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1. Building the Fastest Growing Private
Company in the US
Tim Bertrand
SVP, WW Sales
Acquia

2. Who is Acquia?
•Fastest growing private company
in the US – via Deloitte Fast 500
•#1 Software Co on the Inc 500 –
2012
•4000+ customers
•470 employees
•Global:
•Boston, Portland, Washington
DC, UK, France, Netherlands,
Australia
•$68.5M raised capital:
•North Bridge Venture Partners,
Sigma Partners, Tenaya Capital,
Investor Growth Capital, Accolade
Partners
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3. Drupal: The Platform Driving Integrated Digital
Experiences for Content, Community &
Commerce
Market Presence 2,000,000+ sites
Global Adoption 230 countries
Extensive Capabilities 25,000+ modules
Broad Community 1,000,000+ members
Active Development 31,000+ developers
2X the size of Linux developer community

4. ($ millions bookings)
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5. Our Journey
• 2009: 100% inbound marketing/inside sales
• Our assumption: With a very large installed base of
Drupal users, we should be able to develop a very
targeted set of assets and “they will come”
• Lesson learned: You need a massive content engine to
drive inbound leads. We should have concentrated much
more up front on our content engine.
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6. Our Journey
• 2010/2011
• Our assumptions: Our content engine and inbound
marketing engine was cranking – we assumed we could
scale until (infinity?). Until we couldn’t…
• Lesson learned: We relied too heavily on inbound
marketing in a market that was mature enough to support
a traditional Enterprise/outbound function. In early 2012
– enter Aaron Ross & Predictable revenue…
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7. Our Journey
• 2012/2013
• Our assumptions: We were entering a mature enough
phase of the market that we could simply hire lots of
Enterprise sales people in the field and scale similarly to
how we scaled the inside sales model.
• Lesson learned: Remote/Enterprise sales people require
lots of support, extremely intense onboarding, and we
created a culture that lacked accountability between the
field & inside teams.
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8. 2014: Where we landed

9. Acquia by the Numbers
• 2014 bookings plan - $120MM ($75MM net new)
• 60 quota carrying sales reps
• 20 pre-sales solution architects (1/3 ratio)
• 20 SDR resources (outbound) (1/3 ratio)
• 15 ISR resources (inbound) (1/4 ratio)
• 20 Account Managers (1/3 ratio)
• 8 Channel overlay resources
• 5 Sales Ops/Deal Desk
• 15 Management (SVP/VP/AVP/Director/Manager) ~10%
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10. Sales Team:
Lead Generation:
Account Management:
UpsellOpportunities
2014: Where we landed – Demand Generation

11. Creating a Machine
•
ISR Responsibilities
-Pipeline Generation
-High % of Qualified
Opportunities
-Assist with deal
closure within territory
-Prepare to move into
quota carrying role
SDR
Responsibilities
-Pipeline Generation
-Qualify
Opportunities
-Territory Focused
Territory Rep Responsibilities
Qualify Opportunity
-Salesforce.com Opportunity
creation and stage management
-Manage deal to closure
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12. Tools we use
• Lead generation
- Inside View
- Connect & Sell*
- LinkedIn
- Acquia Crawler
• Marketing Automation
- Marketo
• CRM
- Salesforce.com
• E-mail productivity
- Yesware
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13. What’s “under the hood”?
High performance
culture of accountability

14. A sales process with multiple validation points
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Validation: Pursuit Drill Validation: Vision to CloseValidation: Discovery Letter

15. We Think About Our Model Every Day…..
• How we make decisions on our model
- 18 month time horizon
- Constantly examine market opportunity – are we investing for growth based upon what we see in the market?
- Build plan around BOTH the market and the targets
- Start with board plan revenue targets & bottom’s up model
• Based upon key learning’s, market events, internal initiatives, we predict where growth will come from
• Assign revenue target to regions
- Annual then adjust quarterly
- Identify ways to create leverage
- Each quarter, we identify strategic milestones we need to accomplish
• Key hires
• Geographic expansion
• Internal initiatives
• Channel initiatives
• Product enhancements / go to market programs
• Key deals / relationships
- The output of this process is an evolving sales model
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16. Guiding Principles
• For sales model decisions…
• What is the impact? (Short and long term)
• Does it scale?
• How hard to implement, measure & sustain?
• Does it fit the constraints of our business?
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17. Summary
• Don’t underestimate the power of of content
• Invest in a balanced (inbound/outbound), predictable
revenue model early
• Understand the complexity and onboarding process for
hiring field resources outside of your corporate office
• Be ruthless about collecting/analyzing your metrics and
implement a validated sales process
• Run your business with the rigor and scrutiny of a public
company from Day 1
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