Bernardo Alves is an engagement manager at LeanScale who started his career in customer success and gradually moved into operations and business intelligence, where he has stayed ever since. He works with the marketers and revenue teams LeanScale serves on the operational challenges of usage-based tracking and multi-touch attribution — mapping buyer journeys, capturing campaign and event signals cleanly, and wrestling with how to weight credit across the many touches on a deal.
Bernardo Alves on the three numbers every partnerships team has to measure — production, cost-to-carry, and cannibalization
Bernardo Alves on the three metrics every customer success team must measure — gross vs. net retention, customer health, and voice of customer
Anthony Enrico and Bernardo on the three marketing metrics that tie demand gen to the bookings plan
Bernardo and Anthony Enrico on the three metrics that tell you if you'll hit your number — and how to calculate them without fooling yourself
Anthony Enrico and Bernardo Alves on what a VP of RevOps actually does — strategy over firefighting, owning the operating plan, and the cadence from annual to daily
Bernardo Alves on chart crimes, cherry-picked metrics, and why data lies the moment you look at it
Bernardo Alves on valuing new business and pipeline when nothing is committed
Bernardo Alves on what actually makes multi-touch attribution difficult — and the pragmatic first steps most teams should take instead
“The trend has been that the sales engagement tools were the ones creeping into forecasting and pipeline analytics. So seeing Clari come into the fray of their own volition and take the fight to them was surprising.”
“Clari is one of the best tools when it comes to forecasting, and Groove is a standout in communication strategy — the native connection with Salesforce is incredibly seamless.”
“Because it isn't a build and it is an acquisition, you're going to have to deal with fit and how these two integrate with one another. And that brings its own set of challenges.”
“I'm sure one of these is eventually going to get so close that they'll ask: can we take on the giants in this space? Instead of being a package of solutions — can I be the solution and become the ecosystem?”
“Outreach and Salesloft feel like different flavors — different colors of the same shirt. Do you want green or purple?”
“The first one — and we're going to start real easy with this one because, as you mentioned, it is often overlooked — is just understanding overall and by partner production. When we're talking about production, what we mean is how much pipeline is being sourced from these partners and how much are you winning from these partners and partnership as a whole.”
“You should absolutely keep an eye on cost-to-carry ratio — understanding how much it costs to run your partnerships team, and breaking that down into how much is operational overhead that you're not going to have an impact on, and then the variable cost per partner: what events are we hosting, how can we influence the cost, and what impact does it have on production?”
“A really important one to keep track of is cannibalization rate. And this isn't something that you should keep track of in order to chastise the team or anything like that.”