I work in the SMB segment that caters to companies less than revenue $15-20Mn. Initially, I was dealing only with companies less than $5Mn of revenue and multi-threading wasn't even needed. I was talking directly talking to the CXOs or the founders.
but with slightly bigger companies, I have to talk to several CXOs after coordinating with the controllers for a few calls. Multi-threading has become a necessity. A couple of things I have noticed that could be critical learning for others -
1. Always. always. always keep the person you're talking to in loop. In scenarios where you are being ghosted by your point of contact, you are tempted to surpass and reach out to their bosses. DO NOT. I always reach out a few times to my Poc, and if they still don't respond; I keep them in cc and mail the boss with a summary. "I was in touch with ABC and I thought it's wise to summarise our conversations thus far, for all of us to be in loop". Double-edged. sometimes it works, the other times there's radio silence.
2. There will be cases where the CXO has no idea that their subordinates are hunting out a tool. This, I would call, a loophole in the AEs qualification call. There's a sense of authority with folks who have been sent by their bosses to look out. there's a loss of authority when their bosses are not looped in. You can sense that. If the latter is the case, you'd have to outbound into CXOs taking in reference the information you have gathered but not revealing the guy you spoke with just yet.
3. Multithreading is useless if you do not have the org-chart mapped out in your chats with the POC. Your reachouts will fall on deaf ears if you don't know who the right person is. So to be able to do so, ask the right questions to your POC from call 1. Who the economic buyer is, what's the decision making process like, who to involve next, possible roadblocks yada yada.
Thank you for reading patiently. :)
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