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# Salesloft + Clari: CRO & VP Sales Personas *50 Revenue Leader Personas with Pain Points for Customer Discovery* --- ## Enterprise Technology (10 Personas) ### 1. Marcus Chen — CRO, Enterprise SaaS ($500M ARR) **Company Profile:** 2,500 employees, selling to Fortune 500 **Pain Points:** - Forecast accuracy hovers at 65%, board demands 85%+ - 8 different tools across sales org creating data silos - Rep productivity down 15% due to admin burden - Can't identify which deals will slip until it's too late - Sales and CS handoffs causing 12% logo churn ### 2. Jennifer Walsh — VP Sales, Mid-Market Software ($80M ARR) **Company Profile:** 400 employees, rapid growth phase **Pain Points:** - Scaling from 30 to 100 reps, playbooks not documented - No visibility into what top performers do differently - Pipeline coverage ratio unpredictable quarter-to-quarter - Reps spending 40% of time on non-selling activities - Can't prove ROI on current sales tech stack ### 3. David Okonkwo — CRO, Cybersecurity Platform ($200M ARR) **Company Profile:** 800 employees, highly competitive market **Pain Points:** - Deals stalling in security review with no visibility - Competitors winning on speed-to-respond - Multi-threading in accounts is inconsistent - Technical sales cycles extending from 6 to 9 months - Losing deals to "no decision" 35% of the time ### 4. Sarah Kim — VP Sales, Developer Tools ($45M ARR) **Company Profile:** Product-led growth transitioning to sales-led **Pain Points:** - No playbook for converting PLG users to enterprise - Engineering founders resist "salesy" outreach - Usage data disconnected from CRM - SDR team cold calling when warm signals exist - Can't identify expansion opportunities systematically ### 5. Robert Martinez — CRO, Cloud Infrastructure ($1.2B ARR) **Company Profile:** 5,000 employees, multi-product portfolio **Pain Points:** - Forecasting across 6 product lines is chaos - Cross-sell motions underperforming by 40% - Regional leaders gaming commit numbers - M&A integration creating duplicate processes - Board visibility into pipeline is always stale ### 6. Amanda Foster — VP Sales, HR Tech ($120M ARR) **Company Profile:** Selling to CHROs, seasonal buying patterns **Pain Points:** - Q4 budget flush timing is unpredictable - Buyer committees expanding to 8+ stakeholders - RFP responses taking too long to personalize - Competitors bundling with payroll providers - New logo acquisition cost up 45% YoY ### 7. Michael Thompson — CRO, FinTech ($350M ARR) **Company Profile:** Regulated industry, long sales cycles **Pain Points:** - Compliance requirements extending deal cycles - Legal redlines creating 60-day delays - Can't predict which prospects will pass compliance - Sales team turnover at 32% annually - Knowledge transfer when reps leave is painful ### 8. Lisa Nakamura — VP Sales, AI/ML Platform ($60M ARR) **Company Profile:** Emerging category, educating the market **Pain Points:** - Prospects don't understand the category yet - No established playbook for AI sales motions - Technical POCs consuming 80% of SE time - Forecasting impossible when category is new - Budget often comes from unexpected line items ### 9. James Richardson — CRO, Data Analytics ($280M ARR) **Company Profile:** Competing with cloud-native solutions **Pain Points:** - Cloud providers bundling competitive features - Pricing pressure from open-source alternatives - Customer success signals not reaching sales - Expansion revenue declining as a % of total - Sales reps discounting too aggressively ### 10. Patricia Gonzalez — VP Sales, Integration Platform ($95M ARR) **Company Profile:** API-economy, developer-focused selling **Pain Points:** - Bottom-up adoption not converting to enterprise - Champions leaving before deals close - Multi-year deal structures creating cash flow issues - Technical validation taking 3+ months - Competitive displacement is primary motion --- ## Healthcare & Life Sciences (8 Personas) ### 11. Dr. William Park — CRO, HealthTech SaaS ($180M ARR) **Company Profile:** Selling to hospital systems and payers **Pain Points:** - HIPAA concerns creating legal bottlenecks - 18-month average sales cycles - Buying committees include clinicians with no budget authority - Pilot programs rarely convert to enterprise - Reimbursement changes affecting buyer priorities ### 12. Christina Patel — VP Sales, MedTech ($90M ARR) **Company Profile:** Medical devices with software components **Pain Points:** - Capital equipment budgets frozen - Value Analysis Committees adding 6 months to deals - Clinical evidence requirements vary by health system - Distribution channel conflict with direct sales - GPO contracts limiting pricing flexibility ### 13. Anthony Williams — CRO, Life Sciences Software ($250M ARR) **Company Profile:** Pharma and biotech customers **Pain Points:** - R&D budget cuts affecting software purchases - Validation requirements (21 CFR Part 11) extending implementation - Global deals requiring region-by-region approval - Scientific buyers skeptical of sales pitches - Competitive landscape consolidating rapidly ### 14. Rebecca Stone — VP Sales, Telehealth Platform ($55M ARR) **Company Profile:** Post-pandemic growth stabilization **Pain Points:** - Market saturation with 200+ competitors - Reimbursement policy changes creating uncertainty - Health system IT departments overwhelmed - EHR integration requirements vary wildly - Retention becoming harder than acquisition ### 15. Daniel Lee — CRO, Clinical Trials Tech ($140M ARR) **Company Profile:** Selling to pharma sponsors and CROs **Pain Points:** - Long lead times between interest and budget availability - Champions change with each new drug program - Global regulatory requirements fragmenting sales - Proof points needed for each therapeutic area - Pipeline visibility is 18-24 months out ### 16. Maria Santos — VP Sales, Healthcare Analytics ($70M ARR) **Company Profile:** Population health and value-based care **Pain Points:** - ROI measurement takes 2+ years - Buyers want guaranteed outcomes - Data integration is primary implementation barrier - Competing with health system's internal analytics teams - Sales cycles span multiple budget years ### 17. Kevin O'Brien — CRO, Dental/Specialty Practice Software ($45M ARR) **Company Profile:** SMB-focused, high-volume sales **Pain Points:** - Low ACVs requiring high-velocity sales motion - Fragmented market with 100K+ prospects - Demo-to-close conversion rate declining - Channel partners cannibalizing direct deals - Owner-operators make emotional buying decisions ### 18. Nancy Chen — VP Sales, Mental Health Platform ($35M ARR) **Company Profile:** B2B2C model through employers and payers **Pain Points:** - HR buyers have limited mental health budget - Clinical outcomes proof points take years to develop - Privacy concerns heightened for mental health data - Crowded market with lifestyle wellness apps - Enterprise sales motion immature for category --- ## Financial Services (7 Personas) ### 19. Thomas Anderson — CRO, Banking Technology ($320M ARR) **Company Profile:** Core banking and payments infrastructure **Pain Points:** - Procurement cycles extend 18-24 months - Vendor risk assessments taking 6 months - Legacy system integration requirements - Regulatory changes constantly shifting priorities - Relationship with CIO more important than product ### 20. Victoria Price — VP Sales, Wealth Management Tech ($85M ARR) **Company Profile:** RIA and family office solutions **Pain Points:** - M&A consolidation changing buyer landscape - Integration with custodians is table stakes - Advisor adoption resistance to new technology - Long implementation timelines delaying revenue recognition - Competitive feature parity making differentiation hard ### 21. Richard Hughes — CRO, Insurance Technology ($150M ARR) **Company Profile:** P&C and life insurance carriers **Pain Points:** - Carrier IT modernization projects deprioritized - Long sales cycles don't match VC growth expectations - Actuarial teams need convincing on AI/ML - State-by-state regulatory requirements - Build vs. buy culture in large carriers ### 22. Elizabeth Morgan — VP Sales, RegTech ($65M ARR) **Company Profile:** Compliance and risk management solutions **Pain Points:** - Regulatory deadlines drive urgency but also chaos - Buyers want solutions before regulations finalize - Cross-border compliance requiring multiple products - Chief Compliance Officers have limited budget authority - Renewals at risk when regulations stabilize ### 23. Christopher Taylor — CRO, Capital Markets Tech ($200M ARR) **Company Profile:** Trading and investment technology **Pain Points:** - Sell-side firms cutting technology spend - Buy-side consolidation reducing prospect pool - Cloud migration concerns in regulated environments - Latency and performance requirements are non-negotiable - Pilots require significant investment before revenue ### 24. Stephanie Clark — VP Sales, Commercial Lending Tech ($50M ARR) **Company Profile:** Credit platforms for community banks **Pain Points:** - Small banks have tiny technology budgets - Credit unions have different buying patterns - Core system integrations required for every deal - Digital-first banks competing for same customers - Economic uncertainty freezing lending tech purchases ### 25. Andrew Miller — CRO, Accounting/Tax Technology ($175M ARR) **Company Profile:** Selling to accounting firms and corporate tax **Pain Points:** - Seasonal buying patterns (post-tax season only) - Generational transition in accounting firms - Big 4 have influence on mid-market buying - Embedded accounting in ERP reducing TAM - Desktop-to-cloud migration slower than expected --- ## Manufacturing & Industrial (6 Personas) ### 26. Frank Wilson — CRO, Industrial IoT ($130M ARR) **Company Profile:** Factory automation and monitoring **Pain Points:** - OT/IT divide creating buying committee conflicts - Pilots on factory floor don't scale to enterprise - ROI must be proven in hard dollars saved - Long procurement cycles with many approvals - Reps need deep technical knowledge ### 27. Helen Cooper — VP Sales, Supply Chain Software ($95M ARR) **Company Profile:** Visibility and planning solutions **Pain Points:** - Post-pandemic urgency fading from buying decisions - ERP vendors expanding into supply chain - Multi-year implementations delaying value delivery - Global supply chain requires regional selling - Buyers have fatigue from too many point solutions ### 28. George Baker — CRO, Manufacturing Execution Systems ($180M ARR) **Company Profile:** Shop floor software for discrete manufacturing **Pain Points:** - Capital expenditure budgets competing with CapEx projects - Implementation resources are the bottleneck - Large system integrator relationships required - Vertical specialization needed by industry - Legacy on-premise customers resist cloud ### 29. Laura Martinez — VP Sales, Quality Management ($60M ARR) **Company Profile:** Compliance and quality for regulated manufacturing **Pain Points:** - Quality managers have limited budget authority - Compliance is cost-center, not strategic priority - Paper-based processes deeply entrenched - FDA audit cycles drive purchasing windows - Competing with ERP quality modules ### 30. Charles Davis — CRO, Industrial Marketplace ($110M ARR) **Company Profile:** B2B marketplace for industrial parts **Pain Points:** - Supplier onboarding is go-to-market bottleneck - Chicken-and-egg supply/demand problem - Traditional distribution relationships resistant - Long-tail SKUs have thin margins - Enterprise buyers want procurement integration ### 31. Diana Robinson — VP Sales, Maintenance Software ($45M ARR) **Company Profile:** CMMS/EAM for facilities and equipment **Pain Points:** - Maintenance managers buy tactically not strategically - Demonstrating ROI requires production data - Mobile workforce adoption varies widely - Enterprise deals require C-suite executive sponsor - Competitive with many legacy point solutions --- ## Retail & Consumer (5 Personas) ### 32. Steven Wright — CRO, Retail Technology ($220M ARR) **Company Profile:** POS, commerce, and store operations **Pain Points:** - Retail bankruptcies shrinking customer base - Unified commerce story is competitive table stakes - Implementation during store hours is challenging - Multi-location rollouts take years - IT buyer vs. Store Ops buyer conflict ### 33. Jennifer Adams — VP Sales, E-commerce Platform ($75M ARR) **Company Profile:** Mid-market DTC and B2B commerce **Pain Points:** - Shopify eating the bottom of market - Enterprise deals require SI partnerships - Headless commerce commoditizing frontend - Marketing buyer vs. IT buyer depending on segment - Platform migrations are high-risk for customers ### 34. Paul Jackson — CRO, Consumer Brands Tech ($160M ARR) **Company Profile:** Trade promotion and revenue management **Pain Points:** - CPG companies consolidating technology vendors - Retail media spend competing for same budget - Long sales cycles for enterprise CPG - Change management is primary implementation barrier - Proving ROI against entrenched processes ### 35. Michelle Lee — VP Sales, Restaurant Technology ($40M ARR) **Company Profile:** POS and operations for QSR and fast casual **Pain Points:** - Franchisee vs. corporate buying dynamics - Thin margins mean price sensitivity is high - Labor market affecting technology priorities - Integration with delivery platforms required - High churn in SMB restaurant segment ### 36. Brian Garcia — CRO, Grocery/Food Tech ($85M ARR) **Company Profile:** Fresh inventory and store technology **Pain Points:** - Grocery margins are razor thin - Kroger/Albertsons merger uncertainty - Technology decisions made at banner level - Cold chain/fresh complexity is unique - Competing with in-house development teams --- ## Professional Services (4 Personas) ### 37. Sandra Mitchell — CRO, Legal Technology ($140M ARR) **Company Profile:** Practice management and legal ops **Pain Points:** - Law firm partners resist technology change - Am Law 200 have complex procurement - Security and confidentiality requirements extreme - Corporate legal departments are secondary buyer - Billable hour model doesn't incentivize efficiency ### 38. Mark Johnson — VP Sales, Consulting Tech ($55M ARR) **Company Profile:** Resource management and project delivery **Pain Points:** - Consulting firms want to white-label solutions - Project-based revenue recognition complexity - Partner buy-in required for adoption - Seasonal hiring cycles affect pipeline - Build vs. buy preference in large firms ### 39. Angela White — CRO, Staffing/Recruiting Tech ($95M ARR) **Company Profile:** ATS and staffing agency solutions **Pain Points:** - Cyclical industry with unpredictable downturns - Fragmented market with many small agencies - VMS/MSP relationships control enterprise access - Direct hire vs. temp staffing different products - Indeed and LinkedIn expanding into space ### 40. Scott Harris — VP Sales, Architecture/Engineering Software ($65M ARR) **Company Profile:** BIM and project management for AEC **Pain Points:** - Autodesk dominance in design tools - Long sales cycles for project-based software - Owner/operator firms vs. large ENR firms different - Integration with CAD and modeling tools required - Infrastructure bill created temporary demand spike --- ## Media & Telecommunications (4 Personas) ### 41. Timothy Brown — CRO, AdTech/MarTech ($170M ARR) **Company Profile:** Advertising and marketing technology **Pain Points:** - Privacy changes disrupting customer targeting - Agency vs. brand direct sales motions differ - Walled gardens limiting platform value - Proving incremental value over existing stack - Cookie deprecation timeline uncertainty ### 42. Rachel Green — VP Sales, Streaming/OTT Technology ($50M ARR) **Company Profile:** Video technology for broadcasters **Pain Points:** - Streaming wars causing budget constraints - Legacy broadcast vs. digital divide - Technical buyers need detailed integration specs - Market consolidation reducing prospect pool - Sports rights driving technology decisions ### 43. Jeffrey Moore — CRO, Telecom Software ($125M ARR) **Company Profile:** BSS/OSS for carriers and MVNOs **Pain Points:** - Carrier procurement is extremely slow - 5G investment crowding out software budgets - Legacy system replacement is multi-year - Network and IT organizations misaligned - MVNOs have different buying patterns ### 44. Catherine Hall — VP Sales, Gaming/Entertainment Tech ($70M ARR) **Company Profile:** Creator tools and monetization platforms **Pain Points:** - Creator economy is highly fragmented - Platform dependencies (YouTube, Twitch) create risk - Low ACVs require high-volume motion - Seasonal cycles around game releases - Enterprise gaming studios have slow procurement --- ## Education & Government (4 Personas) ### 45. Ronald King — CRO, EdTech K-12 ($100M ARR) **Company Profile:** Learning platforms for school districts **Pain Points:** - ESSER funding cliff creating budget crisis - Procurement cycles tied to school year - Superintendent turnover disrupts deals - State-level adoption decisions vary widely - Privacy regulations (COPPA, FERPA) complex ### 46. Emily Turner — VP Sales, Higher Ed Technology ($60M ARR) **Company Profile:** Student success and administration **Pain Points:** - Enrollment declines affecting budgets - Faculty resistance to technology change - Buying cycles span academic years - Grants and funding create unpredictable timing - Integration with SIS required ### 47. Joseph Harris — CRO, GovTech ($150M ARR) **Company Profile:** Federal and SLED software **Pain Points:** - FedRAMP certification timeline and cost - Contract vehicles limit go-to-market options - Fiscal year-end creates feast-or-famine - State and local budgets are constrained - Long sales cycles with multiple approvals ### 48. Donna Martinez — VP Sales, Corporate Training ($45M ARR) **Company Profile:** L&D and skills development **Pain Points:** - Chief Learning Officer role is disappearing - Training budget is first cut in downturn - Proving skills development ROI is difficult - Content vs. platform buying decisions - LMS commoditization at low end --- ## Emerging Markets/Specialty (2 Personas) ### 49. Christopher Lane — CRO, Sustainability/ESG Tech ($80M ARR) **Company Profile:** Carbon accounting and ESG reporting **Pain Points:** - Regulatory requirements still evolving - Buyers uncertain which frameworks matter - CFO vs. CSO vs. Legal—unclear buyer - Data collection is primary implementation barrier - Competing with spreadsheets and consultants ### 50. Jessica Adams — VP Sales, PropTech ($55M ARR) **Company Profile:** Commercial real estate technology **Pain Points:** - CRE market downturn affecting budgets - Landlord vs. tenant vs. broker—different buyers - Property-level data fragmentation - Long decision cycles for asset management - Market recovery timing uncertainty --- ## Pain Point Summary Matrix | Category | Top Pain Points | |----------|-----------------| | **Forecasting** | Accuracy, visibility, deal slippage prediction | | **Productivity** | Admin burden, non-selling activities, tool sprawl | | **Pipeline** | Coverage ratios, stage progression, deal velocity | | **Rep Enablement** | Playbooks, coaching, knowledge transfer | | **Buyer Complexity** | Committee size, champion changes, multi-threading | | **Competitive** | Speed, differentiation, displacement defense | | **Integration** | CRM, data silos, tech stack consolidation | | **Expansion** | Cross-sell, upsell, retention signals | | **Compliance** | Regulatory cycles, security reviews, procurement | | **Scale** | Rep ramp, geographic expansion, M&A integration | --- *Source: Persona research for Salesloft + Clari customer discovery* *Reference: [Salesloft-Clari Merger Announcement](https://www.salesloft.com/clari-salesloft-merger)*