How to drive growth in hypergrowth companies
Bryce Nobles has had what you would call a trifecta of a career so far.
He’s gone from business development rep to enterprise account executive, has led training and sales enablement at a hyper-growth enterprise sales team, and now leads growth at MX, a rapidly growing financial data platform.
Bryce, a humanities graduate, was well on his way to a legal career when a serendipitous invitation to a Walmart sales presentation changed his life forever.
He instantly fell in love with B2B and became a sales developer, cold calling for Qualtrics. “B2B sales is an absolutely phenomenal career path,” he says.
He then moved into an operational enablement role, “and that’s where I got a Ph.D. in the sales process,” he continues.
Bryce sat down with Trinity Nguyen on The First 100 Days podcast to discuss his approach to driving growth for fast-growing products.
Here’s the link if you prefer to give it a listen!
Editor’s note: The following has been edited and condensed for clarity.
It’s all about building connections
Bryce’s triple-barrel background gives him an intuitive sense of what connects people across different departments when driving growth.
“At high growth startups, everyone is in the building process, but you need someone to bring it all together and make sense,” says Bryce.
He considers himself a “connector” first — driving sales and revenue (versus builders—traditional sales and marketing roles).
“It may be hard to understand at first how a product manager and a demand gen rep can work together, but if you understand what metrics are driving the product manager to move product to market, that might be where the demand gen rep and product manager connect,” he continues.
Always define the objective
A clearly defined objective is everything.
“If you've got a clearly defined objective, it's black and white. Did you do it? Did you not? Then, after you define it, who else in the organization is trying to do the same thing?” he says.
Bryce has two metrics —velocity and acceleration — that define the objective of every project he works on.
“We’re a big OKR shop. We start with what change do we want to make in this organization over the next 90-180-365 days? Obviously, you can have multiple OKRs that transcend quarter over quarter,” he explains.
"It's a cleaner conversation than just saying, Oh, I want to go to market,” Bryce continues.
Anchor results to metrics
At the end of it all, Bryce always comes back to the metrics.
“Have clearly defined metrics and plant the flag. And adapt every 45 days. With hypergrowth startups, there’s a nimbleness of adaptiveness that you need,” Bryce says.
“So, start with one metric, and over time you’ll find the right metric where you’ll plant your flag and say, ‘this is what we are going to drive.’ Also be bold enough to say, ‘this is the wrong way,’” he adds.