Ted Glasnow

A lot of partnerships novices don't appreciate how important it is to know which partner owns the end customer relationship

We've learned over the years that B2B marketplaces are poorly positioned to own customer support on behalf of supply and demand, given the complexity of what follows a transaction.

When considering as a role a BD/partnerships leader, consider whether the function is likely to be key to the stabilized business model (could there be a Chief Business Officer, at some point)

There are so many ways to purchase B2B leads that once you nail product marketing to differentiate your offering, you are on your way to success

In the beginning, the actual number you're charging isn't that important.

I could absolutely imagine companies where sales is the starting gun, not the finish line, and everything that happens after the starting gun is owned by success, and that the success team -- maybe it should be called something different than success in this case -- becomes incredibly central to how accounts grow and how they expand over time.

With cold email campaigns, do things that don’t scale to stand out

Customer.io is mainly focused on serving SMBs and startups

Type of company: Freemium team-based B2B products; Most common North Star Metric: Engagement and/or customer growth