Ben Braverman (Chief Customer/Revenue Officer at Flexport)

Flexport’s best sellers had the courage to say no to transactional deals and embraced if/then statement to encourage long term engagements with customers to service more share of wallet in the long-run 

In hindsight, Flexport should have invested in sales ops way earlier. Ben recommends a Sales COO position when the company starts to scale

Flexport is a “hot swap” product, meaning it’s growth model is replacing existing, technologically-similar solutions in a low NPS industry. This means that their only moat is customer happiness

The most important thing is B2B sales is list construction

90% of Flexport’s revenue originated fro outbound sales

 90% of Flexport’s revenue originated fro outbound sales

The most effective sales compensation plan at Flexport includes team based quota for managers (including the manager’s output), with no penalty for individual contributors underperforming. Additionally, managers were imcemtivized to drive long-term value by getting equity grants if they ramp new reps faster than average

There is no other way to get real mentorship without working for them

Flexport now assigns an account executive (responsible for revenue) and an account managers (responsible for NPS) to each customer

- Ben learned more from interviewing executive candidates than anything else