Inside Modern Sales Operations | Expert Advice From EasyMovie


Inside Modern Sales Operations | Expert Advice From EasyMovie

In our “Inside Modern Sales Operations” series, we're asking Sales Ops Managers in the B2B SaaS market to share one of their best practices. This week Antoine Leprince from EasyMovie is joining us.

Sales and Rev Ops leaders have long been the unsung heroes of revenue generation – until now. 

We realized that Ops needed a voice, especially in the European market. That’s why we’ve created this Inside Modern Sales Operations series. You’ll find each article packed with real, unfiltered advice from one Rev and Sales Operations leader that’s influencing the B2B SaaS industry worldwide. 

Today we’re featuring Antoine Leprince, SalesOps Manager at EasyMovie. Let’s jump on in! 

Tell us a bit about yourself

I’m a Former Venture Capital Analyst at RingCapital and Quadrille Capital. Currently, I’m the SalesOps Manager at EasyMovie, a SaaS that provides corporate companies and their teams with a video-based productivity tool.

How do you contribute to your team’s success?

I work closely with our four client-facing departments – Sales Development, Sales, CSM, Customer Experience – in the U.S. and France. I manage our current tech stack and optimize our processes to help each team outperform their goals. Also, defining our go-to-market strategy and providing data analysis to detect strategic insights is my responsibility.

What’s your sales operations best practice?

Currently, we’re implementing squads and tribes inside our sales organization. It means that we organize each department by teams (squads). Those squads are linked to squads in other departments to create “horizontal” teams, or tribes, between departments.

This way, each department has several squads, and each tribe consists of three squads – one of each department: sales development, sales, and CSM. This organization is helping us optimize our overall sales processes and streamline communication.

Furthermore, last year, we executed an important migration in Salesforce to align our new processes between France and the United States. Developing Salesforce internally as a product itself was incredibly useful for this project.

We shared a product roadmap with all four of our departments to provide visibility. And like any other SaaS product, we drove our development in order to boost adoption. However, in this case, it was our colleague’s adoption.

Internally developing our CRM was a real game-changer because many salespeople saw the CRM as a constraint, while it should be the exact contrary. Instead of trying to make customers happy, we optimized the product for our end-users – client-facing colleagues. In the end, we can collect more accurate data to gain future strategic insights.

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Want to check out the rest of the Inside Modern Sales Operations series? Read more articles.