What startups can learn from enterprise corporate messaging — Sara Varni’s lessons from Salesforce & Twilio

 I thought one interesting place to start before we dive into things like, uh, messaging might be just to talk a little bit about what you think great marketing looks like in the context of an enterprise software business.

 for me, I would say that great enterprise marketing doesn't look like what you think enterprise marketing should be. And I think that some of the best enterprise marketing you see on the market actually looks a lot more like consumer. Uh, and you know, the reason I think that that marketing stands out is.

 there's a heavy focus on how you make someone feel. Uh, and you know how you get to the crux of your message as quickly as possible. Uh, and so that's often I will find myself not going to, my competitor's websites are going to a company that's much larger than mine to see what they're doing. Um, I'm going to consumer companies and thinking, what was it that made me click on that ad?

 What was it that made me open that email? or what is it that makes me a, a super fan of that brand? And what are the, the little things they do day to day that ad app to make me, you know, a fan for life?

 Is there example that comes to mind that kind of brings this to life? Maybe where you found inspiration in another company and how you translated it to one of the businesses that you were working on? Or maybe there's work that you did at a given company that makes it a bit more tangible.

 Yeah, I think a recent example from, I mean, there's many, if I sat and thought about it for a while, I could probably give you 10 examples, but one that's recent that comes to mind, you know, Glossier was in the news a lot lately because of all of the kind of, uh, girl boss press and whatever.

And, and that might have been kinda my first entry point into the brand, but, uh, I started, you know, going to their website, looking at products. I really like their products. They have these kind of, uh, natural looking cosmetics that, um, you know, I think are, it's like wearing makeup, but not wearing makeup.

Um, which was up my alley. And, you know, they really, um, brought me in. They have a really nice aesthetic that's clean. It's easy to kind of get to what you want. They do a good job of kind of packaging up things in ways that, uh, I think are interesting and probably compel me to buy more. And then their communications is top notch.

 they actually, and I have to, um, get an SMS plugin here, given that I'm focusing on sms, you know, marketing software now. But, they engage you via SMS and they encourage you to save them as a contact. And so, you know, they're right there. That brand goes from being. A brand to like a contact in your phone that you're building more of a direct relationship with.

 And, and they're smart. They send me, uh, updates. I don't know the exact cadence, but they're, they're not spamming me every day. And, um, and just talking product, they're really trying to map what I've looked at on the site and then serving up interesting tips or, you know, interesting product that they know is gonna be in line with, with generally the types of things I've been looking for.

So I think that they're a brand that's, that's getting it right right now. And, um, you know, I think there's a lot that you could think about from a enterprise context, even though I'm talking about a D to C makeup, I guess they're getting more into stores now, but traditionally d toc, makeup brand, um, you might say, what, well, what does that have to do with enterprise software?

But I, I think there's a ton to be learned from that in terms of, um, really catering a message to your market and, uh, engaging them in a compelling way that gives value back to that, that customer.

 is there an example from maybe your last longer stinted, Twilio that kind of translates that consumer idea and brings into life in an enterprise context?

 I think that there are examples where we wanted to, uh, it's gonna feel more, these examples are probably more enterprisey, but I think the, like bones of that are similar to consumer in that we had a lot of developers come to our site and, you know, they were interested in Toyo. They had heard about the brand, but they didn't really know how to get started.

And so we worked really hard to think about how can we look at what we think they are doing and surface up really relevant. Uh, quick start content and quick start guides that aren't super prescriptive. Cuz developers don't wanna be told what to do. They're creators. They want to really, um, be able to, to kind of own their destiny, but, you know, still give 'em kind of the building blocks and starting point to.

 get a taste of Twilio, to see the magic of Twilio, um, and then, you know, be off into the races. So, you know, that's just one, um, thing. We spent a lot of time, uh, within the kind of early parts of the customer journey and customer life cycle, fine tuning, um, because we knew if we could get them to, uh, write that, that kind of minimum amount of code to, to see how Twilio could work in action, we would have, uh, developers that were really connected with us for a longer period of time.

 so maybe we could talk a little bit, cuz you're hitting on this kind of, how you approach messaging. Um, and maybe you could take us through an example or maybe because you've had two really long stints, one at Salesforce, one at Twilio, and now you're, you're sort of ramping up at Attentive and maybe in a context of what you're doing at Attentive, kind of what that process looks like for you.

 Sure. I, yeah, I was, you know, really lucky to work at Salesforce and Twilio both at really interesting points of their growth. I joined both of those companies when they were about, um, right over a thousand employees and, you know, less than 500 million in revenue. Uh, and you know, I think it was really interesting to see the corporate message evolve and change over the years and to, to see what it is today too.

And, you know, if you think about a company like Salesforce, obviously Mark is an incredible spokesperson for the company. He's a founder. The found, well, you know, one of four founders of the company, but you know, the person that is, you know, super evangelical still to this day on stage and is just, you know, one of.

Probably best presenters in Silicon Valley. Uh, and, but even so, you know, that message has definitely evolved over the years. When we started at Salesforce, we, it was, um, the message was very, um, centered around that, you know, no software. Um, we used to call it the no software bug, but you know, basically the, the sign that said software were the big, you know, red line through it, kind of traditional eighties marketing.

Uh, and that worked at the time cuz that was really, uh, what we were focused on most. How could we unseat the kind of the legacy software companies like Oracle and SAP at the time. Um, but over, as the company evolved and we moved from, from just selling Salesforce automation to, you know, service desk software, as well as marketing software as well as analytics.

I mean, Salesforce probably has 20 core products today. Uh, and you know, the way that they were. Uh, helping clients expanded dramatically from just helping sales teams and sales operations teams to really helping full companies transform their business. And, and so the corporate message had to evolve with that.

And now, you know, you e mark, um, you know, talking about how business is the biggest platform for change and talking about how Salesforce enables you to connect your customers, uh, in new ways. And that was not a message that would've been as practical when they were just selling Salesforce automation software.

And so I think that it's just a natural kind of evolution uh, as, as the platform evolved that their, their message had to evolve with it. . And, you know, I think I'm going through a similar exercise here at Attentive. We primarily sell, uh, SMS marketing, uh, software to eTail and e-commerce brands.

And, you know, over time I know that our, our product line, our platform will evolve to, you know, cater to more and more industries to cater to more and more use cases. Uh, but I think you have to pick, you have to, you have to identify where are you in terms of product maturity, platform maturity, And to the extent that you can predict, um, you need to kind of think about where you're gonna go, um, because you, you don't wanna get over your skis and over promise with what you're gonna do, but you also don't wanna box yourself in and just be like, you know, we're, I know for a fact attentive is not just gonna do SMS marketing forever and ever.

We are definitely, um, in the process of expanding to more and more channels. And so I would be, significantly boxing, attentive in. If I were just focused on. SMS marketing in terms of our, our corporate message. So I think you have to skate to where the puck is going in these scenarios and, you know, build a message that you think can last for the next three to five years, but, you know, not be so, uh, in the clouds.

And so, visionary that people don't understand the core, your business. And so that's what the balance is that we've been trying to strike this year with attentive. So we just, you know, did an advertising campaign this year, starting in, uh, in the March timeframe. And we just really wanted to position the category and to, uh, remind people of why text is such a powerful channel for marketers.

And so we put, um, we did a big out of home campaign and, and, uh, did some radio ads and, um, you know, used a couple different mediums to get the message across. But the, the, the crux of it said, you know, we had these billboards that said, you know, you can't reply to a billboard. And the tagline was really simple.

It just said drive sales with text marketing. Uh, because at this phase, for me, success is if someone's driving down the 1 0 1, you know, going 70 miles an hour, do they at least remember what we do? And, you know, over time we can evolve to, tell the, the greater story of, the full platform and what attentive does.

But at this point in time, it's just about general education for the market and reminding people why this new channel is something that everyone should pay attention to.

 Can you talk about what your process looks like? if that's sort of the, the outcome is that piece of messaging, how do you get there?

 Yeah, I mean, I think there's, um, a couple different, things you need to. Go through to ultimately get to a message that you see in market? Uh, I think first off, you need to get buy in from either the founding team or the ceo. Uh, and, you know, not every ceo, I think a lot of them would say, everyone thinks that they're a marketer, but I think, you know, a lot of CEOs would admit like, Hey, look, marketing's not my core discipline.

Uh, and so I, but I think you, you definitely need to get them on board generally with what you're doing because they are, uh, likely to be one of your biggest spokespeople and you need to think of a message that they can authentically deliver on a stage or, you know, press release or in front of a reporter or whatever it is.

Um, so I think it's really critical to kind of get their buy in as early as you can. And, you know, look, I'm talking about a billboard, but you know, a corporate message is, um, I'd say when you're like deciding on a corporate message, I think a lot of it surround. That mission statement and the, the ad that I was just discussing is more of a, of a byproduct of that than the, like, heart of of corporate messaging.

I think a lot of it starts with that like simple mission statement, who you are, um, what you would say in front of an all hands to describe what the company does, you know, what you would say, uh, at an industry event. I think that that normally is the best place to kind of start and make sure everyone's, you know, grounded in the same language.

Um, and so, you know, I think you've gotta get the CEO buy-in from early on. I think you also wanna get buy-in from the field and, I think that, a salesperson is going to more likely gravitate towards messaging that's like realistic. That's something that they can, that's on the truck right now that they can sell.

But, and, and so you, you, but you still want their input. Um, you know, your, your mission statement's li likely to be a little bit more lofty, but you wanna make sure that it's not completely divorced. Reality. And you know what they, a a sales person is not gonna, you know, use a mission statement in a face-to-face customer meeting, but you also need to make sure that it's not so out there and built in an ivory tower, that it's completely divorced from how your, um, sales team is really talking about what you do as a company.

Um, and then I just, you know, I think the problem that you run into, you can go on and on forever and debate mission statements and, and corporate message. And I think it's really important to try and have some sort of forcing function. And it could be, uh, inter, you know, an internal milestone. Maybe it's your sales kickoff.

It could be, uh, you know, an external milestone like, uh, uh, you know, a third party event. It could be a, a product launch where you need to update the boiler plate of your press release, like very, um, tactically, But, you know, just create some sort of forcing function so that you've got to decide on, you know, some message, uh, in a certain point in time.

Otherwise, I think, you know, you can just swirl on this forever and, and never really make progress.

 And once you sort of set the deadline, wh what do you actually do? I guess I'm also curious when you talk about. Engaging the sales team or the go to market function as you're doing this, what, what are you actually doing? What are the conversations you're having?

And then how does that ladder into who's actually working on the messaging and the iterative process to, to land on something that you can ship at a user conference or maybe a big press moment or what have you.

 Yeah. So I mean, I think it, it, it takes a, you know, corporate message takes forum in a number of different assets and vehicles. So I think once you generally decide on your corporate message, and so let's say that that's like mission statement, and then let's say it's like, uh, at Salesforce we used to call this your money slide.

So it'd be. This is what, uh, our platform does, and here are the four different components of the, the value prop. Um, and you can see that take shape in the way your homepage is structured. So, you know, big message on the top and you know, your page, the, the, the four kind of sections underneath it might like map exactly to that value proposition.

It's probably gonna take shape in your sales deck, in your first call deck so that you know, there's alignment there and, and your reps are kind of saying the same thing every day. Um, it can take shape in ads. So, you know, if you are running a, you know, display ad campaign or a, a campaign on social, can you see that message in, in that set of ads?

Uh, it could be in your, uh, your press releases. it could be in the opening paragraph. Um, you know, attentive the conversational commerce platform, uh, today announces, you know, getting that kind of language, um, front and center in, um, your kind of outbound, uh, press work.

Uh, you know, so as you can see, like across the whole marketing mix, there's a number of different places where, um, your corporate message will show up. And I think you have to decide like what's the right altitude, Uh, you know, on your website, especially if you're selling to lower segments, it's gonna be more in plain English.

If you are giving a visionary keynote, uh, you know, it's gonna be more lofty and more, you know, uh, forward looking. And so I think that that's where, um, you know, there's, magic and art to it. You've gotta figure out who's the audience. , you know, what do they, what do they need from this message right now?

And how do I fine tune it so that it all kind of works together, but it, it's gonna help drive whatever action I want. If it's getting investors and analysts excited at, uh, more visionary keynote about the future of the company, you know, that's a win. If it's, uh, on your website and you're just trying to get someone to click on the, you know, request a demo or talk to a salesperson, um, button, you know, that's a win too, and takes a slightly different message.

 And so do you just sort of start workshopping these components in a Google Doc and kind of go back and forth with a small group of people, or what does it actually look like when you try to pull in sort of these disparate ideas and land on actual language that achieves the the goals?

 Yeah, like if you have a definite moment in time where everything has to look exactly the same at one particular moment, I think like a big, uh, cross-functional team where every, uh, where someone from every, uh, department of the marketing team is, is in the same room, um, as well as whoever the, the right external, uh, stakeholders are external Tim marketing within your company, if that's sales enablement, um, if that's, you know, sales, leadership, uh, making sure that, you know, everyone's, uh, all kind of marching to the same drum.

Uh, and you know, I think that that's a key part of, of getting everyone. Uh, on the same page, but I think on an ongoing basis too, it's good to have artifacts of what your corporate message is. Uh, you know, some people use messaging frameworks or messaging houses where, you know, you have your kind of top level message and then it, it'll break out into different sub-functions if it's, um, you know, based on, on how your platform shakes out.

And there might be proof points underneath that and customer stories that feed like each kind of column within the, the messaging house. Um, so I've seen a lot of, at Salesforce and Twilio, that was not common practice as much. I definitely have seen people that I've recruited, uh, from other companies bring that in, uh, at Salesforce and to a certain extent Twilio.

Cause we had a lot of marketing DNA at Twilio from Salesforce. Uh, we kind of lived and died by that first call deck. it essentially operates as a messaging house, but it's, it's much easier to go and use that deck at a user conference and get real time feedback as to like, do you see a lot of nodding heads or people agreed with what you're saying, or you do, you have a lot of people on their phone and, and, and not, um, you know, paying attention.

And so, uh, that kind of became our proxy for and our artifact to say, Hey, if you have a question about how you should structure webpage, or, you know, what the kind of starter slide should be for any presentation, this is what you should refer back to. And this is something that we'll, we'll constantly, you know, refine and fine tune so that everyone's up to speed on the latest and greatest.

 And a first call deck is sort of what a frontline sales rep would use when they're first engaging with a potential customer.

 that's right. It's, it's basically, you know, I've seen first call decks that are, uh, uh, a hundred slides long. But I think ideally, you know, you wanna a, a short deck that, um, in like 15 to 20 slides, talks about, uh, you know, what your company does, what's the pain they're solving, why they're especially good at it, and what, you know, customers are, are seeing success with, with your products.

 So you mentioned this a second ago as it relates to how do you know if that material's resonating, but if you zoom out even a little bit more and you're, you're trying to understand if your corporate messaging is achieving, your goals are working, how do you sort of diagnose that or figure that out? Or, and maybe you could sort of talk about, you know, you came into Attentive, which is a, a company that, that has been scaling for a while, so they had a corporate message.

And so how are you coming in and deciding whether it's effective or not?

 Yeah, I mean, I think, um, I think there's a couple different ways. Some are like, um, way more tangible and some are a little bit more by feeling or, um, more I would say anecdotal. Uh, I think, uh, you know, if I actually think back to my Twilio days, I have some examples like, um, that are, that are really top of mind.

You know, at Twilio we were kind of put in this, communications platform as a service category, which, uh, served us well in some ways, but didn't really tell the full story of what we did. And we were, we definitely had ambitions to move more up the stack and to build more software on top of our core APIs.

And so we, uh, probably my first year at Twilio decided to try and create this new category around customer engagement platforms because we felt like that naming and that kind of messaging served really what we did better. And so, um, we started out on this journey. We started to deliver that message at our roadshow events.

We did about 20 roadshow events a year, and we started to do it at our user conference. We use it with press and analysts. And, you know, at first it's just kind of like, all right, we're kind of, um, out to see with, you know, no, uh, it's just hard to know like how that's gonna ultimately land. But over time we started to.

Other companies picked that up and we started to see that message show up on, on people's homepages, and we started to see press actually talk about that. Um, and so slowly but surely we started to see that that message, it wasn't just us, it felt like this category was missing. There were, you know, other people in our kind of surrounding spaces that felt that that was a better depiction of, of what we were doing, kind of in this middle layer of, of infrastructure.

Um, so that's more the, you know, anecdotal kind of, you know, by feeling you're not, it's, it's, it's hard to kind of go run a, you know, a, a report in GA and get that data. Um, but then I think like very tactically you can see just looking at what salespeople are using. And, uh, you know, I, I go into a high spot and I, if I have a deck that I've spent hours on and it only has three downloads, like that's a sign.

It's not working for people. What happens generally is a salesperson finds a piece of content they use and then they tell their buddies, or they're a, you know, leader of a team. They say, Hey, this text's great, you should use it. And if that's not, um, taking off, you know, that's a sign that something's wrong.

And so, you know, I think you have to do your own kind of internal push around it. I wouldn't just expect a, a salesperson to just kind of stumble upon stuff themselves, but, you know, there's, there are, I have plenty of examples of places where we did a full training and enablement and still saw kind of lackluster uptake for some content that we built.

So if I do see things that aren't performing, I, I really try to, um, not just kind of sit with the data, but actually get in front of sales and say, Hey, what's working about this? What's not? I don't wanna build content that is not useful, um, to you because it's not a great use of our team's time is not a great use of your time and.

I think in kind of just getting on the phone and, and walking through something with them and also trying to, I think sometimes marketers build stuff and they never pitch it themselves. And I think once you're actually in front of a customer and start to like, go through a deck you've built, you learn a lot.

You just, like, you learn like, Oh, this is kind of clunky, or, Oh, like, again, like reading the room and seeing like how people are reacting. You learn a ton from that process. And I always try to encourage my marketers to not just kind of build stuff at, you know, behind the screen and, you know, without like really going out and testing it.

Um, and I, I really, uh, encourage, especially my product marketing team to, to get out, uh, at events, either, you know, first party or third party to, to get that kind of experience under their belt and really see how their messages are landing.

 One of the things that you, you mentioned as it relates to messaging is this, this kind of idea that at certain parts of the company's journey, you should probably be more literal or specific about what the product does or how it might help a customer. And then as the company matures, you tend to have the opportunity to, to maybe do something that's a little bit more inspirational.

And I'm curious how you like, think about that or figure out when is the right time to kind of elevate, you know, a, a a, a given message. You know, an example might be, Peloton probably started with something like, you know, a fitness class in your house or something. And now it's probably something like, we go farther together or whatever is the main thing that they're constantly talking about.

Um, and that's obviously the arc of the, that that fits into the arc of the company. So, so I was interested, is there any other things you can share about that, sort of what that looks like done well and what maybe it doesn't look like and maybe what it looks like not done well, cuz we've all gone to a webpage or seen someone present and you literally don't know what the product does.

 I just wanna preface my answer on this question with, I, I worked both at Salesforce and Twilio who were, who generally started in the s and b and mid-market space and evolved to, to sell more to enterprise.

 And so I don't know if my advice on how your message should evolve is, is more, uh, pointed towards moving from asking me to enterprise or is just generally as your company, uh, becomes more and more mature, you move from being, and you're, you know, you move on from, from seeing the market with whatever you do, uh, you know, to, to being more aspirational and lofty.

But, um, I, I'll say that, you know, when you think about how most enterprise software companies start, they start in the low end of the market. And, um, when you're selling to SMBs, they have limited time, they have limited resources, and, uh, you just want to, in plain English, Tell the customer what you do, tell them why it'll drive, uh, uh, value for their business and give them access as quickly as possible to try your product or buy it.

Uh, and so that makes for, uh, you know, I think in, in, in that world, the name of the game is all about simplicity and being super clear. But as you evolve over time and you sell to larger and larger customers, you have stakeholders who are motivated by different things. They are largely, they are tasked more often with broader company-wide projects.

They're asked to look to technology to help transform a company and to bring it to its next chapter of growth. And in that, and they also are working on projects that aren't. A month long, or, you know, 90 days long, they could be multi-year projects. And so in that sense, you need to, uh, be communicating in a way that gives that buyer confidence that not only do you have a great product today, but you're also going to be a partner that they can rely on, that your technology's gonna be future futureproof.

So three years from now when whatever pops up, if it's, you know, machine learning, or if it's iot, or if it's, uh, you know, web three, uh, that you're gonna be, uh, thinking about all these different dimensions that that might come their way. And so, you know, as you, as you evolve and, and think about selling to, uh, a more, uh, sophisticated customer, you know, your message has to evolve with that transition.

 Can you maybe explain a little bit more about what you think are the differences between marketing to an SMB audience and marketing to an enterprise audience?

 Yeah, I think that, uh, when you're marketing to an s and b audience, they are more in the weeds and the, the, you know, speeds and feeds, as we sometimes say of what a product does. They just wanna make sure that, uh, if, if they're going to your product and it's, let's say cheaper than the competition, that they're not gonna lose any functionality in that transition.

They're, they're definitely, um, you know, going through kind of the Checkbox exercises, to make sure that their product, your product is just gonna work for them. . I think when you move to the enterprise, obviously, uh, you know, enterprise customers wanna make sure your product works too.

Uh, but they are, um, thinking more from, uh, a solution mindset. They might have to bring multiple departments together to use your solution. They might have, uh, different hierarchies of people within their company that they need to, to use your solution for with, you know, managers and ics and roles and, um, permissions and hierarchies and in all the things that come as, you know, with a, a company that, um, is, is larger and larger and so they're gonna, uh, be more focused.

How all these things work together. And then, you know, they also wanna know that your technology's gonna be able to grow with their needs. Uh, you know, it can be a big deal to bring a new um, product, a new software product to a company. Um, it can be a big bet for someone's career. And they wanna make sure that if they're taking their company down that path, that if they get, you know, 18 months into a project and something new comes their way, your technology's gonna be able to handle that request.

And so, um, that's why having a more visionary message, having a more long term view into your roadmap is really important, uh, when you go and sell to enterprise customers because, they can't just look at what exists today and take that as gospel.

They've gotta be thinking much further ahead. 

 How did these ideas map, if at all, into sort of category modification or category creation?

 Yeah, I mean, I think Twilio's a great example of this. We, um, traditionally had sold communications APIs, uh, to developers. And, uh, you know, I think that, uh, Twilio's kind of core use cases in the beginning were alerts and notifications for, you know, very simple. I wouldn't say very simple, but, you know, general tasks that you do day in and day out.

So, hey, you are. Trying to, transfer money for Bank of America. Bank of America will send you, uh, you know, two FA code so that you can verify your account and, you know, be off into the races. Um, but over time we started to see our customers use, uh, Twilio in all different parts of their company. And when it came to things like customer service, it was important that all those APIs were connected to each other so that people could understand what was happening in all different parts of the, the customer journey.

And so at that point in time for Twilio, we really evolved from just a communications API message to more of a full platform for customer engagement. So that at any point in a customer's life cycle, you could understand, all right, we sent them this, uh, two a notice, uh, today for, you know, transferring funds.

We also sent them an invite for a webinar via email. We sent them, uh, a notification that. Uh, for upsell for, uh, you know, a savings account. And now they could see that all in one, um, central platform and be able to get a full view of their customer. And so as we move to provide more of that functionality for our customers, our message had to evolve with it because just talking about individual developer APIs wasn't as relevant to the types of customers that we were we were talking to that were further up market.

 And you touched on this a little bit, but as a marketer, h how do you, what are the indications or what are you looking for that it's time to make that transition?

 I think that, um, you know, as you are, As your software becomes more and more pervasive at an organization and just, you know, very practically that the amount of money that any company is spending with you, uh, increases, that is going to draw more attention from people higher up the chain at these organizations.

And those people are motivated by different things. The CFO's gonna be motivated by making sure that they're getting the best price acro if they're using the software all over the, the company, you know, the CIO's gonna wanna make sure that it's efficient in terms of, uh, how it works with all of their other systems and doesn't, you know, create more overhead.

And so, uh, I think it's just important to be really mindful of that as you're, as you're evolving into a more enterprise company. Enterprise, you know, great company and how you're arming your original stakeholders too, I think is super important. The people that were like, uh, the kind of original fan, uh, boys or girls for your.

Company equipping them with the right justification for why the, why the higher up should sign off on the budget or, uh, the ongoing, you know, expense of the software is, is super important in, in, you know, making sure that you continue to grow relationships. Uh, you know, uh, more and more up market

 Was, was customer engagement a category that already existed that Twilio, uh, grabbed a hold of? Or did you create the category in some way?

 people were, I mean, customer engagement's not like that, um, exotic of a word, like people were using it here and there, but it wasn't used, um, attached to a platform name. So, uh, you, you would see customer relationship management platforms, But customer engagement platforms was a new, uh, new category that, uh, we started to seed and started to see other, um, players in the communication space that operated.

63599abe9bc339414a5da2af

Sara Varni, CMO of Attentive, shares her biggest lessons from her marketing leadership career at Salesforce and Twilio, and what startups should know about crafting a corporate message that resonates. 

What startups can learn from enterprise marketing orgs

Sara Varni, CMO of Attentive, shares her biggest lessons from her marketing career at Salesforce and Twilio, and what startups should know about crafting a corporate message that resonates. 
