Jerry Pharr

Sr. Director of Global Sales Excellence & Enablement

Sales Excellence Advisors

Helping revenue, operations, and enablement leaders to architect and orchestrate sales excellence at scale.

Founder & CEO

OneView

In our new world of AI-driven GTM strategy, OneView helps teams get on the same page with how their strategy is working.

Advisor

Playboox

Playboox is a technology-first sales manager enablement consultancy for Enterprise SaaS sales organizations with complex, highly technical sales. We equip Enterprise SaaS sales managers with playbooks, software, train-the-trainer content, and expert guidance to lead their teams to quota-crushing performance quarter after quarter.

regie.ai

Regie leverages best practices and performant data to write engaging, multi-touch sales sequences in minutes.

Sales Enablement Society

The Sales Enablement Society is a volunteer organization founded in January 2016 by a diverse group of like-minded sales and marketing professionals based in the Washington, D.C. area. The society's goal is to better define the sales enablement functions and roles that currently exist within organizations, and to ultimately solve the vast disparities that exist in the profession today. 

Visit us: sesociety.org

Founding Member & Former Chapter President

I serve as a senior advisor and subject matter expert on topics including SaaS sales strategy, sales engagement, and sales enablement. 

GLG (Gerson Lehrman Group) is a network of executives and industry experts who share insights with venture capital and private equity firms.

barista AI

barista AI detects and closes gaps in your data and continuously cleans and optimizes your CRM. Perfect your CRM no touch.

Redis

Leading a team that helps sellers have more and better conversations.

Doin' what I do: helping sellers have more and better conversations.

Director of Global Sales Excellence & Enablement

Reprise

Reprise is a no-code platform for product demo creation. The platform intercepts and records your application as it is experienced by the browser, and empowers sales & marketing teams to create sales demos and product tours without requiring engineering resources.

FLEXE

Ran the teams responsible sales enablement and sales operations.

Sr. Director of Revenue Operations & Enablement

I help revenue teams deliver sales excellence at scale. And I drink coffee.

When I was a kid I accidentally caused a three-alarm fire when an experiment with ants and a magnifying glass got out of hand. Some call it mischief. I prefer to think of it as intellectual curiosity. 

I've always been curious about things. Personally, I'm curious about sports, politics, and technology. Professionally, I'm curious about the most scalable ways to motivate, activate, and enable sales teams to sell more. Because this is LinkedIn, you're likely more interested in the latter than the former.
 
I began my career as a trainer and motivational speaker for kids -- focusing on civic engagement, leadership, and service. It was a fantastically rewarding experience. Then I hit my 30s and wanted to make money.  :) So I transitioned into sales as a rep, working with brands like Expedia, Southwest Airlines, Farmers Insurance, T-Mobile, Microsoft, CBS, and Dell. 

Since 2015 I've been behind the scenes as a sales enablement & sales ops leader, exclusively in venture-backed, high-growth tech startups. I lead a team of sales enablement practitioners who are responsible for helping our internal sales teams have more and better conversations. 
 
If you'd like to chat, send me a note. I typically don't accept connection requests unless we've already engaged in some way, but personalized messages or InMails are A-OK. Bonus points if you tell me something unexpected about yourself. 

Obligatory list of areas of expertise and experience: Sales enablement, sales effectiveness, sales operations, sales asset management, sales leadership, account management, customer experience, analytics, business intelligence, enterprise software sales, SaaS solutions, cloud-based solutions, talent management, consultative selling, digital marketing, startups, interactive media, WordPress, social platforms, leadership development, enterprise learning, UX, learning simulations/games

💣 20 MUST-FOLLOW RevOps heroes who will help you crush your quota 🔥 👇 


RevOps are like the long-suffering parents of the GTM world. 

They clean up your CRM mess.  🧹

They make sure marketing and sales play nicely. 🤝 

They're not afraid to roll up their sleeves and get their hands dirty to help you close those mega deals... 😎 

...and they're STILL the unsung heroes. 

So we're shining a spotlight on 20 of our favorite RevOps content creators who are sharing their expertise on LinkedIn! 🎉 

Ben McCarthy
Leore Spira, Adv.
Jeff Ignacio
Natalie Furness - Revenue Operations
Charlie Saunders
Jacki Leahy ✨
Craig Handy
Rosalyn Santa Elena
Haris Odobasic
Anastasiia Binns
Christopher Barnett
Stacie Sussman
Matt Lopez
Anne Pao
Amir Reiter
Galem Girmay
☁️ Cliff Simon
Jake Dunlap
🐰 Jen Igartua
Jerry Pharr

...you rock!! 🤘 

Go check out our full list in detail via the link below 👇 

And shoutout your RevOps heroes too! 💙 

#contentcreators #revenueoperations #revops #revopsleader #sales #gtmleader

20 RevOps leaders delivering quota-crushing insights 💥 

Hey sales leaders: Why aren't you teaching your sales reps about the metrics your executive team cares about?

There's widespread acknowledgement that the days of growth-at-all-costs are long gone, and have been replaced by a focus on profitable growth. 

So it's weird to me that almost all LinkedIn posts from sellers are still about either activity/meeting volume or pure revenue results. 

There's virtually nothing about sales velocity, about cost of acquisition, about the magic number, etc. 

The business-level metrics that are more nuanced. More reflective of the modern reality that more activity, more meetings, and more revenue can be very misleading -- even harmful -- indicators.   

If your boss and your boss's boss are constantly bending your ear about CAC and magic number, wouldn't it make sense for you to talk about those metrics with your teams -- to let them know what's really important for the business?

Just a thought. 

Happy selling. 

#heysalesleaders  #salesexcellence

Hot take: The advice you read here is really only valuable to you if the context that the author is selling into is roughly similar to the context you're selling into. 

There are countless ways to define the context. 

But the dimension that is most helpful to me is how well known and institutionalized your solution category is. 


CATEGORY 1: A SOLUTION IS BUDGETED
If the type of solution you sell is so well established that there's a line item in most budgets for it, you're in this bucket. Think of CRMs, ERPs, HRIS, etc. It's possible your particular product isn't budgeted, but there's a slot in budgets for a solution like yours. 

Unfortunately, most LinkedIn content isn't meant for you. 


CATEGORY 2: THE PROBLEM IS ACKNOWLEDGED
The problem set you solve is well established, and there may even be one or two established product categories that your solution falls into. But it's hit or miss when it comes to there being a budget line for buyers to invest in solving this kind of problem. 

Your sales play is mostly about differentiation -- how you solve the problem differently and better than other alternatives out there. 

This is a sweet spot for LinkedIn content. You'll almost certainly find valuable stuff if you look in the right places. 

CATEGORY 3: THE PROBLEM IS LATENT
If you're at a startup that is trying to create a new product category, most of your prospects are at least vaguely aware of the problem you solve, but they probably haven't thought of the problem in the same way you think about it, and they almost certainly don't know there's a solution for it. 

Your sales play is primarily about education -- educating on a unique perspective on a problem, and educating that there is, in fact, a way to solve this problem. 

LinkedIn content can be helpful, as long as you're cautious. But be wary of anything that suggests a hard distinction between (1) marketing creating demand and (2) sales capturing that demand. That stuff does not apply to you. In your world, everybody is creating demand.

"The chains of habit are generally too small to be felt until they are too strong to be broken." 

--Samuel Johnson

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