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Chef's specials:
How to take over a BDR team and drive results
Fixing inefficiencies and leveling up performance
Earning a seat at the leadership table (and crushing board meetings)
Discover how to transform your BDR team's performance and significantly boost their impact on revenue.
In this live recording, Hugo Dessi, Global Head of BDR, and Board Member at Partoo, shares his strategies for optimizing outbound sales processes, enhancing cross-functional collaboration, and refining KPIs.
Learn how to increase your team's efficiency, improve account management, and drive substantial growth in BDR-influenced ARR.
Whether you're a founder, GTM leader, or sales executive, this guide to sales team optimization is packed with actionable insights to revolutionize your outbound sales strategy.
Connect with Hugo: on LinkedIn
More context about the Partoo's Sales team:
Markets: EMEA, Latam
Some takeaways
Team Structure and Organization
Partoo's BDR team consisted of 32 people with 5 managers across different regions (French, EMEA, LATAM, Italy, Iberia).
The team was initially fragmented by territory rather than operating as a unified global team.
Key Transformations
Reduced account portfolio from 300 to 80 companies per BDR with weekly attributions of 10-15 companies. Initially met with skepticism when reducing account portfolios by 75%, but proved effective for deeper account penetration.
Increased BDR-influenced ARR from 30% to 65-70%.
Raised activity levels from 50 to 200 actions per week through gradual increments. Pushed for significant increase in activity levels (4x increase) despite potential resistance.
Implemented market-specific approach to activities (more calls for Southern Europe, more emails for Northern Europe).
Process Improvements
Implemented a hybrid system: round-robin for SME/mid-market and pairing system for key accounts.
Enhanced cross-departmental communication, especially with marketing and operations teams.
Established structured time management and calendar organization for BDRs.
Management Structure
Found that junior managers and lack of leadership had led to decreased performance standards.
Eliminated the validation rate metric as it was creating misleading performance indicators.
Chapters
00:00 Hugo Dessi and Partoo's BDR Strategy
00:42 Hugo's Journey at Partoo: Initial Challenges and Goals
02:27 Audit and Initial Discoveries
03:28 Team Dynamics and Regional Differences
05:43 Implementing Changes: Reducing Account Portfolios
16:15 Improving BDR Efficiency: Actions and Time Management
19:45 Enhancing Interdepartmental Communication
25:07 Managerial Changes and KPI Adjustments
29:09 Understanding Validation Rates and Performance Metrics
31:14 Impact on Pipeline and Conversion Rates
35:32 Standardizing Meeting Validation and Opportunity Confirmation
38:38 Challenges in Attribution Systems
41:40 Preparing for Board Meetings
44:30 Utilizing AI in BDR Processes
55:22 Improving Conversion from Meetings to Opportunities
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