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Adam Jay explains how to find the gap in your sales to CS handoff. Maranda Dziekonski scores it a 5, then adds the piece it was missing: the customer.
š§ Full episode with Maranda Dziekonski (Fexa) on GTM Uncensored this Wednesday.
#GTMUncensored #RevenueReimagined #CustomerSuccess #CustomerRetention
š§ Full episode with Maranda Dziekonski (Fexa) on GTM Uncensored this Wednesday.
#GTMUncensored #RevenueReimagined #CustomerSuccess #CustomerRetention
Creators and Guests
What is GTM Uncensoredā¢?
Most GTM content covers the same ground. GTM Uncensored finds the operators actually in the seat and digs into what's true in today's GTM, not what sounds good.
Every guest is currently building a company, leading a revenue team, or running a GTM function inside a real business. During the show, Adam and Dale push the envelope until the real story comes out.
The show goes where most content won't: The motions that determine whether a company stays in business, or goes under.
GTM Uncensored is built for B2B revenue leaders at $5Mā$100M ARR who are accountable to a number and need a real-world playbook, not philosophy.
Every episode ends with a Monday Morning Move. One specific action you can take this week, and a series of Uncensored Questions where listeners get unfiltered answers from people who've actually been there.
What we cover: Pipeline & GTM motion, post-sale architecture, CS & retention, NRR/GRR mechanics, RevOps, AI in the revenue org, executive branding, and more.
Your hosts: Adam Jay and Dale Zwizinski are co-founders of Revenue Reimagined. They didn't build a consulting firm. They flipped the fractional CRO model because strategy without execution doesn't move the needle. The questions they ask on air are the same ones they're solving inside real companies right now.
GTM Uncensored is the GTM conversations nobody else is having.
we have something that we call the triple M, which is the Monday morning move. So it is a practical takeaway that listeners can test next week. We're going to put you to work a little bit. So number one, Dale would like you to score me on my Monday morning move on a scale of one to 10. Then you're going to tell - And it can even be
Dale Zwizinski (27:41):
Dot points. You can do 3.2.
Adam Jay (27:45):
I mean, if we have a three point anything, I'm just going to leave the podcast because that's going to be a big problem. And then you're going to tell me what you would add, change or push back on. So here we go.
Dale Zwizinski (27:54):
You cannot influence the scoring of telling our guests that you're going to leave.
Adam Jay (27:59):
I mean, that might be a good thing.
Maranda Dziekonski (28:01):
Don't worry. It doesn't scare me. Okay.
Adam Jay (28:03):
Maranda doesn't get scared easily, I'm sensing. I'm not sensing that Maranda's shy and timid and is going to hold back here. All right, Maranda. So this week, folks should pick the single highest risk handoff moving through their pipeline right now, whether that's sales to CS or CS to renewal. Write down the success criteria that... Write down the success criteria the sending team believes that they handed off. Separately, ask the receiving team to write down what they think they were handed. Put both of those lists side by side, and wherever those don't match, that gap is what's costing you your retention. That's the problem with whether the two teams agree on what the customer actually bought and what the customer's going to be delivered.
Maranda Dziekonski (28:55):
So you want me to score you on this?
Adam Jay (28:58):
Score it and then give me some feedback. What do we change?
Maranda Dziekonski (29:00):
So let me make sure I clarify. So essentially what you are saying is... Okay, I think I got it. So you want everybody in the CS org to write down what they're handing off and everyone on the renewals team to write down. Did I miss that?
Adam Jay (29:18):
Yep. What one person picked your single highest risk handoff, the person on sales, person on CS. Let's just do sales to CS. We'll simplify this.
Maranda Dziekonski (29:25):
Okay. Thank you.
Adam Jay (29:25):
And I want the sales folks to write down what they think they handed off and the CS folks to write down what they think they got handed off. Where's the difference? Because what that difference is is what's gap costing you your retention. Dale, maybe I'm getting my 3.2 here.
Maranda Dziekonski (29:40):
Theoretically, I can see why you would say that. I think you're missing a big part of the picture and that's the customer's perspective. It doesn't really matter what sales and CS think if there's no external alignment as well. So there's this third... Component. So I would give you a five. I think it's a good start.
Adam Jay (30:04):
I'll take it.
Maranda Dziekonski (30:05):
To say, okay, you write down sales, write down what you thought you hand off. CS, write down what you thought you received. Let's find the gap. And then what I would do is I would take that to your champion and hopefully you have fantastic relationship at your customer, which I often have great relationships with my customers. I can just have private candid conversations with them and say, "Hey, what are we missing?" Make sure it's like a customer friendly version, of course. But again, bringing and looping in customer goals, customer's desired outcomes, what value looks like for them, so on and so forth. And then marry that with those other two data points and then you probably have a better picture.
Dale Zwizinski (30:51):
I think that's a great add-on. I think if you had that good relationship, getting what sales thinks, what CS thinks, and then the external piece, that
Maranda Dziekonski (31:00):
Will
Dale Zwizinski (31:00):
Tell you a lot of where your gap is in the process.
Maranda Dziekonski (31:04):
And if you don't have that good relationship, there's still a way to loop them in. You can look at the original handoff docs and kind of see what were they sold on, what problem statements, was there a mutual action plan? All kinds of yada, yada, yada. You can continue to add.