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Miro with Zhenya Loginov

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Manage episode 312999811 series 3255321
内容由Hypergrowth: the early years and Basis Set Ventures提供。所有播客内容(包括剧集、图形和播客描述)均由 Hypergrowth: the early years and Basis Set Ventures 或其播客平台合作伙伴直接上传和提供。如果您认为有人在未经您许可的情况下使用您的受版权保护的作品,您可以按照此处概述的流程进行操作https://zh.player.fm/legal
Zhenya Loginov has been the driver of growth and revenue at some of the most successful companies, including Dropbox, Segment, and Miro. As the COO at Segment, Zhenya led the revenue and operations teams as the company scaled from SMB to Enterprise and expanded their product categories. Today as the CRO at Miro, he is responsible for all revenue and is the main driver of the evolution of the business as they target larger customers. ‍ In this episode, you’ll hear how Zhenya: 1) Thinks about the playbook for self serve and enterprise businesses including where the teams should live, 2) Discovered the point in time to start building an enterprise business, and when is too late, and 3) Transitions the culture of an organization to better service larger customers, from product and engineering to sales and success.
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Artwork

Miro with Zhenya Loginov

Hypergrowth: the early years

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Manage episode 312999811 series 3255321
内容由Hypergrowth: the early years and Basis Set Ventures提供。所有播客内容(包括剧集、图形和播客描述)均由 Hypergrowth: the early years and Basis Set Ventures 或其播客平台合作伙伴直接上传和提供。如果您认为有人在未经您许可的情况下使用您的受版权保护的作品,您可以按照此处概述的流程进行操作https://zh.player.fm/legal
Zhenya Loginov has been the driver of growth and revenue at some of the most successful companies, including Dropbox, Segment, and Miro. As the COO at Segment, Zhenya led the revenue and operations teams as the company scaled from SMB to Enterprise and expanded their product categories. Today as the CRO at Miro, he is responsible for all revenue and is the main driver of the evolution of the business as they target larger customers. ‍ In this episode, you’ll hear how Zhenya: 1) Thinks about the playbook for self serve and enterprise businesses including where the teams should live, 2) Discovered the point in time to start building an enterprise business, and when is too late, and 3) Transitions the culture of an organization to better service larger customers, from product and engineering to sales and success.
  continue reading

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