at Human Interest. I know someone at Human Interest. It’s a great company. They allow what they’re doing in the mission. You did that. After that, you took on roles outside of the US, which is in Asia, and tried to build the go-to-market functions. You also played the role of a UN ambassador. Did I get that right?
The timeline and the titles might be a little bit off. I worked for the World Bank. I also worked for the Federal Reserve, which is the central bank of the US. That was earlier in my career. During that time, I was overseas. I worked in Africa, Latin America, and Asia on behalf of American tech companies launching in Asia. At Human Interest, I was the first employee, not just the first business employee. I started talking to them in the midst of Y Combinator. I joined right after they finished YC, and we could be off to the races. I’ve experienced the depth and breadth of big companies, small companies, government agencies, and the US, as well as many other countries. I’m delighted to share some perspectives on this show.
This is all in a very short time span as well. This is super impressive and inspiring.
Thank you. I don’t know if it’s that short. I’m not as young as I used to be, but I appreciate the compliment.
I’ll start off formally here. I always start this with this question with all my guests. How do you define go-to-market?
I define go-to-market as the core function of a revenue-generating business. It is how you get to and appeal to and deliver value in many ways to your customers. Go-to-market will oftentimes be sales and marketing. Sometimes it’s customer success as well because it also involves upselling. Much of the revenue generated by many companies, especially B2B companies, is through expansion revenue, not through new revenue generations. Go-to-market covers all these functional areas and more.
I completely agree with you. I would also expand and add products. This is something that I see a lot of functional leaders at small companies or even startups and large companies. They miss the holistic piece, especially in a technology company, a product-based critical role in go-to-market. The big trend that’s going on in the industry nowadays is the whole product-led growth. If you talk about go-to-market and lead product, that’s a big wide. I completely agree. That’s something I’ve seen play out, which is strong and impressive go-to-market leaders cross-functionally across these functions. It’s marketing, sales, revenue, customer success, and so on.
Having a great product that customers want to use, delights them, and want to share is what one assumes. In many companies or tech companies, you can divide it into two categories. It’s either the people building or the people selling. They’re selling what someone else is built, and the builders will continue to build and iterate based on what can be sold. It’s correct. I would also say even with product-led growth, it would be a misconception that the products can sell itself.
I know a lot of amazing tech founders who assume, “If I build it, they will come.” People need to learn about the product somehow. That’s where I focused on the other functional areas when I described go-to-market because I was assuming that there would be a preexisting product that’s very strong as a baseline for what’s needed to go-to-market.
With that, you mentioned the words sales and selling. Tell and share with our readers the story of what you do now and what led you to start at Alariss Global.
I’m the CEO and Founder of Alariss Global. As a CEO and Founder, you’re the company’s first line of defense for sales and the last line of defense for sales. Most tech founders go into selling or building, but for the person on the business side, especially the CEO, some of the major responsibilities I have and that other CEOs usually have would be customer acquisition/go-to-market. This can include managing marketing, sales, and account management.
The other piece is internal recruiting. That’s incredibly important, building your team, which is also another form of sales. Selling people on your vision and a career with you is highly important. Finally, it’s fundraising, which is another form of getting capital into the company so you can continue to grow. Those are some of the major responsibilities. There are other things, business operations, finance, and everything else that go into the CEO’s role, but those are the ones that are most relevant for this conversation.
You also asked why I started Alariss Global. I started Alariss Global from a place of real need. I, myself, was launching companies in other markets, going overseas, and realizing how inefficient it was and how I was not most equipped to be able to launch as effectively as I wanted to. When you’re in a new market, you have to learn and get up to speed quickly. You might also be operating in a market where you don’t speak the language. You don’t understand the culture. You don’t have connections locally. It’s a long and very manual process of building your brand and credibility, building your networks, figuring out how to partner with the right lawyers, accountants, and recruiters, and finally, building your team. After you build your team, you can start generating revenue and attracting your customers.
I thought that a lot of this could be a leapfrog, especially with modern technology. Why have an ex-pat go into a market they don’t understand and spend a lot of time and money effectively when you could immediately spin up a local GTM team, a Go-To-Market team that is highly specialized, highly professional, and knows exactly what they’re doing, and they can start generating revenue for you from day one? That was a lot of the impetus behind Alariss Global. I wish Alariss existed for me when I was doing this. Because it didn’t exist, I thought I would build the solution for everyone else.
That’s a story of all the successful startups where the founders experienced paying themselves. They did some quick early market research and found that, “There are no viable solutions, so why don’t I solve this problem?” Can you expand on that? I also want to emphasize that because one of the core audiences for this show is the founders and aspiring founders. What led you to that decision point where you felt that this was a pain point and a large business problem with a huge turn and opportunity?
It was clear to me that it was a large pain point that I wasn’t the only one who faced when I had friends who reached out to me. The light bulb moment for me was when I had consistent outreaches from many different types of people and friends who are founders across India, China, and other markets who would ask me for connections or referrals in the US because I was perhaps one of the few or most trusted American friends that they had. I could empathize with and understand them because I had lived and worked with them before in those markets. It was a good reminder to me.
Sometimes as a founder, this is your own form of go-to-market. It’s your personal brand and network. Oftentimes, for founders, who’s going to trust a no-name company out of the blue? It’s usually going to be your friends, your family, and the immediate network that gives you that benefit of the doubt and knows you and your reputation so they can take a risk on you. Once you have those early believers, it does accelerate to something more.
That was when I first thought a hint that this was a large and very strong pain point that many people I knew faced. I did a bit more research as I was helping my friends and found other people who faced the same problem. I started to scale it and began Alariss more as a consultancy with always the belief that I would turn it into a tech company. As a consultancy, it gives you a few benefits as a founder. Some people call it bootstrapping, whatever you want to call it. It does give you revenue right away. When we talk about go-to-market, the single source of truth is following the money or where the money is.In go-to-market, the single source of truth is to follow the money. Click To Tweet
People can tell you all sorts of things. They can tell you, “Your product is amazing, Vijay. This is so revolutionary. I love it.” They tell you all these nice things, but they’re not willing to pay you for your product. This is great. This feedback is very flattering, but it doesn’t pay the bills. It doesn’t lead to a viable company. You need more than just people who will tell you what you want to hear. You will need them to tell you what you need to hear. Sometimes what you need to hear could be things like, “I would buy it, but these are the other competitors that I’m looking at or other vendors that are offering something similar.” Maybe the price point isn’t quite there, and then you start to hone in on it.
When you start getting people paying you for that, that’s when you know you’ve hit upon the true hurdles that you need to gravitate towards. Even when building a startup, I started it as a consultancy because I wanted to see what is painful enough that people will part with their hard-earned money and give it to someone else to solve for them. Finally, within that realm of different things that people find painful enough that they’ll pay for it, what is something scalable and repeatable that I can productize? That’s how I came to build GTM teams.
It reminds me of the time when I started my consulting company, which is Stratyve. I was not thinking about starting or doing anything around consulting and offering GTM services. About a couple of years ago, someone reached out to me and called on LinkedIn, and it turns out that the founder had this company based in India. They were looking to do a go-to-market entry in North America. They needed help building what should be the go-to-market plan, the business case, the positioning, the messaging, the target users, and the use cases. That was inbound. I was thinking, “I don’t offer this for free. I have all these skillsets, but you need to pay for it.”
Going back to your question, people will seek advice, but are they willing to part their hard-earned money? In this case, he said yes, and that was a quick validation. I said, “It falls in line with what I’m known for and what I enjoy doing.” People are willing to part their hard-earned money. We’re completely on the same page. As part of market validation, are people willing to spend on your services or products? That’s fundamental, especially in the early days. That was a core piece and the driver. You got the business validation around incorporating and why you started Alariss Global. Let’s expand. Who are your customers? Who do you serve? What products or services should they be coming to you for?
Our customers are some of the most ambitious and globally-minded tech founders as well as executives based all over the world, outside the US predominantly, who want to go-to-market and expand their team into the US. We say we’re a global expansion company, but our main focus is US expansion. It could be a founder based in Bangalore, Tel Aviv, Beijing, Cape Town, or Sydney. We’ve worked with clients on every single continent.
We’re very lucky to have had that opportunity. The pain point we’re solving is they want to grow their revenue. They want to enter new markets because it’s about customer acquisition and growth. Sometimes, you’ve either saturated your local market quickly. Let’s say you’re a Singaporean or an Israeli company. The market is quite small in your domestic market, so you start thinking overseas fairly quickly.
You could be a company that’s based in a very large market. Let’s say you’re based in India, but perhaps you’re a B2B SaaS company. You know that the B2B SaaS market is a bit more limited in India than in the US. It could be that you are already a unicorn, and you have tapped into or exhausted almost all of the markets in your domestic market already. Onwards and upwards, you want to IPO. If you want to IPO and become listed on NASDAQ, then you probably do want to have some presence in the US. Those are usually the types of customers we’re serving, the pain points they’re feeling, and their ambitions and motivations for why they want to work with us.
What is Alariss Global’s go-to-market strategy or plans if you can share that? You need to spread awareness. You also need to talk about, show and display your credibility, expertise, and case studies. What is your go-to-market? What does that look like?
One thing I want to emphasize here is that our go-to-market has dramatically shifted and changed as we’ve learned things and become more aware of our own capabilities and limitations in these markets. We started off with a lot of experiments. That’s something I want to emphasize to every founder. You don’t know what you don’t know, and just because it worked for someone else doesn’t mean it will work for you. If anything, if it worked for someone else, it might mean that there are no more opportunities for others who are later joiners to copy what was done previously. That’s something I want to emphasize. It’s important to read all these growth handbooks. It’s important to listen to shows such as Vijay’s, but you have to figure out your own path in this journey.
I looked at a lot of benchmarks, but the difficulty is we’re defining a new category. We’re not helping American companies launch overseas, which is what most of the benchmarks I saw did. We’re helping overseas companies or international companies launch in the US. Still, I tried a lot of the same tricks of the trade. I looked into SEO, Google ads, LinkedIn ads, used social media, some outsourced SDRs, and all the different tools and tricks. The vast majority did not work. Luckily, two things did start to work. One was referrals and word of mouth.
That, as I mentioned early on, is always valuable. I was lucky to have a deep network already in the tech sectors of a lot of major overseas tech hubs. Getting friends to share news about me and offering very big discounts to the first customers so they could test out our products, give us feedback, and work with us, started to work a little bit.
Another is we would ask for referrals from the customers we worked with to new customers. Finally, we started to hit upon looking through channel partnerships. Channel partnerships are very difficult. It’s now become one of our main growth channels, but at the beginning, it was difficult because selling to a channel partner is even harder than selling to a customer. You’re trying to convince someone to open up your Rolodex to me and put your reputation on the line so I can have a shot at your customers. That is a hard sell. You need to first build up credibility. It’s important to go first through some referrals. We found a bottoms-up approach worth quite well for us.
If we had portfolio companies from a particular venture capitalist that liked us, we would ask them to share and promote us to that VC. Later, the VC would come to us and say, “A couple of my portfolio companies mentioned that they liked working with you. Maybe we should have a partnership or a volume discount for my portfolio company.” The channel partnership then starts to make sense because you’re not just a no-name risk that they’re taking that could impair their credibility. You become an augmentation of their brand and their reputation.
If they already know that companies they’re affiliated with or working with like you and trust you, then it’s very easy for them to come in and partner with you, and even better if they can take credit for negotiating a discount. It’s a win-win on all sides. You get the deal flow and save costs on your GTM because referral revenue comes with a much lower cap than a lot of other revenue. They also win because it makes them look good, and this is something their partners, customers, and portfolio companies want anyway.
If I had to summarize your go-to-market, initial traction, an initial set of customers, and leads that came through your own network, how you got started is you tried SEO, outbound, and so on. You would build your traction through word of mouth, your own network, and then referrals. It’s the same playbook. It’s the same thing for the channel partners. I’m a big believer. All the prominent startup advisors say the same thing. If you’re a startup, do not lean on channel partners as your primary go-to market. That should not be the first source.
You validate that thought process once again. For all the founder readers over there, this is the real mantra. Don’t lean on and pitch to your investors that you’re leaning on a channel partner as one of your good market strategies, not initially, at least. In your case, it came through reference. It came inbound. In this case, it was a VC who invested in one of the portfolio companies. That was your customer.
Another thing I would point out here is that it is very challenging. I know how it feels like a chicken and egg problem. If you are trying to build a relationship or a partnership from scratch, but you don’t have those, how do you build it? If you can’t build it because you don’t have preexisting relationships, it feels like an impossible task. Things do evolve. You work with a combination of the tools you have at your disposal and what works.
I know other people who have amazing networks, but their network is irrelevant because they’re building a B2C product. B2C is all about customer acquisition and user acquisition at a massive scale. Just because you know a couple of friends from business school doesn’t mean you’ll suddenly get a million followers on your new social media app. It does depend, and that’s also why I mentioned a lot of go-to-market is highly personalized and individualized.A lot of go-to-market is highly personalized and highly individualized. Click To Tweet
What I’m sensing, and for all the readers out there, is that this is not your traditional product or service. It’s almost like you are building a platform play here. It’s a two-sided platform. The one set is your customers. The other set is all the salespeople across the different calibers and roles. Share your story about how you’re thinking about this two-sided marketplace. Going back to your chicken and egg analogy, it’s the same thing. How are you managing and maintaining that two-sided marketplace growth?
This is where it’s interesting because a lot of marketplaces have elements of both B2B and B2C. For a B2B marketplace, they still usually make money from the 2B part, but it is still important to have the 2C part. Many people liken this to building two companies at once, which is why marketplaces are incredibly difficult to build, but they are very difficult to unseat once you’ve built it. It’s a hard business model, but once you’ve cracked the code, it is something that is incredibly valuable and hard to copy. For the chicken and egg, I think about who is paying for this.
It goes back to what I said earlier, follow the money and the source of truth. I analyze the market. The job seekers could potentially pay, but most of the time, they won’t. Very good candidates don’t need to pay to get a job. If you ask someone to pay, you might not be getting the best candidates. Secondly, if someone doesn’t have a job and is looking for a job, they inherently have a limited ability to pay. By charging one side of the market, you are limiting and restricting your pool of supply, and you are getting worse supply. It was clear that that wasn’t going to be the angle we would tackle. We then looked at the 2B part, which we always suspected was going to be the better side to charge. The 2B side has high amounts of skepticism.
It’s this concept of how you get someone to part with their hard-earned money, especially if they’re founders and people who have to be frugal and scrappy. What value can you demonstrate to them? What can you show them as value? That is important to understand what value you bring to your customers. For them, the value was something that was difficult for them to get access to themselves. It was revenue generation quickly in a market that was highly important to them, with people that they otherwise didn’t have access to because it wasn’t within their network. We started by thinking about seeding this side of the marketplace as the most important. If you seed the 2B side of the marketplace, if you have great employers and jobs on your platform, the job seekers will come to you and be more likely to trust you. That’s what we did, and it started to play out.
You hit upon key points there, Joyce, especially in a two-sided marketplace. It’s about who will see the value and who will part with their hard-earned money. That’s where you go. That’s a B2B place or the play. The B2C is building your network of salespeople. Do you specialize in a specific industry? How do you build an asset, that sales talent pool?
That’s a great question. That’s more on the product side. To our earlier point, product-led growth or having the products involved in the GTM is highly important. Assessing the sales talent is part of the reason companies use us. Like I said, it’s core to the product that they believe this is a marketplace of competence and trust that we, with our experiences in the US and our networks, know how to both attract the right types of people and screen and filter out those who aren’t so great. We have a combination of online assessments as well as phone screens and interviews that we do.
We usually look for a couple of key things which are incredibly important when founders are looking at building out their go-to-market team. We look for intrinsic motivation and drive. Sometimes some people can call it hustle. Startups love that phrase, so I’ll call it hustle. For a startup, why I say intrinsic motivation drive is because it can’t be as simple as your boss telling you what to do and looking over your shoulder, or you get paid a lot of money, and therefore you are doing it. It has to be something more because sometimes startups don’t have a lot of money, and founders don’t have a lot of time. Management can sometimes fly out the window, and people need to be self-motivated.
The second thing we also often look for is the ability to communicate well. I know it sounds so simple, but for someone in a go-to-market function, it’s critical. It can be verbal communication or written communication. Also, it has to be effective asynchronously because the founders we’re working with are usually based overseas. There are many time zones that separate them from their American GTM team. Even in the US, if you live in Hawaii, New York, or Colorado, those are all different time zones. Even for our team, we’re distributed across multiple time zones because most of our team is either on the East Coast or the West Coast of the US. There’s a three-hour time difference.
You want to be respectful of the time. For example, it’s 2:00 PM in San Francisco on a Friday. I know I’m going to stop messaging my US team on the East Coast once I’m done with this show because it’s going to invade their family time and their weekend time. I don’t want to do that. Communication is important. The last piece I said, which also ties into communication, is empathy. Empathy is so incredibly important. Like the example I gave, I don’t want to impose on people on their personal time and family time if I can help it. I’m empathizing with them because I want to know how I would feel in a situation. I also want to know how I want to treat others.
It’s so important for GTM talent to have strong empathy. Also, it goes beyond just working with clients and customers and getting their trust, but also working with diverse and global teams. It is important to be empathetic and patient because there are times zone and cultural differences. Sometimes you have certain situations that pop up that are less than ideal, but you need to empathize. If you always put that thought at the forefront of your mind of, “Everyone’s working hard. Everyone’s trying their best,” then even small things or mistakes can seem very immaterial.
Those are all great points. The more I listen to your story and approach, I’m being reminded of these unicorn companies like HackerRank and HackerEarth, similar to what they’re doing for developers and helping these employers find great developers. You’re doing a similar playbook for sales.
We are, in some ways, like the inverse of a lot of these developer companies.
Let’s switch gears a bit over here. Can you share a success or a failure story? It’s up to you what you want to share. I don’t expect you to share anything confidential and private, but if you can share a go-to-market success, not for Alariss Global, but for one of your customers, like what the situation was. Have you helped them in their go-to-market in a new market?
I’ll do that. I’ll share success. Those are always more fun. I’ll keep names and privacy intact. I’ll make it a bit more anonymous. We have worked with quite a number of different companies all around the world. In one company we work with that’s in the industrial automation and AI space, the team had tried for many months to hire someone in the US but was unable to. They were starting to fall behind because it was a venture-backed company. They were at the seed stage. The problem is the longer you delay being able to deploy that capital, and nowadays, when founders raise money, 90% of it goes towards the headcount. Very little has to go towards other things like where you pay a little bit of your cloud subscription fees to Heroku, your CRM, and G Suite or whatever. You buy everyone laptops.
Beyond that, especially with distributed teams, what else are you spending money on that is on compensation, bonuses, and benefits? They were having a hard time hiring someone, and it was frustrating them because they were starting to miss their revenue targets because it was taking so long to get someone in the market. The founders themselves were already fully at capacity. They couldn’t keep being the only salespeople because sales and go-to-market can accelerate. It can grow exponentially, but it is still going to be limited based on the number of go-to-market people you have on your team, especially for B2B of a certain ACV above $50,000 a year or so. A lot of decision-makers and a lot of your buyer persona expects to be able to talk to someone and have their questions answered.
It was starting to be frustrating. The hero in the story here was that they found Alariss through a referral. They started working with us, and we were able to get them the right person and get that person onboarded within a month’s time. To some companies, it might seem crazy like, “I took six months, and it only took a month.” Keep in mind that the American labor market is incredibly dynamic, and salespeople are good at selling themselves. If they can’t even sell themselves, how can you have confidence they can sell your product? A good salesperson, if they’re on the job market and are actively starting to interview, can get competing offers and other offers within two weeks. It’s important to remember this is dynamic. It moves quickly.
It takes a month from start to finish, starting with sourcing, screening, and attracting the salespeople and all the interviews they have to go through back to back with the different founders to finally offer letter negotiation and then onboarding. That is a lot of work to pack into one month, but it can be done, and it should be done because the longer it drags out, that means perhaps the company wasn’t moving quickly enough and wasn’t making decisions fast enough. They were losing a lot of candidates in their pipeline.
Perhaps they were working with the wrong sourcing partner or strategy for finding candidates. Whatever it is, it could be tough. After the person started working for the company, and it was a great mutual fit, the person had the exact engineering but also sales background that the company needed, and the company offered this person great growth and trajectory for advancement that the person couldn’t otherwise get from staying as a mid-level or mid-market AE or senior AE at a much larger company.
Becoming the head of North America right away for this company was exciting. A few months in that this person was hitting, achieving, and exceeding revenue targets, the company wanted to hire more people, and then they were able to use this momentum, and the revenue that was being generated to close a very sizable series A with an American investor, even though this company was headquartered in another market and the founders because of travel restrictions were unable to come to the US at the time.
That’s a great win-win story there. It’s a win for Alariss, but clearly a win for the salesperson who got hired. He or she’s on a different growth trajectory, and for the founders as well, because that whole approach of working and partnering with Alariss led to them raising series A in the US market from a US investor.
Let’s switch gears again to a different topic. You have a wide network from your undergrad and grad schools, and you work with different organizations and communities. If you were to share some of the best practices and what resources you lean on, be it podcasts, books, communities, or mentors, what resources do you lean on for your personal and professional growth, especially given how stressful, but at the same time, fun the founder journey is?
The founder journey is stressful. You’re right in that. I’m lucky my husband has been such a bedrock of support for me from the beginning. He was my boyfriend at the time when I started Alariss. I quit my job and started Alariss. It was all these highs and lows. It was a bit of a strain on our relationship at first. We had been dating for a little bit, but it was probably a side of me he hadn’t yet seen how high the highs can get and how low the lows can get. I’m so lucky that I have his support. That means the world to me, and it means a lot.
With other people for inspiration, I have a couple of other friends who are founders that I will text or call up. Everyone’s busy, but people make time for each other. I’ve been so touched and floored by how generous people are with their time, even though it’s limited. I remember, in particular, some of my female CEO friends are ones that I found I resonated with even more or others who are minorities and are founders in the US because there is a special shared experience. There are certain elements that are unique. For example, I had my first child while I was running Alariss and while I was fundraising.
That is a different perspective when you ask a friend who’s been through pregnancy, hormones, pitching, and fundraising than if you were to ask a founder friend who had never been pregnant before or was a male and had gone through pregnancy vicariously perhaps through his partner, but hadn’t experienced it himself. It’s incredible to find a community and find either comfort, solace, or advice. Finally, my team has been great. I am so appreciative of how hard they work and how much they care. It makes me want to be a better leader. It makes me want to run a better company because they believe in me.
I’m so happy and grateful to you and the people supporting you. This is fundamental where you have “the right set of support system.” Things are unique when it comes to women founders and women leaders. They have their own unique set of challenges. As a man, I can “relate” to it, but it’s not the same thing. My wife and I have these conversations as well. She keeps sharing these experiences that she’s seeing at her workplace, and it’s different.
I completely respect that. Kudos to you and all the support systems that you have in place. We’re wrapping up. Coming to the final question here, if you were to go back in time and to the day one of your go-to-market journeys, possibly, maybe it’s that first day at Human Interest if I have to recall your career path and journey, what advice would you give to your younger self?
The beginning of my go-to-market journey was when I was living in China, working for an American tech company. This is right after I graduated from Harvard with degrees in Economics and International Relations. I worked at the Federal Reserve, which is a perfect fit for my degrees because it combines economics and international relations because I was working on a lot of policies that pertain to our international stakeholders and partner central banks around the world. I go from this very ivory tower, high-level policy, intellectual stuff. Most of what I did was memo writing and research, both in school and at work. I show up in China, and I have this glossy notion of what my job would be.
It’s going to be like I’m a diplomat in some ways. I’m coming as an American to China to build offices in China. I had never worked in business before, so I had this conception that it was almost like being a diplomat. You go, spread around the country, meet people, and shake hands. It’s great. I showed up, and they said, “Your title is sales director.” I said, “What?” I had thought at the time, as perhaps a lot of people who go to these types of universities do, I thought sales was a dirty word.
It’s that guy who keeps trying to push the used car sales or random people following you on the streets, trying to hand you flyers, trying to push things on you that you don’t want. That was what I thought sales was. I started off being a little bit apprehensive, and I didn’t even want to say or admit that I was doing sales, but that’s what it was. When you’re growing a business overseas, that is exactly what you’re trying to do. You’re trying to sell the company and the product in a new market.
Later on, over time, I embraced it. Now I have tremendous respect for it. I use the word sales all the time. I own it. The core piece of my responsibility is to sell the company, the vision, and our product. At the time when I was first beginning, I had too many apprehensions. That’s something I would want to share with founders and especially those who find themselves in a GTM role. The only reason people look down on sales is because a lot of people give it a bad name, but like anything in the world, that’s meaningful if you work hard at it and are good at it. This is a crucial function. It’s a crucial skillset to have.
That’s a great piece of advice. For me, I was having the same notion, plus I was also having a fear of selling. I started my consulting company Stratyve, reached out, and spoke to a different set of people because I needed to wear multiple hats as a consultancy service delivery person, but at the same time, marketing and even different functions within sales. You got the outbound, the BDR piece, and then you have the account executive piece who is negotiating and closing. I was also studying top-tier salespeople, and a common theme that surfaces, and I’m sure you would agree with this, is that great salespeople are great listeners. It’s completely contrary to the popular notion that’s being floated out in society, which is salespeople talk and talk. On the contrary, great salespeople listen more than they talk.
I agree. You’re a very good salesperson, Vijay. You’ve been a great listener. Thank you to everyone on this show.
Thank you for your time. I wish you and your team the very best. Thank you so much, Joyce.
Thank you. You too. Take care.
Love the show? Subscribe, rate, review, and share! http://stratyve.com/