With Sam Lee, Marketing & Sales Operations Manager at DocSend Dropbox
Sam Lee, Marketing Operations Lead at DocSend, speaks about enabling his marketing team to use their MAP and report on data, using integrations to enable data actionability and data exploration, and the role of MOPs during the DocSend Dropbox acquisition.
Sam Lee is the Marketing & Sales Operations Manager at DocSend Dropbox. He is a Revenue Operations (Marketing + Sales Operations) professional, currently living in the SF Bay Area. Like a lot of Marketing Ops people, he started out in general marketing before accidentally becoming proficient in HubSpot at one of his first jobs, a company called Mirantis. He joined the newly formed Marketing Ops team there and progressed in those roles over the last nine years.
How did you enable your team to use their MAP and report on data?
I was in a Marketing Ops team of one for a while at DocSend. For me it became really important to enable the team as much as possible. I started doing these webinars that teach people how to do more intricate stuff with email, or play around with landing pages in a way that maybe it wasn't so obvious, or even understand a lot of the data we were getting with attribution or from the product and how to report on all that data. They became fundamentally crucial for basically everyone on the marketing team.
That was one of the more rewarding experiences I would say that I had in the earlier days of DocuSign.
What outcomes, workflows, and benefits were the marketing team able to get to by having everything combined into one platform?
First off, how smart Saundra's channel partner program has become was a great outcome for us. Some other really exciting things are things like being able to filter our database much more easily based on who is an active customer, who wasn't an active customer, if they had a specific role within a given plan. That definitely helped make things a lot faster instead of pulling data out of Intercom, throwing it back in HubSpot, things like that.
We were able to develop this very robust onboarding. We call it “transporting,” to try to get people to shift from one use case to another. It’s really intricate email and nurture streams to get people more engaged in the products.
Now based on this integration we had with all those events, we know if they actually use this feature within DocSend. We can then send them predictive emails saying they've used this, maybe we should try to get them on this more advanced feature now that they're kind of scratching the surface. That's led to some awesome results.
I was also able to set up some very custom NPS automation within the combination of HubSpot and Salesforce, where we can programmatically see whether they are an active customer. Did they churn and then re-engage? Every 180 days we send them a request for a new NPS response to track customer engagement and happiness.
It goes back to what you said earlier about data actionability. We have the data, but by investing in that integration in particular it enabled all these operations and automations that we wouldn't have been able to do otherwise. Again, based on data.
What role did MOPs play when DocSend was acquired by Dropbox?
Looking at it from a Marketing Ops perspective we asked what can we do in tandem with Dropbox to drive business from Dropbox to DocSend or vice versa? We tried a lot of different experiments. A big piece of that was understanding the different components. For example, Dropbox sent a bunch of different trials to DocSend in an effort to see if there's any synergy there. We had to figure out how to be able to track that within the marketing automation platform, which was HubSpot for us. We also had to understand what they did and create a more tailored experience for them as those new trials kind of came into the system.
That was obviously a big project that Marketing Ops was involved in to make sure that we could track all of this we could understand like the results of what happened with this experimentation.
Another big piece of the acquisition involved reporting. Obviously Dropbox ,or any company acquiring another company, have their way of reporting on things. The company being acquired will have their way of reporting on things. It’s important to understand what each company looks at. From there, figure out where you can report on common denominators or common key performance indicators for each business and align on those things.
The third piece is seeing where strategically you can move on to the same tech stack. Maybe the acquiring company has a really great piece of tech, or maybe you have a really great piece of tech. Figuring out who should be on what piece of tech, and then seeing where those opportunities lie to accelerate the other company or enable more revenue in general.
