3-year TCV, Maritime industry.
It required active challenging execs of a quite conservative industry on the way they approach their methodology of minimizing specific risks we're able to predict with a fair amount of accuracy.
I continued pushing with seemingly irrelevant questions (even my boss wondering where I'm going with that line of questioning), that all tied in a great case of urgency, risk, and pure burnt money if we didn't solve a fraction of that delta between current state and ideal state.
Key takeaways:
- Getting to power fast was the main criterion to not lose steam - and no money talk until we're talking with the person that can negotiate.
- Project managing as if they were paying me already to solve their problem
- No fear of challenging since I had the mentality of "hey - if you feel uncomfortable sharing that info, we're shooting ourselves in the foot, because I'm here to understand and solve, not sling software"
I must have left out a bunch of things. But, what a rush. Hope the above points prove to be at least somewhat useful to other AEs that have gone from SMB > low Mid > High Mid-market> Enterprise.
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