GROWING YOUR SALES TEAM Brought to you by Intercom Growing a sales team isn't as simple as putting a bunch of "A players" in a room and getting them to start selling your product. Sure, you might get a few more deals across the finish line and maybe even score a lighthouse logo. But this approach rarely succeeds in today's environment. If you want to build a revenue engine that'll fuel long-term growth, you need to scale your sales org with intention. Only then will you have the foundation to consistently win new customers, upsell existing ones and see the kind of predictable growth that'll make, or break, your company. An efficient and profitable sales org is the product of many strategic decisions who you'll hire, what you'll pay them, how you'll onboard and train them and much more. When done right, your sales team won't just accelerate your company's growth; they'll enrich your company's culture and help build a better product too. Whether you're scaling an existing team or creating a new team inside an existing sales org, here are the crucial things you should work through before any sales activity begins. Growing Your Sales Team Part II 3 Growing Your Sales Team Part II The first goal in sales get on track to building a big business Karen Peacock, COO, Intercom If you run sales at a growth-stage startup, you have two jobs. The first is obvious: be the head of sales. The second is less obvious and that's to be a commercially oriented leader for the company overall. In some cases, you may be the only or first commercially oriented leader. Why do you need to do both jobs? Because your goal, if you set your sights on the right thing, isn't to close a bunch of one-off deals in the next six months. It's to build a big business. The outcome of having these two jobs is that you are a part of creating the go-to-market blueprint for your company. This requires you to be deeply invested in the product, constantly on the lookout for new ways to pitch and position it, and ready to pivot in the market 4 Growing Your Sales Team Part II with different applications of it. You should constantly be taking what you and your sales team learn on the frontlines and using it to fuel ideas for new features or products that you think will help the business grow. My advice for sharing these ideas is simple: first, start with a very specific articulation of the problem you and your customer want to solve; and second, prioritize. What is the most important, unmet customer need that you think your company should address? The biggest traps that sales teams fall into is prescribing solutions ("We should build X"), talking in generalities and indiscriminately passing along customer requests based on whomever they talked to last. Let me share an example here at Intercom, many of our customers use Salesforce. As a result, our sales team told our product team, "We need a Salesforce integration." The product team invested in building a deep integration between the two products. Still, the sales team came back with, "That was good but we need an even better integration," and they were right. But "better Salesforce integration" is a solution, not a problem and it was far too general to know what our sales team or customers actually wanted. The big "aha" moment for us was when our sales team started focusing on problems to be solved. Instead of saying "better Salesforce integration," they provided details like, "As a sales ops manager, I want to assign live chat conversations to my team based on ownership rules in Salesforce." That gave the product teams exactly what they needed and it enabled them to get creative about solving real customer problems. The product team quickly built this functionality and started flying through the asks, enabling the sales team to close more and more deals. By being a commercially oriented leader who strives to be nimble, learns from the market and focuses on the biggest problems customers face, you will set yourself and your team up to build a big business. 5 Growing Your Sales Team Part II The top-down vs. bottom-up approach to sales Peter Levine, General Partner, Andreessen Horowitz I'm often asked the question of "Why sales?" by entrepreneurs and technical founders. The "why sales" question becomes even more pressing given the trend toward "bottom-up" product adoption i.e., offering a given product for free or without a formal top- down sales motion, as is common with SaaS. Why not simply invest in hiring more engineers and let the targeted end-user virally adopt the product of their choice? The answer is that unstructured, bottom-up, user-generated sales do not unlock the full value of a given product. If you build it, they may comebut they probably won't discover or take advantage of every feature you want them to. Most users view a product only through the lens of their own use, not through the needs and habits of all the users in their enterprise (which is a view someone at the top, such as a Chief Information Officer, is more likely to have). For example, a security or audit feature that is crucial to a CIO might be completely irrelevant to an individual user. A formal sales function promotes the value of a product to an organization in ways that individual adoption and usage can't. Salespeople can demonstrate the importance of features across the board, including criteria-setting, pricing, and packaging that unlocks more of the value the product is materially creating for an organization. The result is greater penetration into the enterprise, higher product appreciation and more revenue from a given customer. This is not to say that bottom-up adoption is bad strategy; quite the opposite. Many great products 6 Growing Your Sales Team Part II Excerpt from "Hire a Head of Sales." see exciting initial revenue traction. The number of customers increases, and the dollars per customer correspondingly grow. However, as a product achieves broader adoption, the dollar per customer tends to flatten. This reflects an individual user ascribing a fixed value to a given product: That's why combining a top-down and bottom-up approach by layering a formal sales function yields the best results. Although a sales organization might seem too expensive, the revenue it will add can far exceed the cost (you want your sales organization to generate 3x its loaded cost). Creating a formal sales organization will help accelerate revenue and product adoption, as well as result in more satisfied customers $$$$ / customerWith formal sales "Bottoms-up" no formal sales # of customers Sales Productivity Gap 7 Growing Your Sales Team Part II The optimal structure for your SaaS sales team Jason Lemkin, CEO, SaaStr The optimal sales team structure is one that is accretive, where, roughly speaking, each sales rep brings in at least 5x his or her total compensation. If the average sales rep produces more than 5x the comp she takes home, then: A SaaS company should be able to be cash- flow positive, at least by a few million in annual recurring revenue (ARR). You should be able to hire as many reps as you can find. Sales will not be a stress center from a cash perspective. Marketing costs can be managed. Sales Development Representatives (SDRs), specialization, and account management can all be funded. It all "works". 8 Growing Your Sales Team Part II The sales-driven SaaS companies that are very capital-efficient generally end up at 5x or greater as a ratio of average quota attainment / average on-target earnings. Where you burn a ton of cash is "buying" sales. Shoving sales reps into segments where you don't have enough leads or enough demand. "Starving" reps with too few opportunities. Brutal head-to-head competition in areas you might not otherwise compete. Buying sales isn't bad. It works. If you can raise a ton of capital, it's one strategy for winning and crushing the competition. But whatever you do, make sure you know the game you are playing. Sales doesn't need to be a cost center. It can be, and for at least most of the life of your company should be, a profit center. Sales doesn't need to be a cost center. It can be, and for at least most of the life of your company should be, a profit center. Excerpt from "What is the optimal structure of a startup SaaS B2B sales team?" 9 Growing Your Sales Team Part II Using the pod to structure your sales organization for maximum efficiency Steli Efti, CEO, Close.io A pod model for your sales team creates focused tight-knit groups, or "pods" that comprise team members playing different roles. A pod-based organization is customer centric. For example, a six-person sales pod would be composed of three SDRs, two AEs and one customer success rep. Rather than having large teams, you create little pods of specialized roles, and each pod is responsible for the entire journey of specific customers. Dave Gray, author of The Connected Company, provides this diagram of the pod model: 10 Growing Your Sales Team Part II Excerpt from "3 models of effective sales team organization." You still utilize the specialist roles of SDRs, AEs and customer success reps. But instead of having all of your SDRs or AEs compete against one another, pods compete with other pods. Each pod works together to win the customer, and keep the customer happy afterward. They're more fluid, and come up with ideas independently. Pods are more modular and flexible than traditional sales teams. Because success is measured by pod, each member of the sales force has a larger, more holistic view of the entire company. Pods build more meaningful connections between people who are working together. It's perfect for mature startups trying to optimize existing sales resources to tap into new markets and verticals. If you've established your market and have significant traction, organizing your teams into pods creates a highly flexible, agile sales force that's ready to meet a variety of challenges and pounce on new opportunities. 11 Growing Your Sales Team Part II Aligning sales and product Des Traynor, Co-Founder, Intercom A great partnership between product and sales needs to be based on shared definitions of success and an agreed upon process to collaborate. Without these things, the relationship retreats to the magnetic stereotypes of both industries: Product teams think sales teams will do, say and sell anything to make money, while sales teams think product teams will build anything cool except things that actually make money. It's not a good place to be. First, for a product to truly be considered successful, among other things it has to be: Valuable solve a real problem people are willing to pay for. Marketable be attractive enough to dif- ferentiate itself from competitors. Adoptable have sufficient table-stakes requirements for features such that the majority of the market can adopt it. Justifiable demonstrate its value as being greater than its cost (time and money) to the customer. However, a great product is more than some- thing that "the market accepts." There are other hard requirements in building a suc- cessful product business. The product must also be: Secure features must be added thoughtfully so as to not create new attack vectors. Scalable every new feature must work for your largest customers and future largest customers. Reliable business critical software can't have features with bugs that go unresolved for years. Usable you can't build features with no cohesive vision that need layers of solution consultants to walk every new customer through them. Sustainable the footprint of the product can't grow exponentially to accommodate every new feature request, which jeopardizes all of the above. 12 Growing Your Sales Team Part II Product teams that don't understand the first list will never connect with sales. Sales teams that don't understand the second list will never connect with product. Second, sales and product need a way to collaborate on the product roadmap. Sales is usually the only team that has in-depth conversations with would-be customers who couldn't proceed due to a product problem. If your product team isn't taking roadmap input from your sales team, you're not listening to the potential market. You can go deeper in your current niche, but you'll never expand out of it, nor will you move upmarket. At Intercom we take inputs into the product roadmap written in the form of a "problem." Each problem is an atomic unit that articulates why a deal can't be completed. The problem has an abstract statement ("I can't connect conversations in Intercom with my user record in my CRM"), a reason it's a problem ("Using Intercom would make my sales process too inefficient for SDRs who would have to copy and paste all day") and then instance details ("I need to see sales conversations in the HubSpot CRM"). In addition we capture things like: Stack rank. Order of magnitude often the gap between #1 and #2 in the list is substantial. Status is it currently being worked on? Persona who in the buying process speaks to this need? Segment what customer group does this first occur in? 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Separating feature requests by orders of magnitude Idea popularized by Ken Norton 13 Growing Your Sales Team Part II All of this is refreshed at every roadmap session, and detailed discussions are had with sales as a new problem is tackled. It can be easy to let this list become your roadmap, and if you're really lacking the table stakes features in the market, that might be the right choice. But it's important for both sales and product leadership to remember you can't "table stakes" your way to a dominant market position. You need to differentiate. Faster horses will get you only so far. Your roadmap should have many other inputs, such as iterating recent launches, new to market innovations, and causes of customer churn. What changes and evolves is the weight of each input, depending on where the shared priorities are. A roadmap, at its core, is just a page of trade-offs, arguments and priorities. If your product team isn't taking roadmap input from your sales team, you're not listening to the potential market. 14 Growing Your Sales Team Part II The sales acceleration formula for building a sales team Tomasz Tunguz, Partner, Redpoint Ventures If you want to understand how to build a great SaaS sales organization, you should read Mark Roberge's The Sales Acceleration Formula. It's the single best book on the topic. Mark was the Chief Revenue Officer at HubSpot, a company that has created tremendous success by perfecting the inbound marketing plus sales model. The book is invaluable for every founder, CEO and member of the management team because it not only explains how the HubSpot sales team is structured, but why the structure came to be. The first employee at HubSpot and tasked with building the sales team, Mark developed a structured interview to qualify candidates and correlated the attributes of the best sales candidates. His list surprised me: preparation, adaptability, domain experience, intelligence and passion are the five characteristics of people most likely to succeed in HubSpot's sales teams. 15 Growing Your Sales Team Part II With this knowledge in hand, Mark created a quantitative candi- date assessment. Based on the linear regression mentioned above, the scorecard established hiring consistency and enabled the team to grow predictably. Candidate Name Date of Interview Interviewer: Primary Criteria Score: Summary of Strengths: Summary of Weaknesses: Next Step Recommendation: John Doe 1/1/2012 Mark Roberge 71% <Insert Strengths> <Insert Weaknesses> <Insert Recommended Next Steps> Coachability Curiosity Work Ethic Intelligence Prior Success Passion Preparation Adaptability to Change Competitiveness Brevity Total 8 9 7 6 4 8 8 7 8 6 9 9 8 8 7 5 3 3 3 3 72 81 56 48 28 40 24 21 24 18 412 90 90 80 80 70 50 30 30 30 30 580 71% Primary Criteria Candidate Summary HubSpot Sales Candidate Assesment Score Weight Weighted Score Max Score Excerpt from "The Best Book on Building a SaaS Sales Team." 16 Growing Your Sales Team Part II Why your sales team needs to care about more than quota LB Harvey, VP of Sales, Intercom In sports, stacking your team with all-star players doesn't always lead to a champi- onship. Similarly in sales, hiring prima don- na salespeople rarely leads to a great sales quarter. Great salespeople care deeply about reaching and exceeding their own personal quota, but they care about the company too. How can you tell? They go out of their way to deliver cus- tomer feedback to product teams. They're dedicated to protecting your non-negotiables. They're fired up to help the team create best practices and scalable processes. Excerpt from "Hiring for sales in a product-led world." They raise up fellow salespeople along the way and instinctively understand that the whole is greater than the sum of the parts. While it's hard to directly attribute those things to helping hit quota, they'll lead to a better customer experience and a better product which, ultimately, are easier to sell. It's a win-win. 17 Growing Your Sales Team Part II Passion is the one thing you cannot train. I worked with Jack Welch of GE for a couple of months to get his online MBA program off the ground, and when I started my first company way back in the day, Jack came to Boston to do one of his conferences. At that time, my company had 50 employees. I stood up and I said, "Jack, look. You talk a lot about passion and all this other stuff. When we were five people starting this company, we were all super passionate. Everybody was on the same page. We got to 20 people and everybody was still super passionate. Now at about the 51st person we're bringing in, it just doesn't seem that they have the same passion that we do for the business. How do you instill your passion on somebody The one thing Jack Welch thinks all salespeople need John Barrows, Sales Trainer else?" In front of 1,000 people, he basically told me I was an idiot. He said, "You're looking at it all wrong. You can't instill your passion in somebody else. You have to hire passion." That flipped my hiring persona upside down. I can teach skill, I can teach technique, I can teach product knowledge I can teach all that stuff to somebody who's willing to learn, but I can't teach drive. I can't teach passion. I can't teach grit. Sales is a brutal profession. You literally get told "no" 99 times, and you have to keep coming back and asking for more so you can get that one "yes" in 18 Growing Your Sales Team Part II 100. That's why one of my favorite interview questions is, "What are you passionate about?" I don't care what you're passionate about; I care how you describe what you're passionate about. For instance, if I asked you that question, you could say, "I really like customers and I really want to do right by them and make sure our product's a good fit." Or you could say, "Holy crap. Did you see what happened on Thursday night with the Patriots? They got absolutely smoked. I'm rip roaring pissed-off, but I think it's a good thing, because you know what? They needed to get knocked down a notch. I still think they're going 171 this year!" I don't care if football has nothing to do with what you and I were talking about; if you describe it in a passionate way, that means you have some sort of fire in you. My job as a leader is to take that passion and connect it to my business so that you can bring a fraction of that to the table when you come work for me. My job as a leader is to take that passion and connect it to my business so that you can bring a fraction of that to the table when you come work for me. John Barrows, as heard on the Inside Intercom podcast. 19 Growing Your Sales Team Part II Hire salespeople who can blend art and science Stan Massueras, Director of EMEA Sales, Intercom What it means to be a good salesperson is changing all the time. 10 years ago, being a good salesperson was treated as an art. You had to influence and persuade and be extremely well-spoken. Over the past five years, sales has become more and more about science. It's all about looking at data and predicting buyer behaviors and patterns. I think right now a successful salesperson is someone who can do both. Someone who is very articulate, who can create content, can command an audience but who also has a fundamental understanding of modern communication tools like SalesLoft and Intercom. Even though more and more the sales process happens online, and more of the buying process happens before a salesperson is engaged, complex deals still don't happen without people getting involved managing the relationships, navigating the buyer's ecosystem and successfully merging decision makers' objectives with desired outcomes (not to mention individual career aspirations, personalities, personal ambitions and so forth). 20 Growing Your Sales Team Part II Salary or bonus-heavy compensation: which model is best? Devon McDonald, Partner, OpenView Venture Partners The short answer to that question is that at the expansion stage, the more you can leverage compensation for results, the better off you (and your sales team) will be in the long term. Commission or bonus-focused compensa- tion plans provide tremendous upside for growth and allow CEOs to truly leverage their people all while those people are given ample opportunity to make significantly more money than if their income was largely dictated by a fixed salary figure. Simply put, if your compensation plan is largely tied to your sales organization's ability to achieve specific objectives and targets, then everyone will be incentivized Excerpt from "A Guide to Creating a Scalable Sales Compensation Plan." to perform the kinds of revenue-driving activities that yield those results. The value that you place on certain performance measures will vary, but the idea is to create an environment that rewards urgency and provides upside for over-performers. Ultimately, that model won't just help you appeal to (and retain) A-level sales talent, it will also make it easier to scale because your upfront investment in additional sales headcount will be less expensive. 21 Growing Your Sales Team Part II Align compensation to how your buyer buys Elizabeth Cain, Partner, OpenView Partners This is my #1 rule in sales compensation. If you don't take anything else away from this, take the time to inspect your data and understand the natural buying process of your customer. Do your most successful customers start with a point of contact, land and expand, and add modules/users/etc. over time, or do you have one shot to maximize your sale? If you do have a land and expand model, what drives that expansion buyer, user or product? Between your data and your team you should be able to come up with a few hypotheses. From there, we recommend talking to your customers and lost prospects to validate. If the most natural path to a successful customer is to land with one area of your product and grow the account over time, you need to ensure your sales team is incentivized to do that do not pay them less for an upsell than you would for a new sale, or tell them they can only upsell for the first 3 months after purchase if you know that will put undue pressure on the buyer. You have to consider the customer experience when writing your sales incentive plan. Excerpt from "Designing Effective Sales Comp Plans: The Dos and Don'ts for Every Sales Leader." 22 Growing Your Sales Team Part II How to determine the base salary / variable split Michael Hanna, Revenue Operations Lead, Shopify Plus I recommend that you begin laying out your compensation plans by ironing out the base salary and variable compensation for each role. First, determine the role's base salary by assessing the following: Level of difficulty. Level of autonomy (how much are they out on their own?). Experience required. The higher for each, the greater the base salary will typically be. Next, determine the variable comp based on your answers to the following questions: How complex is your sales cycle? How much influence do reps have on the buying decision? Is your model primarily inbound or outbound? Is the focus of the role primarily hunting (outbound), farming (growing existing business) or catching (inbound)? 23 Growing Your Sales Team Part II Here's an example of where certain sales roles may fit on the base salary / variable comp spectrum in the graph below: Once you have an idea of the total target compensation for the role, you can start determining the base elements that will drive your comp model. Excerpt from "Choosing the Best Sales Compensation Plan for Your Business." Level of Diculty Level of Autonomy Experience Required Complexity of Sales Cycle Inuence on Buying Decision Inbound vs. Outbound "Hunting" vs. "Farming" vs. "Catching" What Determines Variable Comp: What Determines Base Salary: Base Salary / Variable Split 50% 10% $25k $100k+ Annual Base Salary (USD) Variable (% of total target compensation) ENTERPRISE SALES High volume, hunting, high inuence, proactive Large deals, complex multi-year sales cycles STRAT ACCT MGR Complex, large customer hunt/farm/catch INSIDE SALES O/B LEAD GEN High volume, simple, proactive ACCOUNT MGR Hunt/farm/catch, pro/ reactive I/B LEAD GEN High volume, short, simple, reactive 24 Growing Your Sales Team Part II An onboarding process that will make sales reps stay Tonni Bennett, VP of Sales, Terminus When I was new to sales leadership and onboarding reps, I did a lot of classroom style training and thought that once I shared a concept, my team would be able to absorb it and put it into practice immediately. I mistakenly trained people the way that met my learning style and capability, and expected them to know the material intimately right away. But I learned that taking into account different learning styles and preferences is incredibly important in helping sales professionals to retain the information long term, and that repetition of key concepts is vital for long term retention. I now try to incorporate auditory, visual and tactile elements into my team's onboarding to meet all three learning styles, and ask new reps how they prefer to process information. Does role-play help them absorb a concept, or is 25 Growing Your Sales Team Part II sitting in a room alone reading over notes or talking out loud to the wall more effective? Every time we onboard, we adjust parts of the onboarding based on feedback from our new hires about how they best retain information, giving them space to absorb the material and to practice in their own way. On top of that, we slowed down our onboarding program, stretching it across a longer period of time to make sure that at least the biggest topics and talk tracks are not taught once, but repeated or recapped several Taking into account different learning styles and preferences is incredibly important in helping sales professionals to retain the information long term. times. Hearing, seeing and taking action on a concept over several days improves new hires' retention and long term understanding of the material, instead of simply facilitating regurgitation of the concept. To further reinforce the training, our follow- up materials include a written version of a concept, a video or audio recording of a talk track by a leader, a couple of live examples from the field and then a requirement to execute a role-play or presentation of what the new hire has learned. 26 Growing Your Sales Team Part II Train for effectiveness, not just efficiency Richard Harris, Founder, The Harris Consulting Group Efficiency has been the "sales du jour" topic of the month for the past 18 months. While efficiency matters and the sales stack is becoming more robust, what was thought of as nice-to-have has become a must-have (data, dialers, email, etc.) Now that we have made ourselves more efficient, people are finally realizing that efficiency is only 30% of the battle. The other 70% of the battle happens in the conversations. This means both training and coaching are no longer merely something to consider, but something required. Excerpt from "The Ultimate Guide to Winning Sales Conversations." Gone is the time when two days of features and benefits, a half day of CRM training and then a few hours of "ghosting the top rep," (which turned into bullshit because they rarely ever got on live calls) are acceptable. In fact, if this is your sales training, just quit now. Go find a company who respects the role enough to give you guidance and support and help shorten your ramp time, and sees you as a benefit to the company, not a cost to control or manage. 27 Growing Your Sales Team Part II Would your team go into battle for you? Alyssa Merwin, VP Sales of Solutions Americas, LinkedIn At some point in our careers, all leaders invariably switch roles, inherit new teams or change companies. These moves represent huge opportunities, but they're also fraught with potential land mines. I learned the hard way that what made me successful in my last company would not necessarily guarantee my success in my new organization. I know this because my entry into LinkedIn was a rocky one. For some background, I left a company where I'd established a strong track record over nine years to take a bet on building part of LinkedIn's sales team in New York. I stepped into my new role wanting to make an immediate impact and saw a ton of opportunity for improvement. Based on my prior experience, I knew I could build a highly efficient team, instituting sales process and rigor, which the team sorely needed. But there was a problem brewing and I had no idea. After being in the role for six months, I received my first 360-degree survey feedback. I was devastated to learn that I was rated near the bottom among my peers. On top of that, Peter Kim, my manager at the time, shared feedback he had collected from other leaders, leaders whom I thought I was working well with and who respected my experience and input. The feedback revealed that while I had focused in my first six months on having a huge and immediate operational impact, I had underinvested in building relationships and aligning with the company culture. My survey results illustrated that I had not yet connected with my team. Peter said, "Alyssa, people are describing you as robotic, abrasive and difficult to work with." But what stung the worst was when he said, "There are leaders whose teams would 28 Growing Your Sales Team Part II go into battle for them. Alyssa, your team would not go into battle for you." That was the darkest day in my leadership career. I questioned whether I'd made the right decision to come to LinkedIn. More than that, I questioned whether I was fit to be a sales leader. I stewed over the feedback for days. It hit me hard. After spending more time than I care to admit in my crisis of confidence, I realized I had two choices I could continue to sulk, or I could make a change. I decided on the latter. But first, I had to look at myself in the mirror to figure out what was making people feel that way about me. After deep introspection and discussions with Peter, I decided there were four things I needed to do differently, and immediately. The change happened for me in these ways: 1. I changed my space. I moved out of an office and onto the floor, sitting with and among my team. I gave up a permanent desk and floated around to open seats, always sitting next to my reps I still do that today. 2. I started to walk the walk, literally. Rather than charging down the hall in my high heels, I slowed down my pace, I paid attention to how I entered a room or showed up to a meeting; my entire tone had to shift. 3. I focused on my emotional resonance with the team. Rather than leading in a directive way, I started to shift to a more supportive tone. Based on a suggestion from Dan Shapero, I also became more attuned to helping each member of my team to build on their strengths rather than focus on things I thought should be fixed. 29 Growing Your Sales Team Part II 4. I started bringing my whole self to work, allowing people to see all sides of me, to open up and let people get to know me, professionally and personally. It took time, but eventually I was able to mend and build meaningful relationships. I evolved from a manager whose team would not go into battle for me to a leader whose team who was so cohesive and high- performing that I was able to fulfill a lifelong dream of taking a three month sabbatical to travel around the world. The team didn't miss a beat while I was gone. That sabbatical would not have been possible if I hadn't had that career defining moment a year prior. I became more attuned to helping each member of my team to build on their strengths rather than focus on things I thought should be fixed. Excerpt from "Would Your Team Go Into Battle For You?" intercom.com/sales Intercom The world's first customer platform helping internet businesses accelerate growth