Everyone is special but scaling is about finding common grounds and alignment with product strategy and market dynamics. Many companies find themselves with different Tribes (companies within a company) because of lack of alignment when scaling beyond HQ Country. This session will cover lessons learned in running a sales and marketing organisation with HQ based in one continent and the majority of expansion coming from another. Will also share the challenges in scaling through repeatable sales and marketing plays and alignment.

1. MELINDA CORMIER
VP, Growth Marketing
LumApps
@melindacormier
ALFRED SAAD
Chief Revenue Officer
LumApps
@alfredsaad
How to Run Sales and Marketing
Ops Across Multiple Continents

2. The Top 3 Challenges of
International Growth
Culture Data Trust

3. CULTURE:
the set of shared attitudes, values,
goals, and practices that characterizes
an institution or organization

4. McKinsey & Company have outlined the importance for agile
organizations to create both stable and dynamic practices.
A periodic business review, prioritization of different activities, and
alignment across organizational units (frequently called tribes) are often
together referred to as Quarterly Business Reviews (QBRs).
QBRs can be the cornerstone of an effective agile organization, linking
overall strategic direction to agile organizational units and team-level
backlogs.
Understand the ‘Tribes’
“That messaging
won’t work here.”
Marketing Sales Engineering Finance Legal
“This is how we
do things here.”

5. Hiring &
Retention
People Business
Recognition
Celebrate
Success
Goals
Ambitious but
attainable
Consistent
Management
Roles &
Responsibilities
(
(x

6. Recruitment & Retention
RECRUITING
Focus on culture, community, and vision
MASTERY
Encourage skill development
and knowledge sharing
ONBOARDING
Engage new hires with an orchestrated
onboarding experience
AUTONOMY
Empower your teams to find
solutions
PURPOSE
Clearly define roles and
responsibilities
Your Employees
Losing an employee costs
6 - 9 months of salary
44%
of resignations happen
during the first year
6 to 8 months
for a new hire to be fully operational

7. DATA:
factual information (such as
measurements or statistics) used as a
basis for reasoning, discussion, or
calculation

8. Lagging vs Leading Indicators
Leading
Leading indicators provide benchmarks that, if met, will be
indicative of meeting overall KPIs and objectives. They measure
where your business is going.
● Percent of customers that sign up for multi-year contracts
● Number of customers that renew at or before contract
expiration
● Number of customers that purchase software add-ons,
additional licenses, or other products
Lagging
Lagging indicators measure output that’s already occurred to gain
insight on future success.
● Profit
● Expenses
● Customer participation
● Renewal rates
● Revenue
Lagging indicators are best used in conjunction with leading indicators to determine trends and
if outcomes were met.

9. Review the data
Before making any changes, you must first understand:
Performance
Is the company profitable?
Is my team hitting their
targets?
Team
Who are they?
What are their strengths?
What do they enjoy?
Success Metrics
How is success
measured?
Activities
What’s going on and why?
Objectives
Are we aligned to the
mission?

10. Marketing Metrics to Consider
● Website:
○ Traffic Sources = >60% Organic
○ Conversion Rates = >2.5%
○ Bounce Rate = <40%
● Leads:
○ Cost per Lead (CPL) = <$70 avg
○ Lead Quality = at least 40% in ICP
● Pipeline:
○ Lead to Opp conversion rate: 3-5%
○ Pipeline to Spend ratio = 30:1
+140%
YoY

11. Pipeline Contribution:
Sales Activities:
2 Meetings per week
60+ Activities per week: Phone | LinkedIn | Email
Enterprise Example
Sales Metrics to Consider

12. 50-65% of sales reps on target
4-6x Pipeline to Target @ Stage 3
Lagging Indicators
Sales Metrics to Consider

13. TRUST:
assured reliance on the character,
ability, strength, or truth of someone or
something

14. Build Trust
Say what you mean. Do what you say.
● Lead with data before making any changes.
● Try ‘pilot’ programs to prove out a theory.
● Let your teams find new solutions. Don’t dictate.
● Be humble, authentic, and transparent.
● Focus on the future, not the next financial round.

15. How to run sales & marketing across multiple continents:
Key Takeaways
Create an innovative, inclusive, and
empowering culture
Culture Data Trust
Make data-driven decisions that
support the organization’s vision
and strategy
Become a trustworthy leader and
colleague

16. THANK YOU