Rippling FLM Interview Questions Flashcards
Can you describe your experience in managing enterprise contracts for sales teams?
DISCOUNT MATRIX REQUIREMENTS AND SYSTEM READINESS
-Sales initially had ability to sell in any way
-With rapid growth, finance and legal wanted a discount matrix, approvals , and the Conga suite configured in SFDC
-WIth these configurations and enaboement of process, it supported collaboration betwern sales, legal, finance, and dd.
-When an AE submitted their quote for approvals, it triggered to my team to review initial T&Cs and discounts.
-Next routed to legal and finance which usually needed a team call to align to go over approved pricing and redlining
-
S: Without any governance in previous state and a fast growing sales team, sales were getting enterprise signed orders without review for all segments and sold steep discounts.
T: Finance needed a discount matrix and approval flow in SFDC where sales were unable to process signed orders unless they were approved by finance
A: As a product owner, I created this feature to configure Conga with the technical teams and used agile for sprint planning
R: Once the enterprise sales rep submitted their quote for review, it triggered the alert to finance to review the discounts with give & get. For more complex quotes, I facilitated deal calls with the AE<>finance to discuss further
S:
Bridge contract for enterprise to PoC the product for the first 2 months
Enterprise sales and renewals usually need a lot more attention due to redlining and more complex contract language.
T&Cs
Payment Terms
Billing Frequency
MSA redlining version control
Discount matrix
Counter signatures
T:
MSA VC: To ensure that redlining is approved by legal and alignment with legal and customer
DISCOUNTS: To ensure that discounts are within the approved discount tiering and if outside the matrix, that finance approves with the give & get such as
Discount: 50%
ARR: $1M
3 year contract
Payment Terms: Net 60
Payment Type: Invoice
Billing Frequency: Annual
A:
Review T&Cs, Discounts, and MSA redlining
R:
Customer Readiness: Legal, Finance, AE/CSM, and customer ready to proceed opp to next stage in sales cycle
How do you ensure accuracy and efficiency in deal processes?
Before CW, DD reviews CPQ quote and opp data and data in created contracts, subs, invoices, and future renewals that get created in CW WF
S: Signed orders came in for deal desk review before there was a discount matrix and quotes came in for review when we created triggers to deal desk when sales submitted the quote for review prior to customer send
T: I needed to review if opp and quote data were approved and correct in SFDC:
A:
CPQ:
Previous state was to have CPQ match the signed order quote lines
Iterated state was to
PMT TERMS & FREQUENCY: ensure that the quote had standard payment terms and billing frequency and if not, I asked the business case of give and get/looped in legal and finance to approve the terms
CPQ contained the right edits by sales
Year segments customization for the opp with discount and products
Grand total was calculated correctly
Opp:
Check if primary quote data calculated correctly for core metric data on the opp such as ARR
R: Data hygiene across quote to cash
When CW, the workflow for Q2C in creating the contract, future renewal opp, and invoice would be created correctly with subscriptions and core metrics data
How do you collaborate with cross-functional teams, including sales, finance, and customer success, to facilitate the deal process?
S: an opp is needed support from XFN resources for T&C, MSA language, and discounts
T: Deal desk executes first review and determine what resources are needed to support the sales rep with open questions around steep discounts, non standard T&Cs and customer request for special language input into MSA
A:
Facilitate a call with AE<>Legal<>Finance<>CSM (if existing customer or for awareness of NB Ent account)
Create an account group in Slack/Google Chat/online chat agent
R: Internal team alignment for quote and contract customer send during negotiation process
As a product manager for deal desk roadmapping, how do you prioritize features and enhancements?
Product Backlog for agile OR create sequential DD roadmap that can be added to the RevOps portfolio
-Data analysis to identify any possible gaps or challenges
–>DD is overcapacity at month ends and can’t close all deals on time
–>DD ticket cycle time is too long
–>DD CW workflow is too long
–>Core metric data has a lot of errors
-Frontline interviews and surveys
-VSM
-Create product backlog
-US collaboration and sprint planning OR
-Create product roadmap reflecting highest to lowest impact sequential order needed for DD
S: Business and technical teams need a product backlog that contains highest to lowest customer value features
T: To understand internal customer needs and what will be the most impactful iterations in business workflow and system readiness
A:
Data analysis to identify gaps in sales and renewals
How many non standard contracts are sold in X time and by how many reps. If it’s a lot, why?
How much ARR was closed for NB, Exp, and Renewals in X time and by segment
Which segments are selling the most?
Average ARR by segment
Are segments hitting quota?
Churn Analysis
CL opps and lost reasons
Identify top lost reasons
Conduct interviews with top performing frontlines and a few lower performing reps
Value Stream Mapping to see where in the q2c process are bottlenecks for sales, CS, DD, legal, and finance
Create the roadmap and work as product owner for user story collaboration creation with the scrum team/ write requirements in PRD for technical teams
Can you provide an example of a successful change or improvement you implemented?
S: Q2C hack and string previous state and dire need for automations for CW workflow
T: Product Owner + PM for Q2C and to sequence, prioritize, and write requirements for the technical teams
A:
Wrote >100 user stories for phase 1 using epics and associated user stories for NB, Exp, and Renewals and groomed them with the lead BSA
UAT:
wrote test scripts for each use case
Sales
CS
DD
Finance
Unit testing
UAT testing
Stage testing
Regression testing E2E UAT and Staging
Smoke testing in Prod
R: Successful deployment and little to no impact to any users in SFDC prod. Reduced DD quote to cash admin time 45 to 10-15 min
How do you work with the Business Systems team to align technology solutions with the needs of the deal desk?
S: From value stream mapping and in the weeds of DD, I knew the areas needed to remove/reduce bottlenecks in the process for quote to cash
Example: Sales needed a tool for creating documents such as the contract and MSA from the CPQ Quote object for review and wet signatures
T: Created value stream map, circled bottlenecks, demo to the lead BSA areas needed automation for, so technical team can see where the business has challenges
A:
Created product backlog and selected highest impact features to prioritize and plan sprints such as
Configuring Conga Contracts and Conga Sign
Gathered requirements from legal and finance on templates for Conga Sign
R: Successfully deployed iterations to Conga Suite for Sales, Legal, and Finance where
Sales no longer needed to use Google Sheets PDFs and can create quotes and MSAs directly out of SFDC through Conga in quote object
Finance was able to review generated quotes in SFDC
Legal was able to execute MSA redlining edits and reviews in Conga in SFDC
Describe a situation where you had to implement a significant change in deal desk processes.
S: Growing sales and CS teams came increase in DD support and it was difficult to track requests with SFDC Chatter, so support had tendency to fall through the cracks
T: Figure out a way to scale this process to support both frontlines and DD
A: Prioritized configuring the case object for DD for intake and executing quote and opp support start to finish
R:
Deployed
Easier tracking
Success metrics with DD tickets
Volume of tickets closed
DD category requests volume
Cycle time ticket creation to closed
How did you approach change management, and what were the results?
S: Teams needed enablement of change management outside of awareness of release plans for release days
T: To schedule live trainings and create content/enablement materials for the frontlines
A: Facilitated live trainings for sales, CS, legal, finance, and DD
R: Excited frontlines for change management and adoption of CPQ & Conga
How do you contribute to the overall revenue strategy of the organization through your role in deal desk management?
-Speed and quality of deal closing
-data hygiene and velocity
-ensuring sales are supported and following booking policies
-enterprise deals are supported and have alignment with XFNs
-overall supports driving towards revenue goals
S: To contribute to rev strat as DD
T: Understanding the Q2C workflows, needs for contracts, and discount matrixes, I am to identify areas in current state to iterate on for more efficiency from DD and support of frontline XFNs
A: Conduct frontline interviews, data analysis, and value stream mapping to create product backlog and execute highest impact features for execution
R: Continuous improvement from DD to support rev strat thru system readiness that supports dynamic changes in sales
Lack of CPQ adoption
Lack of Conga adoption
New types of approved contracts such as bridge contracts
New governance for sales such as discount matrix, quote approval flows for unapproved discounts or T&Cs
Can you share an example of how your deal desk strategies have positively impacted revenue attainment?
S: Org needed to meet quota goals for strategic initiatives such as achieve $10M in NB
T: Identify ways for DD to support these goals
A: Configured automations for Q2C and enabled CPQ needs for sales teams
R: By reducing the admin time for DD, DD was able to help close sales deals efficiently and effectively each month and quarter end with speed and quality
How do you collaborate with the revenue operations team to optimize processes and achieve revenue goals?
S: VP of RevOps needed a way to ensure Sales/CS was tagged on expansion opps that they helped identify and close, so both teams got credit for quota attainment
T: Figure out opp splits
A:
Identified requirements from VP of RevOps where he wanted a way in SFDC to reflect these needs for CW Expansion opps
I proposed CS Owner field and amount fields that displayed opp split calculations
$20,000 ARR
AE: 60%
CS: 40%
R: Approved solution and executed with technical teams
What key performance indicators (KPIs) do you track to measure the success of deal desk operations?
of intake/month
S: KPIS for DD
T: Identify a way that shows DD performance
A: DD Case object for intake
-Volume of each category
-DD velocity (cycle time) for each DD ticket
-Total ARR supported with opps CW
-How many opps were CW on time at month and quarter ends?
-How many DD tickets in each segment
-How many quotes were rejected
(tells us that if a lot or little quotes contained non standard discounts or T&Cs; does this mean our teams are trying to give too much too frequently? Do they need enablement?
R: (I left Copado before I could capture these metrics, but I would look for)
How do you use data and metrics to drive decision-making in revenue operations?
S: CPQ was not being used creating a lot of admin time for DD in Q2C
T: To understand why Sales was not adopting CPQ
A: Interviews and survey to capture what was the most requested feature for CPQ to be adopted.
R: Thru data, identified global discount field and year segments to configure and increased adoption from low % to 70% in first month of change management and enablement
How do you approach creating reports and dashboards that provide actionable insights for the deal desk and sales teams?
Sales: Yes, I have created SFDC dashboards for myself when I was in renewals to see how I was tracking towards my goal each month, quarter, and FY
BoB with assigned opps
Accounts, opps, owner, opp_type, ACV, MRR, ARR, opp_stage, account_health
Actionable Insight for:
Me as the rep and how to prioritize my days
My manager in weekly 1:1s to see if i needed to improve my day to day and priorities to meet my goals
DD: not for DD, but for delivery teams to show velocity when there were challenges of resource capacity with on-demand planning and delays to project deliverables at ClickUp
How do you collaborate with BI and analytics teams to ensure data accuracy and consistency in deal-related reporting?
S: ARR delta
T: Identify why existing accounts up for renewal in 2023 contained a large delta NS<SFDC
A:
Investigation through SFDC, CUCRM, and Finance with NS
Worked with BI to adjust the following
$600k ARR account in Snowflake
Worked with Systems and BI on creating a new ARR field on opp that did not pull open ARR data but from the contract
Worked with BI to update filters to not query renewal opp data from opps tagged as duplicate by Systems
R:
Reduced what seemed to be larger deltas
