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Your chance to learn live with the VP of Product Management at Amplitude, Ibrahim Bashir, and a cohort of driven industry professionals
4 x 2 hr sessions
8am PST; Dec 5, 7, 12 & 14
Early Bird Price: $650 (expense through L&D)
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Chief Product Officers
Directors & VPs of Product Management
Heads of Growth Product / Marketing
Key Learning Objectives:
Evaluate strategies and decide on tactics for new product introduction
Ship new 0->1 products that complement the core product offering
Revamp org design and operating model to support multiple products
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Ibrahim Bashir has been building and shipping software for over 20 years. He is currently an executive at Amplitude, where he serves as the VP of product for the analytics offering. Before that, he scaled new products at Box, service infrastructure at Twitter, and the Kindle business at Amazon. And in past lives, he studied computer science, taught algorithms courses, wrote radiology software, built e-commerce platforms, and served as a technology consultant.
Ibrahim has a wealth of experience on the enterprise SaaS front. He runs the core product organization at Amplitude, which covers the end-user experiences for creating, consuming, and collaborating on insights - this enterprise-grade platform is leveraged by over 1500 companies. He also manages the growth function responsible for the customer lifecycle and business flywheel, including the single- to multi- product motion.
Prior to Amplitude, Ibrahim was the GM at Box accountable for multiple revenue-generating add-on’s (Box Platform and Box Relay). He headed business units accountable for all KPIs (demand gen, sales revenue, attach rate, product adoption, customer retention, account churn, and service health) and was also on point for refining the product strategy (market, personas, metrics) and scaling the GTM motion (messaging, pricing, packaging) as product lines grew.
Ibrahim is also a prolific creator of content around the discipline of product management and craft of cross-functional leadership. You can consume his latest musings via his Substack newsletter Run the Business.
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The past twenty years have been transformative when it comes to enterprise software - from discovery to purchase to implementation to adoption, the entire lifecycle has been up-ended and re-imagined. Several technology trends, ranging from the acceptance of online commerce to the ubiquity of cloud computing to the proliferation of mobile devices to the evolution of the IT department to the emergence of the API ecosystem, have come together to birth a new category of software called enterprise SaaS. And all major enterprise SaaS companies have one shared milestone across their journeys: a second act.
Participants in this course will learn why, when, and how to introduce a second act. The shift from a single core offering to multiple products / motions is a critical juncture in the life of an enterprise SaaS company - this course is designed for the leaders who want to navigate such a business transition:
Why do some companies successfully make the shift while others fail spectacularly?
What are the different paths a product team can take to activate new personas?
What are the implications for a GTM team now navigating new channels and segments?
And how can an executive team transform its culture to account for shifting incentives and goals?
To answer these questions, we will leverage concepts and frameworks that are the learning residue from multiple (successful and unsuccessful) attempts at a second act in enterprise SaaS companies. We will use a combination of lecture-based theory (via the instructor) and real-world case studies (via guest speakers) to cover a broad spectrum of enterprise SaaS strategy.
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Session 1 - Aligning on Enterprise SaaS Fundamentals
We will cover the core components of an enterprise SaaS offering, including differences between horizontal and vertical SaaS, key metrics, land & expand motions, pricing & packaging basics, and buyer / user behavior. Key learning objectives include:
The sniff test for evaluating the health of a B2B SaaS business
Enterprise SaaS truisms based on companies that scaled vs failed
Overview of different SaaS products that will appear in case studies in future sessions
Session 2 - The Business Rationale Behind a Second Act in
Enterprise SaaS
We will walk through the timing considerations that go into introducing a new product / motion. We will look at industry benchmarks and talk through company / competition analysis before undertaking a transition. Key learning objectives include:
Framework for determining when to scale a B2B SaaS business
Techniques for scaling across product lines, GTM channels, industry verticals, and customer segments
Case study: a second act that worked, and another that didn’t
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Session 3 - The Different Execution Paths to Introducing a New Product Line
We will explore the many ways in which a product team might expand its impact surface by focusing on new personas, expanded workflows, integration points, and abstraction levels. We will discuss single- vs multi- player trends, creator vs consumer behavior, surfaces vs services, and balancing a monetization mindset vs user adoption. Key learning objectives include:
Prioritization scheme for making product bets that help you cross the chasm
The key B2B SaaS loops that can serve as transition points for new products
A 3-step process for bootstrapping a new 0->1 SaaS product line
Case study: a new product that complemented a core offering, and another that didn’t
Session 4 - The Sales & Success Playbook for Transitioning a GTM Motion
We will dive into all the ways a new, complementary motion has to weave into the pre- and post- sales processes of an enterprise SaaS company. We will evaluate product-led growth vs high-touch plays, overlay teams, new motion entry points, and the role of professional services in successful deployments. Key learning objectives include:
Playbook for adding / up-leveling GTM functions to support a second act
Tips for true multi- (product / channel / segment) vs add-on
Approaches to building and operationalizing a lighthouse program
Case study: a new play that amplified the primary motion, and another that didn’t
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You don’t! We record every live session in the cohort and make each recording and the session slides available on our portal for you to access anytime.
Each learner receives a certificate of completion, which is sent to you upon completion of the cohort (along with access to our Alumni portal!). Additionally, Sphere is listed as a school on LinkedIn so you can display your certificate in the Education section of your profile.!
Throughout the cohort, there may be take-home questions that pertain to subsequent sessions. These are optional, but allow you to engage more with the instructor and other cohort members!
While we cannot guarantee that your company will cover the cost of the cohort, we are accredited by the Continuing Professional Development (CPD) Standards Office, meaning many of our learners are able to expense the course via their company or team’s L&D budget. We even provide an email template you can use to request approval.
Please reach out to us via our Contact Form with any questions. We’re here to help!
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