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cover of episode Becoming a Unicorn Doesn't Happen By Chance w/ Dini Mehta (fmr CRO, Lattice)

Becoming a Unicorn Doesn't Happen By Chance w/ Dini Mehta (fmr CRO, Lattice)

2024/7/25
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The Science of Scaling
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Dini Mehta: 我在寻找新的职业发展机会，希望这次有所不同，选择一个能让我学习和成长的环境。我最初对Lattice的印象并不深刻，但与创始人Jack Altman的会面改变了我的想法。他展现出的长远战略眼光和开放的反馈机制吸引了我。通过与Lattice团队成员的会面，我对团队实力和公司文化有了更深入的了解。我评估Lattice的标准包括：强大的品牌、优质的产品、扎实的团队以及巨大的潜在市场需求。我被Jack Altman的长远战略眼光和开放的反馈机制所吸引。我通过与Jack Altman及其团队成员的交流，了解了他的管理风格，并确信他能赋予我足够的自主权。在评估团队成员时，我更注重直觉和化学反应，而非单纯的数据分析。我与Lattice的多个团队成员进行了深入交流，了解了公司的现状和挑战。Lattice团队成员之间具有高度的价值观一致性和专业能力，这使得团队合作高效且融洽。Lattice的成功源于团队对价值观和使命的强烈认同。 加入Lattice后，我发现最初的增长策略过于分散，需要进行调整和聚焦。数据显示，销售主导的增长模式比产品主导的增长模式效果更好。我们需要保护现有客户基础，同时向上游市场拓展。资源有限，我们需要专注于销售主导的增长模式。通过与目标客户的深入交流，我了解了他们的需求和痛点。HR人士非常忙碌，他们更需要的是人工帮助而非自动化工具。我亲自与目标客户交流，是为了更深入地了解他们的需求，从而更好地制定销售策略。我意识到自己对目标客户的了解还不够深入，需要进行更深入的调研。我们对销售团队进行了细分，并定义了理想客户画像。我们根据客户价值而非潜在客户数量来定义理想客户画像。我们根据公司规模对客户进行了细分，并不断调整细分标准。我们通过各种指标来识别潜在客户并进行评分。员工数量变化、Glassdoor评分以及新的HR领导者上任等因素，可以作为判断客户意愿和时间的指标。当HR直接向CEO汇报时，表明该公司重视员工，更愿意投资Lattice这样的工具。 Mark Roberge: (评论员视角，对Dini Mehta的经历和决策进行分析和总结)

Deep Dive

Chapters
The episode starts with a relatable job-search scenario and introduces Dini Mehta, the founding CRO of Lattice, who shares her experience of assessing Lattice and its growth potential before joining. The initial skepticism and the crucial first meeting with Jack Altman are highlighted.
  • Job search challenges
  • Dini Mehta's background
  • Initial meeting with Jack Altman
  • Lattice's early stage

Shownotes Transcript

You're looking for your next job. The last one didn't go so well. You gotta get this one right, and you found one. But how do you know if it's good and how do you know you can help?

That's an important riddle.

And today we bring in my friend Dini Mehta , the founding CRO of Lattice.

She saw that this company wasn't exactly growing in its infancy, but she came across Jack Altman, Sam Altman's (OpenAI) brother, who's one of the most brilliant founders she met.

So she had to assess Lattice to figure out if she could grow it, and then execute a playbook so that years later it's become a $3 billion company. Here's how she did it.