Build an Intent-based Lead Scoring Model with Gabriel Rothman, VP of Revenue Operations at Rescale

In this episode of Sales Ops Demystified, Tom Hunt and Alex Freeman are joined by Gabriel Rothman, VP of Revenue Operations (and former Senior Director of Revenue Ops) at Rescale. They discuss important behavioral factors to consider for accurate lead scoring, how to build an intent-based behavioral model to increase SDR efficiency, and how to minimize conflicts when scaling multiple partner channels.

Transitioning into Sales Ops 

When Gabe transitioned from being a Lawyer to a Consultant, it exposed him to sales, marketing, and customer success. He went on to work in various roles that were concentrated on the operations side of the sales process. He was given responsibilities that helped him capitalize on his strengths on the systems and the process side of things. 

Increasing SQLs despite tight MQL criteria

If lead scoring models discard behavioral data, there is no way to know their intent, which makes MQL criteria far less accurate. If leads are put on hold in the “recycle” stage, it’s difficult to know when to re-engage with them. Inaccurate MQL qualification will also leak more leads through SDRs. 

Refine scoring models with behavioral and intent data to improve the efficiency of your SDR teams.

Important behavioral factors for lead qualification

In the end, a relationship with the lead is all that matters. So start by defining the most important relationship criteria. Begin with broad factors but revise them as you gather more data. 

Some standard factors that are a must for lead qualification include:

  • Engagement on outreach or marketing campaign emails
  • Engagement on content marketing assets such as webinars and social posts
  • Engagement at corporate events (virtual or in-field events)

Make educated guesses about the most important lead scoring metrics based on the common factors across all successfully closed deals.

Rev Ops team organization at Rescale 

Rescale has thirty to thirty-five sales reps across the globe. They have around ten more business development and account development people and another fifteen to twenty responsible for solutions and customer success. Gabriel has four people on his team including a go-to-market systems director, a sales ops generalist, a business ops director, and a sales ops analyst. They also have a marketing ops person which they share with the marketing team. 

Scaling the partner channel 

Invest in sales managers and resources who specialize in channels you want to scale and geographies you want to scale into. Ensure your channel sales processes are not in conflict with each other. Your deal registration process needs to be locked down and must be clearly communicated across the team. This will help minimize any conflicts because channel account managers will validate new deal registrations based on those rules. 

Have a well-developed, easy-to-use, and automated partner community to minimize admin work for your partners, most of whom will be using their own CRM. 

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