PREPARED FOR IDC · MADISON VANLEEUWEN

Hunters who win on insight, not volume.

A Growth Team that wins new logos, keeps them, and grows them across the full IDC portfolio.

Drawn from building and leading hunter teams in enterprise technology, and from building my own market-intelligence engine.

01 · THE OPPORTUNITY

Intelligence, sold by people who use it.

Technology vendors under $1B compete with lean teams and tight budgets. Every account they chase and every message they send has to be right. That is the problem IDC's research, metrics and leadership development solve.

A Growth Team wins this segment by reaching vendors early, showing how intelligence changes their go-to-market results, and becoming part of how they plan, so the relationship renews and grows.

The goal: more new logos, stronger retention, and every client using more of IDC.

02 · THE OPERATING MODEL

Hunt. Land. Grow.

RENEWALS + REFERENCES → WARMER HUNTING → MORE NEW LOGOS

01 / HUNT

New logos the team creates, not waits for.

A weekly new-logo standard every seller owns: targeted prospecting, clear activity goals and pipeline coverage reviewed every week.
Trigger-based targeting: funding, leadership changes, launches and competitive moves that make a vendor ready for intelligence now.
Discovery built around the questions vendor leaders are weighing: market opportunity, customer segmentation, competitive positioning and growth priorities.

PROOFBuilt a team motion with 100% self-sourced pipeline that generated $30M in net-new pipeline in two months, on a weekly standard of two new qualified opportunities per AE, each above $250K.

02 / LAND

Consultative selling that ties IDC to the client's strategy.

Discovery that starts with the client's objectives, then maps Research & Advisory, Metrics and Leadership Development to them.
Disciplined MEDDIC qualification, so time goes to deals that will close and the rest are disqualified early.

PROOFHired and led seven AEs to $40M in net-new ARR in one year, with a win rate around 75%. Coached sellers to advance or disqualify opportunities within three to five calls.

03 / GROW

Retention earned through value. Expansion through relationships.

Account plans across the install base: who uses IDC, what it changed for them, and where else it can help.
Relationships at every level, from practitioners to executive sponsors, so no renewal depends on a single contact.
Renewal risks and expansion opportunities reviewed regularly with the right internal partners, with cross-sell built on proof of results.

PROOFOwned Cyderes' Google alliance and built its global co-sell strategy, contributing to ~$200M in Google bookings. Google then recruited me to train hundreds of its sellers across North America, EMEA and APAC.

THE LOOP

Every renewal makes the next hunt easier.

Satisfied clients become references and referrals, which warm up the next round of new-logo outreach.

03 · HOW I'D LEAD

Lead from the front. Coach the hunters. Own the number.

01Lead from the front.

Join live calls, coach discovery in the moment, and model the standard on the biggest pursuits.

02Weekly pipeline governance.

Salesforce hygiene, coverage ratios and the forecast reviewed every week, so quarter-end holds no surprises.

03Hire and develop hunters.

Hire for hunger and curiosity, ramp fast, and promote from within.

04Sell the whole portfolio.

Match Research & Advisory, Metrics and Leadership Development to each client's goals.

04 · WHY THIS FITS

I've built and led this kind of team before.

$40MNET-NEW ARR · ONE YEAR

Seven AEs hired and led. Every one over quota, averaging 120% attainment.

$30MNEW PIPELINE · TWO MONTHS

100% self-sourced by the team, with a win rate around 75%.

50%OF COMPANY BOOKINGS

Delivered by my team at Cyderes, which also influenced more than 70% of company pipeline.

I've run sales for a technology vendor, owned the forecast with the CEO, and built my own market-intelligence engine. I know what a vendor's revenue leader needs from intelligence, and what makes them renew. Ten-plus years in technology sales, five-plus leading teams, and a habit of building the playbook myself.

05 · WHERE I'D START

Listen first. Build deliberately. Execute quickly.

I'd start by understanding:

The team's strengths, territories and coverage
Where new-logo pipeline comes from today
Renewal health and cross-sell room across the install base
Which IDC offerings land fastest with vendors under $1B
Where deals stall or slip
How success is measured for the Growth Team

Then I'd set priorities and a weekly operating rhythm with the team and the VP, Sales – Growth.

Let's talk about what's possible for IDC's Growth Team.

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