PIPE Program 2025

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FY25 Major Initiatives/Strategies (And How They’re Different from FY24)

Summary:  
Outlined below are the primary initiatives for FY25, which build upon our achievements, lessons learned, and efforts to address gaps from FY24. The emphasis for this year transitions towards enhanced integration, accelerated pipeline growth, and broader collaboration.

FY24 Initiatives:

TL;DR: The PIPE Program has been initiated, the GTM Programs team has been recruited, and the current focus is on scaling systems, enhancing sales play adoption, fostering collaboration, integrating analytics, and accelerating pipeline growth.
 [Done] Launched the “PIPE Program” as our first program within GTMX.
 [Done]Hired the GTM Programs team
   [Done] Establish initial global sales plays offerings.
[In Progress] Establishing Foundational Systems and Processes: Implement foundational systems and processes, transitioning from high-touch, "white glove" services to more scalable processes.
[In Progress] Enhancing Sales Play Effectiveness and Increase Adoption: Develop and launch new sales plays with comprehensive Bill of Materials and execution cadences, and drive adoption among sales teams.
[In Progress] Enhancing Cross-Functional Collaboration: Foster stronger collaboration with sales, marketing, and product teams, improving coordination with teams to accelerate streaming projects towards production.
[In Progress] Implementing Advanced Analytics and Integration: Deploy analytics tools (impact reports), to show insights from GTM data and integrate processes to streamline operations.
[Ongoing]  Driving Pipeline Growth and Consumption: Increase the number of Streaming Projects in Scope by TVP for focused execution.
FY25 Strategic Shifts:

TL;DR: In FY25, the primary areas of focus will include scaling sales play integration, expanding the pipeline acceleration program, enhancing co-selling with partners, improving collaboration with marketing, and utilizing advanced analytics for improved execution. The following list is arranged based on priority and may be subject to adjustments during Q4.
Initiative

Objective

How It’s Different from FY24:

Integrating Sales Plays into the Flow of Work

Integrate sales plays into Salesforce and better align tools and enablement within the sales workflow.

Why? Why are we making this bet?

Improve Streaming Project 2.0 adoption and governance.
This builds on the foundation of Establish Foundational Systems and Processes and Advanced Analytics, but makes sales plays core to the daily sales operations. This integration will drive execution by embedding sales plays directly into the tools reps use daily.

Is this the why?

Set & Track Pipeline and Sales Play Targets

Set specific DSP PG and sales play targets by theater, AVP, and RSD to ensure focused execution.
This year, pipeline growth will be driven by more targeted execution through individualized goals, offering clearer accountability compared to FY24.
GTM Integrated Plan

Partner with the global campaigns team and field marketing to ensure alignment between marketing campaigns and sales plays, creating improved handoffs between marketing and sales.
This initiative deepens Cross-Functional Collaboration by aligning marketing efforts with sales plays, ensuring that marketing-generated leads are nurtured and transitioned smoothly to the sales teams.
Pipeline Acceleration

Expand our mission to include pipeline acceleration by building CSG plays that support mid-to-late deal stages and technical engagements.
While FY24 focused on pipeline generation, this initiative targets the mid-to-late stages of the deal cycle, improving deal velocity and conversion.
 Improved Execution Model

Expand PG Tuesdays into monthly and quarterly global PG Days, involving partners, and organizing global competitions to drive pipeline generation.
We are scaling our pipeline generation efforts from localized to global initiatives, expanding partner involvement, and integrating competitions to increase engagement and impact.
Improved Sales Plays & Dynamic TAL

Ensure the right conversation at the right time with the right person, leveraging fresher, actionable buyer signals.
FY25 builds on the adoption of Sales Play Effectiveness, adding dynamic, actionable buyer signals to improve conversation timing and relevance.
Build Sales Play Portfolio

Build a comprehensive portfolio of ~20+ use-case-based, regionalized plays, including partner plays, with a decision tree mechanism to guide reps.
This enhances the Sales Play Effectiveness from FY24 by offering a broader, more tailored selection of plays, ensuring reps have regionally and use-case-appropriate guidance.
Partner/Co-Selling Plays

Build and explore co-selling plays with partners to increase collaboration and expand deal size.
While Cross-Functional Collaboration focused internally in FY24, this expands collaboration to external partners, driving larger deal sizes and enhancing sales impact.
Sales Play Co-Pilot / AI

Experiment with integrating an AI-driven recommendation engine into core sales systems to provide just-in-time execution guidance for sales plays.
This initiative is a forward-looking evolution of Advanced Analytics, leveraging AI to give reps just-in-time recommendations and insights for optimized sales play execution.
Structural Changes for FY25

Summary:  
This section details the structural changes within GTM Programs for FY25, focusing on organizational updates, new roles, and key investments. It includes the integration of sales plays into Salesforce, the establishment of a centralized pipeline acceleration program, and the introduction of partner/co-selling plays. Additionally, it outlines new responsibilities for team members, strategic investments in tools and technology, and the introduction of incentives to drive pipeline generation and acceleration efforts globally. These changes aim to improve collaboration, streamline execution, and enhance overall program effectiveness.
Organizational Changes

TL;DR: We are requesting three headcount (HC) to implement our FY25 plan.
Integration of Sales Plays into Salesforce

Change: Add 1 Product and Solution Manager to the GTM Programs team.
Description: This role will manage the integration of sales plays into Salesforce and align tools, processes, and enablement materials to ensure seamless execution.
Impact: This addition will drive the success of integrating sales plays into the daily workflow, leading to higher adoption rates and more efficient execution of sales strategies.
Pipeline Acceleration Program

Change: Modify the organizational structure by creating a centralized programs team and adding a more senior, technical leader to manage the pipeline acceleration program globally. This role will ensure the program’s success, with regional structures in place for operations.
Description: The new senior leader will oversee pipeline acceleration, providing technical guidance and driving alignment across regions to ensure consistent execution.
Impact: This structural change will centralize efforts for pipeline acceleration, speeding up deal progression and enhancing collaboration across global teams.
Partner/Co-Selling Plays

Change: Hire 1 additional Partner Program Manager (PPM) to manage partner/co-selling plays.
Description: This new role will focus on building and executing co-selling plays with partners, treating partner plays as another “theater” with a dedicated PM overseeing the efforts.
Impact: This hire will improve coordination and execution of partner-focused plays, enhancing collaboration and expanding deal sizes through co-selling strategies.
New Responsibilities

TL;DR: The following outlines the primary responsibilities of the three HC, which are currently beyond the support capacity of our existing team due to its size, structure, and capabilities.
Product and Solution Manager for Salesforce Integration

Responsibility: Manage the end-to-end integration of sales plays into Salesforce, ensuring that plays are embedded into daily workflows for seamless execution.
Team Impact: This role will collaborate with Salesforce admins, the sales ops team, and GTM Programs to ensure tools, processes, and data align for successful play execution. They will be responsible for setup, training, enablement, maintenance, and troubleshooting to ensure full adoption by sales teams.
Key Deliverables:
Manage the Salesforce integration project timeline.
Ensure plays are aligned with sales workflows and tools.
Lead training and enablement for reps.
Senior & Technical Leader for Pipeline Acceleration Program

Responsibility: Oversee the pipeline acceleration program globally, coordinating with regional teams and technical experts to accelerate deal progression.
Team Impact: This leader will be responsible for driving the creation of CSG-focused sales plays for mid-to-late deal stages, aligning technical teams with pipeline acceleration goals. They will collaborate across regions to ensure consistent execution and best practices.
Key Deliverables:
Lead the design and implementation of mid-to-late-stage sales plays.
Ensure global alignment and coordination of pipeline acceleration initiatives.
Monitor regional execution and provide technical guidance.
Partner Program Manager for Co-Selling Plays

Responsibility: Develop and execute partner/co-selling plays, treating this initiative as a new “theater” with its own dedicated focus.
Team Impact: This role will drive co-selling strategies, ensuring that partner relationships are leveraged for pipeline growth. They will also collaborate closely with partner teams to execute joint plays effectively.
Key Deliverables:
Build co-selling plays with key partners.
Coordinate partner play execution across teams.
Align co-selling strategies with overall GTM efforts.
Enhanced Collaboration

TL;DR: To execute this plan effectively, enhanced collaboration is essential with global campaigns and field marketing, PIE, and Data Science. Additionally, improved alignment and resource allocation across GTMX are necessary.
Enhanced Collaboration with Marketing for Pipeline Targets & GTM Integrated Plan

Responsibility: Align more closely with the marketing team to ensure seamless handoff from marketing-led campaigns to sales plays.
Team Impact: GTM Programs team members will need to work more closely with field marketing and global campaigns teams to ensure that pipeline targets are met and that the GTM Integrated Plan is executed effectively. This will involve regular communication, joint planning, and synchronized execution of marketing and sales strategies.
Key Deliverables:
Create alignment between marketing campaigns and sales plays.
Ensure marketing and sales teams share data and insights to drive funnel progression.
Set up regular meetings with marketing teams for strategy alignment.
Enhanced Collaboration with PIE for Improved Execution Model (Global PG Days)

Responsibility: Coordinate with the partner team to execute Global PG Days, which will require planning, logistics, and resource alignment.
Team Impact: The GTM Programs team will take on the responsibility of organizing these global events, working with the partner team to ensure successful execution and engagement from all regions.
Key Deliverables:
Plan and execute Global PG Days in collaboration with partners.
Ensure coordination across regions for successful event execution.
Track results and engagement metrics from these events.
Enhanced Collaboration with GTMX for Sales Play Portfolio

Responsibility: Work closely with the L&D and Enablement teams in GTMX to support the transition to a more comprehensive sales play portfolio (~20+ plays) and the likely transition to Highspot for managing these materials.
Team Impact: GTM Programs team members will collaborate with L&D to ensure the sales teams are fully trained on the new sales plays and that the Highspot platform is effectively implemented for content management.
Key Deliverables:
Develop training materials for new sales plays.
Manage the transition to Highspot for sales play content.
Ensure seamless collaboration between GTM Programs and L&D for enablement.
Enhanced Collaboration with Data Science or 3rd Party Vendor Partnership for Sales Play Co-Pilot

Responsibility: Partner with Data Science or a third-party vendor to develop a propensity-to-buy model or implement a Customer Intelligence Platform to support the Sales Play Co-Pilot.
Team Impact: GTM Programs will take on the responsibility of coordinating this partnership to ensure the AI-driven recommendation engine provides actionable insights to sales teams. This may also involve project management of third-party vendors if a tool is purchased externally.
Key Deliverables:
Collaborate with Data Science to build the propensity-to-buy model.
Manage the selection and implementation of a third-party Customer Intelligence Platform (if applicable).
Ensure seamless integration of AI-driven insights into sales systems.
Investment Shifts

TL;DR: In addition to HC, we will need funding for program incentives/SPIFFs, investment for Prospecting Day events, and an additional budget for tools and technology.
Headcount Investments

Product and Solution Manager for Salesforce Integration
Headcount Investment: 1 additional headcount (HQ hire).
Description: A Product and Solution Manager will be responsible for overseeing the integration of sales plays into Salesforce, ensuring full alignment with workflows and daily sales operations.
Rationale: This role is critical to ensure that sales plays are smoothly embedded into the Salesforce environment, driving adoption and effective execution.
Senior & Technical Leader for Pipeline Acceleration Program
Headcount Investment: 1 senior-level hire for a technical leadership role.
Description: A global leader will manage the pipeline acceleration program, focusing on mid-to-late-stage deals and driving coordination across regions.
Rationale: This role is essential for overseeing and coordinating pipeline acceleration efforts globally, ensuring consistency and technical expertise across regions.
Partner Program Manager for Co-Selling Plays
Headcount Investment: 1 Partner Program Manager (PPM).
Description: This hire will focus on managing partner/co-selling plays, working with external partners and treating these initiatives as a distinct theater.
Rationale: Adding this headcount will enable the development and management of co-selling plays, increasing collaboration and expanding deal sizes through partner involvement.
Program Incentives & SPIFFs

1. Program Incentives for Pipeline Generation & Acceleration

Cash Investment: Estimated $X (to be determined based on final program scope).
Description: Budget allocation for SPIFFs and incentives tied to PG Tuesdays, monthly Global PG Days, and other pipeline acceleration programs. These incentives will drive rep participation and ensure alignment with pipeline goals.
Rationale: Incentivizing AEs and sales teams is crucial to encourage consistent participation in pipeline generation activities and ensure that sales plays are executed effectively.
2. Incentives for Partner/Co-Selling Plays

Cash Investment: Estimated $X (partner-focused incentives).
Description: Budget for incentivizing partner involvement in co-selling plays. These could include SPIFFs for sales reps and partner teams to drive joint sales efforts.
Rationale: Co-selling plays will require partner engagement and incentives to ensure they are executed with the same level of focus as internal sales plays.
World-Wide Pipeline Days (WWPD) Investment

1. In-Person & Virtual Global PG Days

Cash Investment: Estimated $X for in-person events.
Description: Budget for holding WWPD events (either in-person or virtual) to align global sales teams and partners on pipeline generation activities. This includes venue, logistics, travel, and technology for hybrid events.
Rationale: Holding WWPD events in-person or virtually on a global scale will drive engagement and focus, fostering competition and collaboration across regions to generate pipeline.
2. Monthly PG Days (Global Execution Model)

Cash Investment: Estimated $X (logistics, materials, prizes for competitions).
Description: Monthly PG Days will require budget for global coordination, materials, and possible incentives for participation. These events will be structured around pipeline generation competitions to drive engagement.
Rationale: Increasing the cadence of PG Days will require investment to support global execution and ensure continuous pipeline growth across all regions.
Tools and Technology Investments

TL;DR: To advance our strategy, we need to make gradual investments in tools and technology such as Highspot and AI-driven solutions. This will help us improve content management, decision-making processes, and sales play execution efficiency.
1. Highspot for Sales Play Portfolio Management

Cash Investment: Estimated $X for Highspot licensing and integration.
Description: Budget allocation for the implementation of Highspot to manage the transition and deployment of the expanded sales play portfolio. This platform will allow reps to access materials, tools, and plays in a centralized, easily accessible system.
Rationale: Highspot will streamline content management, ensuring that the expanded portfolio of sales plays is available, up-to-date, and effectively utilized by sales teams globally.
2. Propensity-to-Buy Model or Third-Party Tool (Customer Intelligence Platform)

Cash Investment: Estimated $X (investment in Data Science partnership or third-party tool).
Description: Investment in building or purchasing a propensity-to-buy model, either in-house through the Data Science team or via a third-party Customer Intelligence Platform, to support the Sales Play Co-Pilot.
Rationale: This technology investment will drive AI-powered recommendations for sales plays, enabling better targeting, timing, and execution across the sales funnel.
Sales Play Co-Pilot

Change: Invest in a propensity-to-buy model or collaborate with the Data Science team, or invest in a third-party Customer Intelligence Platform.
Description: No direct organizational change, but strategic investments will be needed to build out the Sales Play Co-Pilot, ensuring it provides accurate and actionable recommendations for reps.
Impact: These investments will drive the effectiveness of the Sales Play Co-Pilot, enabling more informed decision-making and optimized sales play execution.
Major Gaps in Resourcing to Deliver the Plan

TL;DR:

To successfully deliver on the ambitious FY25 plan, the following gaps need to be addressed:
Headcount additions (Product and Solution Manager, Senior Pipeline Leader, PPM).
Investment in Highspot to manage sales play content.
SPIFFs and incentives to drive engagement with sales plays.
Budget for executing Global Pipeline Days (WWPD).
Investment in a propensity-to-buy model or a Customer Intelligence Platform.
Stronger collaboration with marketing to ensure alignment and execution.
a. Headcount Adjustments

Gap: The planned expansion of the GTM Programs team requires key headcount adjustments.
Details:
Product and Solution Manager for Salesforce Integration: This role is essential for managing the integration of sales plays into Salesforce and ensuring seamless execution. Without this role, the integration could face delays or inefficiencies.
Senior & Technical Leader for Pipeline Acceleration: To drive pipeline acceleration globally and oversee regional operations, this senior leader is necessary to ensure the consistent progression of deals through the mid-to-late stages.
Partner Program Manager (PPM) for Co-Selling Plays: A PPM is needed to manage partner plays and drive collaboration with external partners. This role is critical for building and executing co-selling strategies, which will be a key growth area in FY25.
b. Highspot Investment

Gap: Highspot is needed to manage the expanded sales play portfolio and provide centralized access to enablement content for sales teams.
Details: Without Highspot or an equivalent platform, it will be difficult to organize and distribute the 20+ use-case-based sales plays. This tool is essential for ensuring that AEs have easy access to the latest plays and associated materials, driving adoption and usage.
c. SPIFFs and Incentives for Sales Play Engagement

Gap: There is a need for investment in SPIFFs and incentives to encourage sales team participation and drive engagement with the sales plays and pipeline generation activities.
Details: These incentives are critical to motivate AEs and regional teams to participate in initiatives like PG Tuesdays, Global Pipeline Days (WWPD), and the pipeline acceleration program. Without this investment, engagement may falter, reducing the overall impact of the sales plays.
d. Budget for World-Wide Pipeline Days (WWPD)

Gap: Investment in logistics, technology, and potential in-person events for Global Pipeline Days (WWPD) is necessary to execute this initiative at scale.
Details: The success of this program depends on a strong investment in event management, whether virtual or in-person. Budget is required for venues, travel, and competition prizes to drive global participation and enthusiasm.
e. Propensity-to-Buy Model or Customer Intelligence Platform

Gap: Investment in building a propensity-to-buy model in collaboration with the Data Science team or purchasing a third-party Customer Intelligence Platform is required for the Sales Play Co-Pilot initiative.
Details: Without this investment, the AI-driven recommendation engine for sales plays will not function optimally, limiting its ability to provide actionable insights for AEs.
f. Enhanced Collaboration with Marketing

Gap: While no specific new headcount is required, enhanced collaboration with marketing is necessary for both pipeline generation and the GTM integrated plan.
Details: Alignment between sales and marketing teams is critical to ensure a seamless handoff from marketing-led campaigns to sales plays. More frequent and structured collaboration will help bridge this gap.
Additional Key Considerations

Summary:
In addition to the immediate priorities and resourcing gaps, several critical factors must be addressed to ensure the long-term success of the FY25 plan. These include essential cross-functional collaboration, potential strategic risks, and opportunities for growth and expansion.

TL;DR: Enhanced collaboration with marketing and CSG is crucial for pipeline generation and deal acceleration. Key risks include growing capabilities too quickly, overwhelming teams with too many sales plays, and lack of clarity from leadership on sales play expectations. Mitigations involve optimizing current systems, establishing a governance model, and clarifying leadership expectations. Long-term opportunities include expanding co-selling with partners, leveraging AI in sales play execution, and regionalizing sales plays for greater market effectiveness.
Cross-Functional Dependencies: Enhanced Collaboration with Marketing and CSG

Gap: Enhanced collaboration with both marketing and CSG is necessary for both pipeline generation and the GTM integrated plan.
Details: A stronger alignment between sales, marketing, and CSG teams is crucial for ensuring a smooth handoff from marketing-led campaigns to sales plays and enabling support from CSG during mid-to-late stage deal acceleration. This collaboration is essential to effectively nurture leads, provide the right context for handoffs, and support deal acceleration efforts.
Key Actions: Implement structured collaboration practices, including regular planning sessions, shared performance metrics, and synchronized execution efforts between marketing, sales, and CSG.
Increased Alignment Required:

Set & Track Pipeline Targets: No org changes are needed, but better alignment with marketing will be critical for success.
Improved Execution Model (Global PG Days): No structural changes, but better coordination and investment from the partner team will be necessary to support global PG events.
Sales Play Portfolio: No structural changes needed within our team, but increased support from the L&D team in GTMX and a likely transition to Highspot to manage content effectively.
Strategic Risks

Risk 1: Growing Capabilities Too Quickly Without Scalable Systems
Details: The rapid growth of capabilities within GTM Programs may outpace the development of scalable systems and processes. There is a risk that expanding the scope too quickly could strain the team's ability to execute. The team needs to focus on refining its current approach to pipeline generation before scaling further.
Mitigation: Prioritize optimizing and stabilizing existing systems and processes, ensuring that core pipeline generation functions are performing effectively before taking on additional initiatives or capabilities.
Risk 2: Overload of Sales Plays and Collateral
Details: There is a risk that too many sales plays and assets may overwhelm the field teams, negatively impacting execution. Feedback indicates that 3-4 sales plays per theater is optimal. Overloading teams with additional sales plays and collateral could dilute their focus, resulting in poor execution and decreased engagement.
Mitigation: Establish a governance model to prioritize the maintenance and effective use of existing assets and sales plays. Focus on optimizing and executing current plays rather than continually introducing new ones.
Risk 3: Lack of Clarity from Leadership on Sales Play Expectations
Details: Ambiguity regarding whether sales plays are optional or required presents a challenge for adoption. Leadership needs to decide if sales plays should be considered mandatory for certain roles or if execution should rely on incentives. This touches on the broader "carrot vs. stick" approach—whether to drive execution through programs and rewards or through performance management and compensation.
Mitigation: Engage leadership in defining clear expectations for sales play execution. Clarify whether plays are mandatory and align this decision with performance management and compensation strategies to incentivize engagement.
Long-Term Opportunities

Opportunity 1: Expansion of Co-Selling Plays with Partners
Details: The co-selling strategy with partners represents a significant long-term opportunity. By deepening collaboration with external partners, GTM Programs can expand pipeline and increase deal sizes. This strategy could open new markets and customer segments, leveraging partner ecosystems.
Long-Term Vision: Build a scalable, global co-selling model with regional customization, driving consistent partner engagement and broader market penetration.
Opportunity 2: Advanced Use of AI in Sales Play Execution
Details: The introduction of the Sales Play Co-Pilot using AI-powered recommendations marks the beginning of leveraging advanced technologies in sales execution. Long-term, there is potential to evolve this into a more comprehensive AI system that provides ongoing deal coaching and customer insights.
Long-Term Vision: Develop a fully integrated AI-powered platform that not only recommends sales plays but also offers real-time deal coaching, personalized timing recommendations, and actionable insights based on customer behavior and preferences.
Opportunity 3: Regionalization and Localization of Sales Plays
Details: As the sales play portfolio expands, there is an opportunity to tailor these plays by region, ensuring they are aligned with local market conditions and customer needs. This could greatly improve the effectiveness of sales plays and drive stronger results in diverse geographic markets.
Long-Term Vision: Build out a comprehensive sales play model that includes region-specific content, tailored partner plays, and localized execution strategies, enhancing the relevance and effectiveness of sales efforts in different markets.
APPENDIX

GTM Programs Tenets

Revenue-Driven Prioritization: We prioritize GTM programs by rigorously assessing their revenue potential, focusing not only on ROI but also on long-term customer lifetime value. Programs that offer the highest revenue opportunities and strategic leverage are fast-tracked for resource allocation, ensuring we invest in initiatives that propel sustainable growth.
Global Consistency with Local Flexibility: We ensure all GTM programs are globally scalable yet adaptable to regional dynamics. Our framework balances efficiency and market relevance, empowering teams to tailor global initiatives to local market needs while maintaining a unified approach that drives success across all geographies.
Real-Time Feedback for Continuous Optimization: We maintain a dynamic feedback loop with GTM teams to capture real-time program performance insights. This data-driven feedback enables us to swiftly pivot and enhance program execution, ensuring we remain agile and effective in driving GTM success.
Cross-Functional Strategic Alignment: Every GTM program is purposefully aligned with Confluent’s overarching strategic goals and collaborates closely with departments such as marketing, product, and customer success. This integration fosters holistic execution and amplifies our efforts, ensuring we work cohesively toward shared objectives.
Actionable, Insights-Driven Decision Making: Rather than overwhelming the team with data, we focus on providing actionable insights that are directly applicable to the field. Our commitment is to deliver sharp, relevant intelligence that empowers teams to make well-informed decisions that drive tangible impact.
Customer-Centric Excellence: Customer success is the heartbeat of our GTM programs. We design every initiative with the customer at the center, focusing on delivering exceptional value that fosters deeper customer engagement, long-term loyalty, and lasting partnerships.
Friction Management with Strategic Force: We strike a balance between reducing operational friction and applying strategic force where necessary. While our goal is to streamline processes, we recognize that introducing intentional friction at key moments can validate solutions and optimize outcomes for the GTM team in the long run.
PIPE Program: Business Goals for Sales Plays

[North Star] Enhance Pipeline Generation

Objective: Improve pipeline generation through effective use of sales plays, including land-and-expand strategies.
Metrics:
Increase the number of new streaming projects created from sales plays.
Boost the velocity at which these streaming projects progress through the pipeline.
Improve Conversion Rates

Objective: Increase the percentage of accounts progressing through pipeline stages due to sales plays.
Metrics:
Enhance the Conversion Rate (Progress to Scope or Beyond).
Track and report the percentage of TAL accounts with streaming projects that move to Scope or further stages in a specified period.
Optimize MRR Contribution from Sales Plays

Objective: Maximize the impact of sales plays on annual recurring revenue (ARR) added to the pipeline.
Metrics:
Increase the total ARR from TAL accounts with sales play-related ARR.
Monitor and boost the total MRR added to the pipeline from streaming projects created through sales plays.
Accelerate Time to Revenue

Objective: Shorten the time required to close deals and realize revenue from pipeline activities, including streaming projects.
Metrics:
Decrease the average time from first engagement to closed-won revenue.
Track and reduce the time to revenue for streaming projects influenced by sales plays.
Address Barriers and Improve Effectiveness

Objective: Identify and resolve obstacles that hinder the effective use of sales plays and their impact on streaming project creation and pipeline progression.
Metrics:
Conduct feedback sessions with AEs to diagnose and address barriers.
Implement improvements based on feedback and track an increase in the effectiveness of sales plays as reported by users.
Enhance Utilization of Sales Plays and Tools

Objective: Ensure that AEs and other sales roles are effectively leveraging sales plays, including land-and-expand plays, and associated tools, messaging, and assets.
Metrics:
Achieve adoption rate of sales plays among AEs.
Increase the frequency of sales play utilization per account and measure the perceived value of tools and assets used in these plays.
Continuous Improvement and Adaptation

Objective: Ensure sales plays are regularly updated and adapted based on performance data and feedback.
Metrics:
Review and revise sales plays based on performance metrics and feedback.
Increase the number of updated or newly introduced sales plays to address changing market conditions and internal insights.
Open Questions/ To Be Discussed Items

Clarify what GTM Programs is vs. PIPE Program vs. Sales Plays. How do they relate? What are they in relation to each other?
Regarding DSP Pipeline targets for FY25 – how will compensation teams consider this change?
How would we re-brand? Could PIPE continues to stand for Pipeline Impacting Plays and Execution, but now you have clearer names that define whether the focus is on generating new opportunities or accelerating existing ones?
Pipeline Generating Program (PIPE): This program focuses on building the initial pipeline, creating new opportunities, and generating leads. Here are some name ideas for clarity
PIPEline Generator
PIPEline Ignite
PIPEline Spark
PIPE Builder
Pipeline Accelerating Program: This program emphasizes moving existing pipeline deals through the sales process more quickly and efficiently. Here are some ideas for this program:
PIPEline Accelerator
PIPEline Surge
PIPE Velocity
PIPE Drive
PIPEline Propel

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PIPE Program 2025

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