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foreign there and I was only in there for like five seconds and and Dan and Lucy already wangled their way to having hoodies and t-shirts with our new logo on it so I think that's probably that's the first bit of feedback I've heard so thank you for that we've we have a swag store it's exciting stuff so welcome to the stage Lucy and Dan it's great it's great to see you thank you so much for for sharing you know I know you guys are always busy we know what it's like today so for you to give up some of your time it's great to Great to great for you to do that thank you so much do you want to start by introducing yourself Lucy ladies first sure so I'm Lucy Regional director at daysdog for Uki South Africa um ahead of joining datadog I have been at mongodb BMC Carriage base and Quest software so you'll see a trend there of all medic organizations um and there is a reason for that that I will go into as we go through this we're really excited to be here and um I get I get a hoodie so delighted I will just say that um Lucy you may recognize Lucy she was on our masters of medic podcast and um then uh I think the title was 21 times a president's Club winner so I just thought well that's you know that's pretty impressive I don't know how you know you must have been like you know you must have started selling at the age of like six seven or something like that because you don't look old enough Lucy but um the point here was you actually when I took that line and put it into the agenda you were like actually and it's now 23 because it's been a couple of years since we've asked that so somehow you just managed to keep on winning these consecutive presidents clubs awesome stuff sedan introduce yourself please perfect thanks Andy and thank you for having us thank you for having me so I like Lucy I'm one of the regional directors for the UK actually no hold on sorry I apologize as of last Thursday my job changed so I'm actually now the area director for Iberia Middle East and Israel for datadog um prior to datadog um I was at and before that I was at acquiao again also medic shops um but yeah I've been I've been selling tech for for way too long 20 years I had hair back then at some point uh I still have some black and white pictures that that show that but um no thank you for having me I'm excited good stuff right let's get stuck into it then if you can um bring up the deck like I said I've been delegated Chief clicker here you guys must have some pretty strong security not allowing you to share your screen at data that's probably a good thing all right let's go so let's take it away guys perfect so today we're going to be really going through um a few bits and pieces but it's it's really around why are we gonna you know why do organizations why do people like us and sellers join companies that are medic focused um so Lucy as Andy articulated has been you know has been in the industry for for quite a while and she's worked as she as she mentioned places like Quest couch based vmc datadog um and uh I guess the first question is Lucy after 18 years in this space why do you continue to work and join medic organizations sure so um yeah I think there's probably one or two or two um so first of all all the Medicals I have worked for have had Elite sales teams and leaders and I think as a personal level this has made me better but I also feel really fortunate that I've been able to learn from so many of the legends of the industry um I know you're going to name drop some of them later and um but um I also love anyone that knows me I love processing data and medical allows me to embrace both of these whilst using framework which I know creates success on many levels like selling is not just about the deal it's about the customer experience which I think some of the Champions on the earlier sessions were talking around um and it's making sure that they have a great engagement from start to finish and medic allows them and me to do that also I've heard um so to have that um great end-to-end experience and I guess thirdly it's um being in an environment that allows you to thrive and one thing that I've noticed from all the medic orgs I've worked for in the past is they have a very um high regard for development of individuals in all areas of their roles and personally as well and being able to prove to be the best you can be with lots of learning so um that's another reason why I think a medical org is a really great place to be because not only does it allow you to um learn but with that comes the earning potential as well so um they're probably the three things that really kind of Drew me to Medical organizations from a young age um but I'd love to hear Dan what your view is on as well because you've worked for a number of them also yeah so it's slightly different for me right because I wasn't born in medic like like Lucy was so I've actually seen a world with medic and a world without medic and what I can say is I can first of all wholeheartedly agree with the three points that that Lucy mentioned right it's a it's a different world when you're working with the with the framework and and the process that that medic enables you to to repeat and scale as you progress through an organization so all I'll say is I agree with you and I'll give a Shameless plug to the to the people who actually got me involved in this uh one with Steve Williamson and then the folks at so people like Don Darcy Dan Barrett James Kirk a huge thank you to them because you know they're because of them is how I ended up the data dog and why I had the opportunity that I have now so yeah Shameless plug thank you to all of you it's that so Dan um you've hired and built teams for many years really successfully um and one of the things I wanted to do is ask Dan to really walk through what he looks for when he's hiring new Talent into his teams um both now and and in the past so um Dan are you able to walk through just kind of what you tend to look for as you um go through candidates within process um and feel free anyone to pop some questions in the chat as we go through this if you'd like yeah sure by the way we don't know how the build is going to go so excuse what I say and if the if the slides don't match a little bit but the just make it all go there you go thanks Andy so look I look for three things right there you know the S is K's and q's I'll walk you through each of them individually but I'll give you some context as well so the ssks and Qs are simply skills knowledge and quality so what I mean by skills is this right not every company is the same not every challenge is the same so there are specific criteria that I look for when I am building a team especially in my role at datadog because we're still although we're a very established company we still have a small total addressable market so I know that I'm looking for hunters I'm looking for people who are who are creative who are find creative ways to PG who aren't afraid to pick up the phone like true Hunters who are willing to get into the weeds to get muddy to get dirty you know you know put on a helmet pick up a gun and do the actual PG so I know that one of the key skills and one of the key components that I'm looking for is someone's ability to build pipeline hunt for net new logos right so that is a huge skill that I know that I look for I also know that we work in a very technical space so I'll go into that in the knowledge for a second so it's about to have the experience and do you have the skills to be able to identify you know using an account map or a PRP whether the objectives of a company what is the uh strategy that underpins those objectives the initiatives that underpin that strategy and then the initiatives that actually have challenges that data dog in our example can help with and then how do you then operationalize that and turn that into live pipeline over the course of x amount of time the thing is everybody knows that datadog is a is a is a medic company everybody knows that there's a bunch of medic companies so people always tell us everything we want to hear and everyone is a hunter and everyone is yada yada the truth is the people who do this best are the people who show me I had an interview with a with a gentleman about three weeks ago and when we were going through this he turned around and said Dan let me just show you let me just show you how I do this and it was awesome because it shows me that hey he actually does it in real life and he's shown me the success of it so with all of these things don't just tell us show us it is significantly more uh impactful if you do the second piece is the K the knowledge and this is the expertise a lot of the medic companies are technical cells so it is important that you know if you know if I say AWS if I say microservices if I say a hybrid Cloud but you know what these terms mean so in any organization that you're joining you should know or have a base understanding of the domain expertise in our case it's the microservices API that's devsecops world but you have to know what they are you have to know what they mean you have to know how to engage in who the personas are that care about the thing that you're selling these two components the s's on the cues are important because it it's it from our point of view it's the time to ramp right we as As Leaders our job is effectively to teach right to teach and coach the thing that you guys care about is your career your earnings so we have to try and figure out how to develop you as fast as possible in the fastest time as possible if the ramp is too big your your introduction into a company is going to be very challenging so we have to weigh up the risk of that versus the amount of knowledge and the ram and the last piece is the cue for me the Q is the quality when I talk about quality I'm talking about the quality of the human is the way that I always is the way that I always say it but it's you know is the individual coachable is he willing to learn what is the thing that drives the individual the reality is I can teach you the skills I can teach you about the domain I can't teach you to get out of bed I can't teach you to work harder today than you did yesterday I can't teach you to ask more questions to be more Curious those are things that you have to be you know you have to have ingrained in you you have to understand your why and for me when when you meet me sometimes people think my interviews are super weird because I talk about nothing around the first two it's always about the third point because it's the one thing I can't coach so I spend a lot of time looking through those things because the next slide is all about your questions so um and that's around how we use medicines the the gentleman you mentioned that showed you did did they did they progress have they got on offer what's going on uh so it's in it's in Flight right now but okay I'll say no more good so before the next slide right um it and Lucy will go into this very eloquently but just put it this way I am a huge champion of this individual I believe he knows who he is um I am you know openly vocalizing and selling on his behalf um because I think he will be a great addition to to well to the to my old team and and to the uh to the data dog region in the UK but look before I get into that I think let me introduce this next slide because it's quite interesting so the reality is medic is a framework it's a prospect it's a process that we use for prospects and customers however it is something that can be used across all facets of um of an organization right it's super repeatable it's easy to uh to implement and it's the common language that we have a data dog to the extent that it also forms part of our recruitment so as we're qualifying through recruitment the medic framework comes into play so I wanted Lucy to take the S case and q's and break them down into what they actually look like from uh from a from a medic standpoint so Lucy if you don't mind sure absolutely so as downloaded we um we do use um Medic in our hiring process um you know it's very well having medic on your CV but if you can actually apply it unconsciously with it throughout the interview process like your skills are going to shine through and we're going to know that you are a true medic um rather than um just someone who's got it on there because it looks good so what I'm going to do is Andy you might just actually we'll build the slide as we go because we've not practiced this but um we'll start with M so when we um talk about metrics and we're talking about knowing your numbers so in the early stage interviews we care about how well you know your data points and how you can talk intelligently to like support these we care about how you achieved your quota what the build of that was and um how you or what percent you're over um or under and if you've got a reason why you're under it could be economy it could be the product wasn't great it could be a bad product fit for a requirement but you know be really honest and open with those numbers we really care about new logo lands because with every um cells or like Landing new business is the most important and the expans are there but landing new customers um is super key and also be prepared to give a number of examples on those so when Dan and I interview we ask for a number but then we go down into it and ask about you know who was a customer what was the pain they sold what are the three whys um we also love Club attainment who doesn't um and we also love to find out how you rank yourself against your current team and your peers um that for us shows a little bit around emotional intelligence and also if you can if you can back that up so early stages probably in process one or two we care about numbers so make sure you know them and make sure that they can stand up the only the only thing I'd add to that as well is um like like I said right don't just tell us show us and one of one of the easiest ways to show us and this again this is region specific you can't ask for this but you know I've had um examples in the past where I've done this myself I did this at my previous company where people have just shown me their p60s right if you're saying you're a top performer your earnings will prove that so if you feel comfortable and you want to excuse the language shut us up right your 360 at us we have no problem with that yeah so the next one is e so who's who in the process you should treat this like a deal um so obviously there's a number of people that can say yes but there'll also be people that can say no and they're not necessarily the hiring manager it could be someone you know two levels up it could be someone in Tech it could be someone across the whole org that could actually say no um so you want to make sure that you have um understood what's previously stopped people being hired in the past great question early on but also make sure that within the process you've made um or got an understanding of like who's who what makes them tick and what they look for and if you ask and throughout the process you will get answers but make sure you've mapped it so treat it like a deal and map out a power map or a Champion Plan and then you can use that um to try and build those relationships to make sure that you nail and nail the process decision criteria um every leader will have a number of criteria that they have and there'll be some non-negotiables in there um as Dan mentioned earlier in his skqs and what you want to do is get in understand these early um and make sure that you can showcase them with with data like show photos and tell and make sure you understand those and if there are some of the non-negotiables that you don't have make sure that you can like um back it up and kind of persuade and talk about why you are still fit for that role even though you may not have all of the um kind of criteria that we're looking for the next one is process so what does the process look like end to end and who is involved that links background to the kind of who can say yes and who can say no but what you want to understand is again power map what are they like ask if there's other people you can speak to within the org um in the process to get that Insight um we love curiosity and we love to get um we love to see those people using the tools in the ecosystem around them because then it shows what they're going to be like on a day to day and how wide they use um people around them to to get success um one of my team and we now involve them in the interview process um because obviously the team we want to make sure that we're we're a tight team and um they love being part of that because we're we're testing emotional and IQ but also how well they're going to fit into the current team if we go to I so everyone would say this is decision criteria but um Dan and I had a big debate about this and we don't believe it is so I didn't identify decision criteria early and why the hiring is happening from the leader is it hyper growth is it because everyone's left due to a bad culture fit or another reason so ensure it matches your own criteria for a new role because there's nothing worse than starting a role in the first week um you've gone through the big process you know maybe four or five stages you've accepted a new role you turn off on day one and it's not what you signed up for and I'm sure we've all been there but make sure you ask lots of questions throughout and ensure that um what the company is offering in within the role within the culture within everything um is what you're looking for in all aspects um and don't be afraid to ask because that day one mistake you don't want to have it the next one is Champion something that we all love and we say no no Champion No Deal it probably is the same within the hiring process also so we want to make sure that we identify build test and use throughout the whole process the hiring manager is going to be the one that you really want to get close to but there's going to be lots of people around the process that actually You Want To Make Champions as well so in the digital process for example we have a tech interview to sort of showcase datadog and show um kind of what the values are and how the customers get value from it so to see how well a candidate will be able to articulate that you want to make those Tech Champions um or those Tech sc's your champion because then they're behind the scenes saying this person did a great job they understood the attack well it's not all just about the hiring manager so cast your netwide a bit like we spoke about within the um the process and the EB Side cast your netwide and make sure that you are um trying to get the support of as many people as possible within the process and use your initiative and intelligence to go and reach out to other people maybe it's LinkedIn to go and find out what it's really like to work at the organization from day one and then the last piece is um competitors so we care about who we're up against because if you're interviewing and you're uh you're an a player you're probably going to be interviewing a more than one organization but what we care about or what you should care about is how many people are going for the role how many positions are there and again how do you rank against those people you should ask that every single step of the stage because as you go through a process and it could be maybe a 10-day two-week process and there's going to be new people coming into that process if we've got more than one or two roles so you want to make sure that you're constantly checking in every interview process to make sure that you're still shining star number one um so you get the role should you be successful done anything to add to those yeah um so not to add it's just also I want people to think about it like this as well right like this is a two-way thing the interview process is not just you know the hiring manager interviewing the candidate it's it's both ways so make sure that as the um uh as the person being interviewed that you have your the things that are most important to you the things that you're looking for the things that that you want out of out of your next job the next company your career your progression it is important that it is a two-way street it is you know I always make sure that when I kick off an interview that's my first thing is hey this is a two-way thing I want to know what you care about what's important to you and the things that you feel will help you get to where you want to go um so yeah just make sure you have questions that help you find out that for yourself as an interviewee guys I love this I think this is so apt to what you're talking about here and how you're kind of bringing in so much of the particularly like the the emotional side of things like I think like as a hiring manager in the past where if I've been up put on the spot and started to ask that you know those questions about you know my criteria but also when you kind of combine the criteria of what I'm hiring for with kind of the pain I'm trying to solve for like you said like is this is my best performance left is it because the a person's had to leave because they weren't performing and and therefore what what things were they not doing that I'm looking for this new person to do and it's not just about finding those things is it it's about evoking that emotion in me that reminds me of just like how painful it was when I didn't have those things so that person can kind of the candidate can show they have those things so I value them even more I think it's brilliant I really like this so sorry I just felt like I wanted to say that so near in the end now but um Dan and I put together some do's and don'ts there's some top tips on what to do and what not to do when you're interviewing and for any role this doesn't have to be medic specific but for any role so Dan I'm going to let you um walk through this because you're super passionate about it yeah no so it's um it's a few things right so we wanted to give you give everyone something tangible back right so it wasn't just like oh hey here's theoretically how everything works right here's some tangible pieces that that we wanted to give back so first and foremost make sure you do research on the um on the actual role you're going for the company and the person right this is a must right what defines a great sales person a great anything is the preparation you put into it if you were just showing up and throwing up good luck you know next thing don't turn up without setting an agenda the amount of times that I've you know I've joined an interview and I will and I won't set an agenda right my expectation is that someone is trying to set up an agenda with me that they're trying to understand what are the things that I'm looking for try and qualify me like the way that you position yourself in front of a of a potential interviewer is the way that you're going to position yourself in front of a client right the only difference is the cell that you're doing right now is yourself so if you're not going to do it in the interview process I guarantee you you're not doing it always when you are moving through an actual deal with a client so always make sure you set up an agenda foreign that you understand the decision Criterion of that of that hiring manager and why that decision criteria is important I've articulated already that for me it's you know the total addressable Market has to be penetrated so it's around hunting that new logo but make sure that you're asking the questions to qualify and understand the why behind that specific criteria is important because it'll allow you to then provide the answers that are aligned to those why don't lie this one's this one's honestly like all of us laughing but this happens a lot the amount of times I've had people uh and I'll just use the word Round Up um you know the answers inflate confabulate use whatever words that you want the reality is before I actually interview anyone I've done a ton of research on you already I've looked at your LinkedIn if I can I would have referenced you already so if you are a I don't know director of something I trust me I will know if you actually are or if you're a team leader if you're not because chances are I would have done my research so don't lie because it's very easy it's such a small world we all know each other like Tech is Tiny so we will all ask questions and you will be found out and that's not comfortable for anyone know your metrics facts and figures for my sins I have a masters in statistics I like numbers numbers don't lie numbers don't have opinions so I am boring numbers based so make sure that you know like simple things like you know Lucy already said about like number of new logos but also like what is your quota how did you achieve you can't just say oh 100 or 120 or 150 I'll go okay yeah but what exactly was your number how was it made up how many logos how many deals walk me through that and sometimes I'll even ask you for your leading indicators nbms discos conversion rates people who are consciously competent know those things about themselves because they know how to tweak the levers that make them more efficient so make sure you know them uh following the don't lie thing as well that's kind of I'm sure a lot of people feel like I do right now of thinking back to those interviews being caught out on where you maybe haven't done as good a job as you have preparing that's like uh that's bringing it all back to me and then the last thing is this one right uh and you could have had the most unbelievable interviews you've been curious you've asked all the right questions you've you know given us back our USPS you know you've built great Rapport blah blah blah blah gets to the end of the session and it's like cool thank you um I'll await feedback that is just burst the bubble oh man it breaks my heart so don't forget to ask for feedback I always always always ask like hey I don't want to know what's good I want to know what's bad tell me what I could have improved on like what are the red flags how can I help and then try and set the next steps all of these components will help you understand the things that you need to work on to make sure that you secure that next step whatever it may be brilliant stuff and then uh yeah I was gonna ask Lucy if she had anything to add to those um no perfect so look we wanted to just give you a you know a bunch of companies that that we know are uh follow follow the process follow the the framework that that are all great or all growing um so yeah with that um I will hand over to Andy and open up for any questions if there are any thank you very very much Lucy Dan that was awesome thank you so much it's like one of these things I've seen my notebook over there and I'm like I need to write this down because I need to remember this sort of thing so thank you guys so much you can I can absolutely guarantee you're going to get hoodies in the t-shirts you asked for that so thank you so much to give up your time and I I can't see the chat box and I'm sure it's alive with gratitude and if you if you're in there and if you enjoyed that session be sure to show some love to Dan and Lucy there and of course like now there's a blueprint your interview should get infinitely better now because there's a blueprint for what to do if someone wants to work in your team foreign [Music]