“Anyone can be a Product Manager. If you’re in a presales role, if you’re in consulting, if you’re in support, if you’re in customer success,

“Pushing is important, but it’s not the only thing that helps you become an effective manager. Earning trust and respect and showing the people that

“I don’t think the playbook should be written in pen, I think it should be written in pencil because you need to be able to

“If you’re going to remain successful you need to constantly be thinking about adapting and changing. Even if you’re winning all the time, you should

“Leave your ego at home. When you’re out there selling, it’s about the product, it’s about the value, it’s about the company, it’s about the

“I’ve seen people go in to pre-sales leadership because they want to make more money and that is the worst reason to become a Sales

“At CloudHealth over 50% of our business was being driven by existing customers so the Customer Success team was accountable for making sure the customer

“There’s an actual skill in being able to translate technology in business, fluidly back and forth. The top presales engineers are ones that understand business

“I think that every great sales organization has an even greater presales organization right there with them. I think it truly is one of the

“I still have to explain the WHY. The WHY is about painting a picture of a future state that could be many miles down the

“I think it’s really important when you’re leading or building a sales organization to pay attention to the nuances of the sale and modify the

“I’m very proud to have worked for two very iconic companies, PTC and BMC. The reason I’m at BMC is because I’m committed to what

“I think leaders are leaders. I think a lot of that is just innate. If I took Bob Ladouceur and put him in charge of

“Do you need to be a specialist in something to sell it? No. You need to know how to sell, learn what that product can do for

“Going into BMC, that’s a Harvard Business School case study and I would title it, Speed Boat Takes Over Aircraft Carrier.”  – Mark Musselman Hunters and Unicorns shares the playbooks from

“I love doing this. I love building sales teams. What do I want? I want to build a big company so that we can have

“A great leader motivates through understanding your strengths, your weaknesses, your desires, your motivations, your insecurities, your goals and then they use that to drive

“Once you’re a part of a championship team with A-players, great products, great leaders and great cultures, it’s very hard to go backwards. We were lucky. We were in the right

“People that are successful in this model have a desire to win at almost all costs and that’s why I think a lot of the

“My motivation has evolved over time. Early in my career, it was a fear of being poor and a guilt for the sacrifices that my

“I give it the analogy of football and Parcells’ legacy – it’s not that the rest of the NFL doesn’t know how to coach football, but when

“My mission is not to build a fiefdom. I’m not trying to build the biggest company possible. I’m trying to build a successful company. I’m

“You don’t want people to work hard because they have to fulfil reports, because Palladino is going to be on their ass if they don’t,

“Our goal is to make people very, very successful and then create huge enterprise value along the way. That’s the goal. There is recruitment as