Prakhar Jain has a track record of overachieving quotas (QoQ) consistently from past 5+ years by 200-220%, with a knack of experimenting and converting worked experiments into a process that can scale. Currently leading Global Sales with a 15+ member team.
Listen to the complete podcast here:
In this episode, we got insights from Prakhar Jain on the following:
- About Inside Sales and in what parlance do people think of it as working?
- How Whatfix foresaw the growth in the past few years by scaling Inside Sales?
- How Inside Sales has evolved over a period of time and why it is becoming more and more successful globally?
- What type of companies is a great fit for Inside Sales model?
Can Inside Sales be used when selling to Fortune 500s globally?
Topic: Does Inside Sales work for Fortune 500s?
Speaker: Prakhar Jain (P.J)
Host: Nikhil Premanandan (N.P)
N.P: Hello everyone, welcome to our weekly episode of Limitless Podcast. A place where we bring together global leaders in sales and marketing. My name is Nikhil and I am the host of Limitless Podcast. Today, we have Prakhar Jain with us. Prakhar, say hi to our listeners.
P.J : Hi guys, thanks a lot Nikhil for hosting me.
N.P: Well, the pleasure is all ours, Prakhar. So let me give you our listeners a brief introduction about you and then we take this conversation further, alright. Prakhar is currently the associate director of sales at What Fix. He is the first employee at What Fix and has recently celebrated his 5th year anniversary with them. He’s a brilliant sales leader and he keeps posting amazing content on LinkedIn. You should actually follow him on LinkedIn and understand the sales process that he follows. He has actually developed crazy rich potentials on LinkedIn. So once again welcome, Prakhar, on Limitless Podcast.
P.J : My pleasure, Nikhil, thanks a lot.
N.P: Yeah, so I’m dying to know about a little bit more about What Fix and what is What Fix and what do you guys do? What is What Fix do? So can you tell us a little bit more about that?
P.J: Absolutely. So you know when we started we were compared with a lot of overlapping solution and we used to be a training software, and on-boarding software, and performance support solution, a customer experience software and so on because we did not play in a new category. But recently, Gartner has recognized this category of product and called it Digital Adoption platform. So we are a market leader in the space what Gartner has coined calling it Digital Adoption Platform. Now, what it does is basically we have a layer of technology that can be overlaid on top of any web application in the world and can provide the end-user contextual guidance. So say for instance, if Hippo Video is an application that your customers are using and they want to create video sequences on how that needs to be added as a part of their current outreach sequence, now there are some steps that they need to take. So that they need to go to somewhere you know… Hey, can you still hear me, Nikhil?
N.P: Yeah yeah, I can still hear you, yeah.
P.J: Great. So you know let’s say they need to go to a particular step, go on step by step and then complete the top. Now, in an ideal world, you know some users are smart enough to figure that out themselves. In a second scenario they go through your support section and figure that out. In a third scenario it’s your customer success team engaging them, right. With What Fix, what you can do is you can make your product sell so because you can have that layer of technology which step-by-step guide your users and tell them what exactly needs to be done all in real time while they are doing it so that’s exactly what we do in a nutshell.
N.P: Awesome awesome. So when was this particular category created the digital adoption platform?
P.J: So this has been uh you know Gartner published a report and the about six months back when this happened. When you know we were recognized as a market leader in this space considering we are working with 100 fortune 500 companies globally.
N.P: Awesome awesome, really great news, I’m happy for you guys. So where this What Fix currently have you guys raised money and how much have you raised?
P.J: We currently stand at about eighteen million dollars in funding. We have some our key investors are both from US and India backing us. So we have F Prime, H Road ventures. So all of are supporting in this initiative. At this point of course you know with more growth on the cards there might be room for further expansion.
N.P: Awesome, great news great news coming in, awesome. So I was going through your bio there and then I understood that you started, you were the first employee at What Fix and you started out as an inside sales lead and now you know you are the Associate Director of Sales. Alright, that is you know a great journey. Can you take us through your journey a little bit?
P.J: Oh absolutely. So it’s been one hell of a journey and you know it usually becomes that when you’re actually you know engaged at an early stage and when things grow and of course a lot of processes changing and things evolve with time. So I joined at a time when we had four to six customers back then if I recall. We used to get about two leads a week you know both gmail addresses. Of course we did not have a process set up in place, no specific marketing done. So these users were finding us somehow incoming on the website. So from that time of you know we’ve been able to sort of together work on this journey will not only have the acquired customers consistency but now have kind of a process where we now have a you know 30 odd member team replicating the same process at sale. So ranging from the time when we had four to six customers to the time now that we have 650 to be exact you know it’s been one hell of a journey and you know it’s a long story and journey about what changed and how things evolved in each of the different processes. You know not only you know the sales process itself but so many auxiliary pieces that also needs to contribute to the growth of an organization. I mean I can keep talking on it for an hour but I would like to keep it short for the sake of this session.
N.P: No problem at all, Prakhar. We would actually like to share that as well but then probably on a different call per se. But I just wanted to understand a little bit more about the digital adoption platform space itself? Alright, like I understand, so initially people were comparing you with training software and everything. So when you talk about differentiate, alright, so between our training software and your disruption software. Now there could be one particular differentiator on the feature and the value and the benefits that you guys give. Also, there could be a difference between you know the type of companies that you target you know as your ideal customers, so your ICP typical. So what are the difference when it comes to training software versus a digital adoption software and who you know… And if you could go a little bit more into who your ICP is?
P.J: So at a higher levels you know first I’ll give you the differentiation between a training software and a digital adoption platform. So a training software is independent of any application first of all. The idea is that you know you’re creating courses for people something like a learning management systems which have been existing since the time eternity and you know the idea is you know you have courses in there, you want users to complete courses and you assess them, basic certification and so on. That’s one version of training software, there can be so many more. But the biggest difference between a digital adoption platform and a training software would be that even to access the training software, it’s a separate software you need to go to. On an average when you’re using 15 to 20 applications on a daily basis in a sales role, it becomes highly impossible for you to remember, go to that software, complete a course, and come back. A digital adoption platform basically live on the application. So if you have queries on top of Gmail, the digital adoption platform will actually reside on top of Gmail. So you’re not leaving the application in going out, that’s the biggest difference.
Second is you know it can actually help to accept all the queries, all the how-to tasks that you’re unaware of in real time. So rather than you having to read over both article or watch a video because there is no easy way to figure out that the answer to your query lies at the 18th minute of a 30 minute video, you will still have to watch the whole thing. So the idea is that provide users with bits and bite-sized information in those how to query and those how to queries are again walkthroughs which are a series of bubbles that hand hold users to perform at the same time. So that’s happening on top of the application.
So in Gmail, if you did not know how to you know grant access of your calendar to everybody in an organization, one way is to go to help.support.google, figure that out by reading an article or What Fix’s walkthrough can take you there and help you get done with it. So that’s the biggest difference between a digital adoption platform and a training program.
N.P: So the entire education becomes a little more contextual, a lot more contextual.
P.J: Absolutely, very contextual.
N.P: Exactly, awesome.
P.J: Sorry, you go on.
N.P: So just to ask you know another question, and we will talk about the ICP a little bit later, but just to understand this a little bit better. So ideally you know when on-boarding new employees, companies, every company has this on-boarding and this education series, where they tell them about the tools, the software and everything that you need, and you know there is a little bit of paintings required. But then when it comes to let us say bigger companies, let us say we are talking about enterprises where you are having you know employee count in thousands. In that particular scenario, this would be ideal. Am I correct to say that?
P.J: That is absolutely correct, N.P. So you know think at a scale, so I wanted to give a very lame an example to our audience so that they get an understanding of what we do typically but the use case becomes massive at a scale of when you are looking at 10,000 users or sales force. Now imagine those 10,000 CRM users are not going to be in the single location in the same office. They are global users spread across you know multiple countries and then you have a team of trainers trying to engage them and provide them training, you know keeping up the pace with the training basically whenever you make any new releases. So that’s a nightmare when you are actually doing that at scale. What Fix actually solves that problem because you don’t have to worry about time zone differences, you don’t have to worry about anything else and you know because of all the help that you need is all available just in time, real-time, all now. And that’s what makes this a very very great fit or mainly fortune you know 500 to global 10,000. So that’s our ideal customer profile in terms of the accounts that we target where each of the foreign companies, because each of these applications are multimillion-dollar deployment, and you know none of the organizations want that after spending so much, nobody is using the software. So you want to make sure you are realizing the return on your investment and once it is that you know insurance plug-in as we like to call it, just to ensure that you know you are getting the return on the total investment.
N.P: Awesome, that is a brilliant term that you have find there, insurance plugin. I would like to understand a little bit more about the entire sales team. So how does it structure and what is your sales process like? Alright because you know the interesting factor is, you are going after you know the global 10000 and you know the Crème de la Crème that is the fortune 500 companies. So what is your sales process like, and how have you you know divided your teams? We’ll go little bit more into that.
P.J: Sure, so we have a 40 yard sale structure, okay. We have a team of VDR, SDR, Account Executive and then Strategic Account Executive, okay. So I’ll tell you how that looks like and I’ll give you the definition of each. So anybody who is doing cold calling cold emailing on these accounts that we want to focus on. So this is a team who does everything related to prospecting and demand, okay. Then we have a team of SDR’s who actually work on setting up meetings and appointment. Now this team would actually be responsible for the discovery process. So we have tons of leads actually coming in through different channels of marketing to inbound as well and this would be the team responsible for making the first connect and you know doing an advanced discovery of the thoughts just trying to understand them, this is budget, authority, need timeline… [Got it] Then we have the team of Account Executives which is only focused on closing. So after the SDR’s and VDR’s have created an opportunity, it gets passed on to the account applicators who actually work on getting the new businesses.
Now, we have a Strategic Account Executive team as well which is more focused on named accounts. So now the fact that we target only fortune 500 and global 10000 the idea is that what we have done is we’ve divided territories and we have a team which is solely working on the accounts. So their goal is you know such as greenfield accounts versus our existing customers and the idea is to get you know order them in a year because if one company and industry has identified the need for that and they’re using it so heavily, that means multiple other companies in the same industry have a requirement as well, which we are not tapping today. So that’s something they’ve recently started as well. So currently it’s the 40 yard sale structure. Of course it has an auxiliary plug-in from the sales engineering themes as well who actually support us with anything.
N.P: Yeah, awesome. So now since you mentioned you know the four different you know a four tiered structure for your sales team and that you are you know focusing on fortune 500 companies as well. Do you have a sense team based out of US or everything you know works out of India?
P.J: Right, so mostly India. So India is basically being our R&D center and you know we have a sales team in India as well. Most of the operations is here. Having said that, we are very rapidly expanding and now we have two offices in US already, in San Jose and San Francisco. And then we also have started operations in Cambridge in UK, and Melbourne in Australia as well. We have four global offices right now. The team in US is about 22 people to be exact.
N.P: Awesome. So just to get this right again, so till now you were able to close you know fortune 500 deals with a team based out of India and that is an inside sales team. Am I correct?
P.J: That is correct. 95%, 95 to 97% of the revenues that we have got through Fortune 500 companies has all been inside sales based out of India with zero face to face such point you know from the US.
N.P: Now this is really interesting, you know this particular process that you’ve set up, is really interesting. So do you have a framework to actually you know prospect these…? Do you have a framework for success with fortune 500 companies and you know which you can you not deploy with an in subsist. So what is your framework like and how do you ensure success without having face time? Now that is something that you know even our listeners should be very interested.
P.J: Sure, absolutely. So you know when you are starting of course, when you are actually building the framework that’s the hardest part. Because getting the first few is the hardest, once you actually get a few then you have known the process and then you repeat the process and you wanted to you know achieve sale. So when we started the process, the first company that we got onboard was I don’t know if I can take the name of it but a massive Internet giant, okay. You know we got them on board you know of course the discussion was all online. It was for a very small business unit in Germany and you know they definitely liked the product, they liked the idea of it and they wanted to validate it. Now you know of course, you know larger companies and fortune companies being fortune companies, we were too small to clear any of their processes. We did not have combined system space or we did not have the necessary certification that were needed at that time. So what we did is we actually went to a reseller who was actually working with that internet giant. On behalf of the reseller, so when you work with some resellers who are actually tied up with the larger organization, they can actually get you an in-phase really quick. Because you know they basically are the ones who are liable for anything that goes wrong and if not, you have to win the trust of the reseller etcetera, they work with the owner commission basis but you know the idea is that work for us.
We got you know foot in the door in that large Internet giant and basically then you know we convinced them to give us a testimonial. Now with that case testimonial with you know huge company that everybody knows and uses daily you know then it becomes fairly easy for you to then use that name to go to a lot of other kinds and pitch that. So we use that very heavily to get to some others and we did a lot of reference calls when it was needed you know luckily and fortunately they were very supportive of us. The product was a great fit for them, they loved it. They were always happy being references for a lot of other clients. So that sort of helped us get our initial four five clients. Now when we did that, we were pretty clear in our minds that nobody has the time to meet you face to face and we were doing strategic sales. Now this is not there you know you’re just sending to one buyer with making a decision. We are talking to at least four or five different people as a part of the buying cycle in the buying journey that you know I’m making a decision. And these four to five buyers a lot of times realized that are never in the same location because these are a global company. You know one person is based out of New York, other one in Atlanta, somebody is in Chicago, somebody is in San Francisco. Even if you actually pitched a meeting face to face, who would you meet? And every time when we did that, we always heard that is dead. It just saves a lot of time to you versus others. So we actually then continued following the model.
We would always pitch for face to face. I mean even though we were not there we would always pitch for face to face but nobody wanted to meet and we realize that you know inside sales is just working because everybody wants to be Cognizant of other people’s time and how much can you save them in the process. The idea is you know you’re looking at ROI and how confident you know the other vendor is when you are actually purchasing from them, what can they do for you in terms of the value they can add to your existing process and so on. I think that was one of the key areas that we kept focusing on that we were confident as a vendor that we could deliver and the value pitch was very very clear to our buyers that they could clearly understand. Okay, this is my pain point, this is what I get. So this is the before scenario, this is the after scenario I can foresee if I do this. And we were able to portray that very very clearly for them or to help them make decisions quickly.
N.P: Got it, excellent. So just to understand this, now you mentioned that you know that you actually closed a deal with an internet giant. Again at that particular time you were still discovering your… Like What Fix themselves were discovering your own niche. So how big was this country/ I just want to understand how many employees you know does this internet giant had?
P.J: Yes, I can only say so much but that the most widely you know used search engine I can say.
N.P: Awesome, awesome. I guess we have a fair idea of you know the deal that you closed, awesome. So how long is your sales cycle, Prakhar? And you know how long does it take from let us say from a prospecting to and actually you know close? And what is the process like do you have you know a mutual action plan or a mutual success plan and do you actually go in for a pilot or a POC and then you know when to sign the deal? So what does it look like?
P.J: So from a process perspective also I think now a lot has changed you know since when we first started and now it’s at a point where we have different market segments as well. So we have small and medium then we have the enterprise and then we have the large enterprise. So anything below thousand employees is a small and medium for us between, thousand and five thousand is an enterprise and anything about that is a large enterprise. So our major focus of course is large enterprises but you don’t want to say no to you know anybody else who’s coming in as well because you know everybody and everybody has a requirement for a digital adoption platform. So of course we serve them, the processes for each are slightly different. So we have a separate team focused on SMB, separate focus on enterprise and large enterprise. The processes for each are differ as well internally because the sale cycles in each is much lesser. So like the sales cycle for SMB would be probably 60 to 90 days at best. Whereas, you know the sales cycle for an enterprise the large enterprise would be somewhere between 90 to 120 days or sometimes it goes to 150 days. So three to five months is average. So that’s the sort of process difference that we have in terms of how we are actually maintaining it internally.
N.P: Wow, awesome. So three to five months you know is the total sales cycle when it comes to enterprises and large enterprises? So depending on the company as well. Awesome, so in that I believe there should be teams assisting the sales team with the POCs or pilots just in case somebody wants to see if you know they’ll be able to achieve micro successes that probably lead to you know the bigger deal to be closed, right.
P.J: Yeah, absolutely. So we basically don’t do a lot of pilots. So I’ll tell you you know we have some low-hanging fruits as well in terms of the applications and ecosystems we target. Like you know sales forces are low-hanging fruit for us. We know that sales force an ecosystem where people move to sales force, they think it’s plug and play and then they realize the complexity of it. I mean not in a bad way just have so many features and functionality that it’s impossible for an application like sales force to remain with a consumer like experience of Amazon app, it’s just impossible. So it’s bound to become complex. With that complexity, becomes or you know creates the need of continuous consistent training and that’s very hard to achieve. So that’s a low-hanging fruit for us. We’re very clear that if any organization is using this force and have more than X number of users is a wonderful fit for us. Because that’s where we can showcase our value. Now in terms of the POC, sometimes the POC is not needed because you’re not that demo that we give is on top of sales force itself. So what our prospects are looking to achieve is that how is that how is your digital adoption platform going to run with our application? Now if it is sales force, we’re giving the demo on top of sales force itself so then we like that’s exactly how it’s gonna run. You know this is the entire workflow of the different use cases and functionalities and the value that we will deliver. So what do you want to do in the form of a POC?
If they sometimes suggest that they just want to test the ease of creation etcetera because our platform is a no coding platform. You can do everything plug and play. So if they wanted to do that then we get on a one-hour call with them, give them access, they can actually go through it, stay around, we answer their questions and sometimes it’s done. So sometimes, the POC is all about that one hour all. And in certain other cases, of course it can extend to seven days as well when they somebody is trying to prepare a business case and present internally then we can help them more. So that tends to about seven days, but never beyond seven days. We don’t do POCs beyond seven days.
N.P: Awesome, awesome. So it looks like you’ve actually identified the process that actually works for you and you have created a repeatable process to you know get that success. At this particular stage there is a big win for you guys as well. So you know how does it work? So how many champions do you have and how many people do you have to talk to you know in your you know prospects account to actually close the deal? Because you are talking to enterprise you know customers and there have been cases wherein you have to speak to at least 10 to 15 people from the same account to sign off on the contracts. So do you face the same issue, and again, do you close this also remotely?
P.J: Yeah, so we do close this remotely or to answer your second question first. The second part of the question, we see slightly lesser so about six to eight people is ideal in terms of you know getting to the decision making our panel and getting the buying process and done. See, more the number of champions you can identify is always better of course but you need at least one person who can vouch with you. You know one person who is absolutely sold on your product. You know I always say that to our prospects and customers that, “Hey, if I have to sell this product to you, you have to tell this product internally.” So in sales process you know it’s a process where I am not alone. I mean unless you become a part of our team and help us sell this internally, I’m not gonna make the sale. And they agree because you know ultimately whenever you are selling to any company or any sale a salesperson had made in their time, somebody is in that organization is selling for them. Never can, and especially in inside sales, sitting hundreds and thousands of miles away you know a person just over the phone can create that impact internally. Yeah, you’re doing good, I mean you can do everything you can. With the sales process etcetera but somebody else internally has to do that case for you. So you have to create that champion.
You know those other folks whose vision should aligned with what exactly the value that you are pitching, they clearly realize the value, you’ve given them enough and more and more to understand how this product would be a great fit for them and the value it can deliver. And then they’re doing the same sales internally. Because as an outsider I wouldn’t know let’s say if I’m selling to somebody like you know a large organization in a fortune segment. I wouldn’t know what lingo they use internally. I would be talking about you know a certain set of vocabulary and keywords. However, that person internally exactly knows what the C-level wants to hear when they are looking for this platform. So what we do is we craft our pitch in a way that that you know can give enough and more to our champion that they can create their own pitch and we have them create that and then they sell it for us.
N.P: Exactly, awesome. I mean this is a brilliant take again that you are actually empowering your champion internally, and you are transferring your confidence into them so that they can actually sell your solution. Brilliant takeaway and something that every organization…
P.J: Sorry to cut on you, Nikhil. But another important point I wanted to add is that our product is not like a CRM or not like a supporter or not like a solution which people are aware of, are looking for, and know what will happen if you implement it. So it’s a new category of product. People have not heard about it. You say digital adoption platform and people will think things because they haven’t ever visualize how that looks like. So there needs to be a lot of education also that we need to do as a part of this engagement to create that awareness for our champions and for our decision making panel to help them understand the value of this.
N.P: Excellent, brilliant take away, Prakhar. So like we discussed early you know on this podcast, you actually started out as you know an inside state sale and now you are the Associate Director of What Fix. So you’ve been there, you have seen the entire growth of What Fix and you know it’s been a procedure as you yourself have put it. So now, that you are in a leadership position and you are looking to you know create this next set of leaders you know inside What Fix. So what is your hiring process like? And what do you do and what you know what is the process that you follow to actually empower these you know people who are now coming in to your system and will become you know the next set of leaders inside What Fix. So what is your process was to identify them and then to empower them?
P.J: Sure, so you know once you actually you know the hardest part, Nikhil in general, is to create a process. Once you have created a process, then you know you should be looking at thousand other companies who have done it and succeeded. So there are two ways to go about it. You know one is after you’ve reached a certain milestone. You basically try and experiment and fail and then create your own process or you look at thousand others you have done it the same way and have succeeded. So we have done the latter, it has been easier. Of course, you can do that only after you have achieved a certain sale. So now what we typically do is from a hiring stand point. See, there are certain things that you need to look at from a forecasting standpoint. So we don’t look at hiring when we have a need of let’s say our quotas are going up in January, so we don’t start hiring by December. So then you have to think about it probably by July or August, the previous year. Because you will hire somebody, they get ramped up and you’re looking at a contingency plan as well of some voluntary versus involuntary attrition. So also looking at you know metrics around success ratio for hire etc. So you basically put all of that into your forecasting metric and then you look at the total number of people that you will be needing basis the quotas that you’re going to get in the next quarter or so, or next two quarters or so, okay. So that’s the first. Second, from a hiring plan perspective, now it’s easier you know while we allocate people with some experience you know in SAS, so there are two forms, two sides, to this, our hiring plan. So one is for strategic named accounts. You know we are looking at people who have actually done a lot of expansion. So in an existing account where you have a land already now you’re looking at expanding that account to you know… So let’s say our land is $200,000, now how do you make this a million dollar? So that’s one of the approaches.
So looking at people with that skill set or the Account Executives you’re looking at people with some SAS experience or some decent sales experience. So one thing we very strongly look for it, of course communication etcetera is a must, but apart from that the sales acumen. Doesn’t matter, it services or product, if the sales acumen is good, we feel that the person can learn. So that’s the second one. So we are now focusing on pressures as well, a lot of college grads who’re just out of college. Because the process is now set, you know they can come in and they can be molded the way you want. So that’s the third approach that we do.
So now we are actually flying you know across the experience bar to sort of have a mix of all sorts of thoughts talent in who can be focused on different sort of roles that we have. So if freshers make good VDRs and SDRs and you know SMB account etc. You know folks with some experience can do your enterprise and large enterprises and then strategic is very different which we are looking for. So that’s one of the ways we go about it.
N.P: Awesome, awesome. So we are coming to a close to this podcast as well. So one final question you know before we let you off. So what are your goals for 2020? Because it is you know nearly the end of January. So what are your goals for 2020, both professionally and personally?
P.J: So while I can only say so much in terms of… Because I’m a sales guy so everything is tied to numbers. I can’t share any numbers, all confidential data but you know high-level goals of course includes scaling up a team to a level where you know if you have done it or be able to do 2x or 2.5x from there. Because some sustained growth is needed if they’ve got 100 fortune companies. How do we get to you know X million just from that 100 fortune companies? Because each of them is a potential 1 to 1.5 million dollar account for us and more. So one of the key focuses as a part of this strategy is that you know the second biggest goal would be of course having that consistency in acquiring new. So now we have got 100, how do we get to 200? So that’s the second part of our strategy in terms of the new business. And the third strategy is channels and alliances, which is doing really well as well. So looking at that segment and how that can actually accelerate the pace at which we are running and how we can you know do things faster from there. So at a high level strategy, these are the three goals. Of course, now a lot of you know if you divide them into branches, it can be your hiring goals, it could be your enablement goals, operation goals. All of that would be a subset of all of this.
N.P: Yeah, it looks like you have a lot on your plate, Prakhar. But will you be opening other offices across the world or you know because you mentioned you have other four offices.
P.J: So from an expansion standpoint, I think we are all set. No specific plans at least in the next two quarters to open more offices. However, the plan is to hire more people globally to make it more operational. So like you know a few people in Cambridge and in Melbourne already so add more manpower there. You know of course our US office is scaling, we just recently started our Atlanta office. So, my bad. I mentioned two offices but now we’re three in the US; San Jose, San Francisco, and Atlanta as well. So to have some presence on the East Coast so a lot of hiring actually going on in US as well to scale operations there. So you know when your process is scaled up then the inside sales model that has been running for you, you want to expedite it. And to expedite it, you want to make it more, again not a field sales model but a hybrid model. Where you will have 95% of stuff happening inside sales again and some face to face touch or some local presence right there. You know let’s say if somebody is wanting a meeting tomorrow, yes, I can be in your office tomorrow. And that’s the idea of the hybrid model. So we’re trying to do that as well with a lot of remote hiring happening in US. So that’s in a nutshell that we will be looking to achieve in 2020.
N.P: Awesome, awesome. Great goals, great set of goals there for 2020. So what’s a personal goal for 2020? Any new year resolutions?
P.J: No resolutions, I would say. I always try and keep them and it turns out to be a to-do list for the first two weeks of January.
N.P: That is how it works, yes.
P.J: Yeah, but you know personally of course I want to add more value to the community you know considering we’ve been fortunate enough to get that platform and being successful in what we’ve been doing. So while I’m saying this is personal but it still is on the boundary of being personal and professional but I really want to do more you know adding more value to the SAS community. Lot of good SAS companies coming out of India were doing really well. You know something that we have done and worked out and especially you know it’s more about the mistakes we have made and something that has not worked for us is more useful to companies in the Indian classical system that can take this sort of advice and grow from there. So that’s something on the cards as well. I definitely want to do that more often than not.
N.P: Great, because we’ve had this conversation back and forth on the mistakes that you know each of us has made. So I do understand for personal experience where you’re coming from and you know I can tell you right now to all our listeners that the knowledge that Prakhar gives is immense. So he has gone through that journey and you know achieved that success and the experience is very valuable. Prakhar, on a last note, you know if our listeners want to reach out to you. What is the best way to reach out to you?
P.J: Yes, LinkedIn is the best I would say. You know all you got to do is go to LinkedIn and type in Learning Prakhar. That’s my you know last two words that would take you to my profile. But it’s just all about I’m very active on Linkedin. My full name is Prakhar Jain. So just make a search for Fakahr Jain What Fix and you should be able to find it. I’m very active in general so you should hear back from me as soon as I get to it. Anything that I can help with in general, please don’t hesitate to reach out to me. Thanks a lot, Nikhil, for the all the kind words and for whole thing.
N.P: No problem at all. This is straight from the heart. I am a straight shooter so you know I’m you know telling you exactly what I felt after having those discussions many times with you. So this has been great, Prakhar. Thanks again for coming to our podcast. Our listeners would be… There are real takeaways from this particular first podcast and I wish you great luck in 2020. Thanks a lot.
P.J: My pleasure, thanks a lot.
N.P: So folks that was Prakhar Jain from What Fix. A couple of points that really stood out for me from this particular podcast.
They have an inside sales model to close enterprise deals. We’re talking about fortune 500 and Global 10,000 companies. Interesting that he mentioned about the end customers to expecting remote calls especially if they’re based out of you know different geos and handling different business units.
The second interesting point that he mentioned about was when recruiting for junior positions in sales, you need to focus on young dynamic graduates fresh out of college. Look for the attitude and ability to learn quickly so that the ramp time is also less. That’s something that’s working out for Prakhar and What Fix.
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