5 Questions with Jason Tissera & Tommy Jenkins

Co-Founder & Product Owner, NLP @ Upmarket

Good SDRs get a “yes” response ~3% of the time.

And more often than not, leaders only care about that 3%.

We’re not math majors, but 97% seems like too big of a slice to ignore.

The data that SDRs gather when the answer is a “no” or a “maybe later” (or some variation of that) is valuable. We’re talking competitive intelligence, market sentiment, message feedback…things that sales and marketing leaders (should) care about.

The problem is that SDRs aren’t expected to or trained to capture that data effectively, and even when they do there isn’t a system in place to relay it to the people who need it.

That’s where feedback loops come in.

Building a process where SDRs can relay feedback to their leaders and have them make actual change is difficult, but important.

We sit down with Jason Tissera and Tommy Jenkins of Upmarket to talk about the logistics of setting up and implementing feedback loops, the impact they can have, and why you should consider it for your own organization.

The data that SDRs gather when the answer is a “no” or a “maybe later” (or some variation of that) is valuable. We’re talking competitive intelligence, market sentiment, message feedback…things that sales and marketing leaders (should) care about.