Former SVP of Callidus On-Demand at Callidus Software Inc
Jeffrey Saling has more than 20 years experience in starting, building, and operating successful businesses in the technology arena. In his current role, Jeff is responsible for the Callidus On-Demand line of business, since its start-up in 2006.
Prior to leading Callidus On-Demand, Jeff managed one of the company's successful professional services lines of business. Before joining Callidus Software, Jeff worked for Chordiant Software, where he served as Americas Vice President of Field Operations, leading professional services, sales engineering, and sales operations activities in the Americas. Before Chordiant, Jeff held senior management positions with Accenture, and served as Vice President, and Director of Operations for call center and Internet based start-ups Vehicle Information Network and Consumer's Car Club. He also held various sales, IT management, and operations management positions between 1983 and 1991.
Jeff holds a Bachelor of Science degree in Business Administration, Production & Operations Management, from California State University, Hayward (East Bay).
Jeffrey Saling shares some of his experiences from building a $60M+ SaaS Sales Performance Management business at Callidus Software. The shared experiences are drawn from working with hundreds of companies with sales forces in many industries, ranging between 50 to 350,000 reps and covering single territories to the entire world. With this enterprise perspective, along with managing his own SaaS sales force, the intention of this article is to help and inspire discussions on sales incentives and organization types.
Aside from the arguments about what is “real” SaaS versus Cloud (private or public), many traditional software companies are looking at how to move with the market. Having spent the last few years creating a SaaS business within a traditional software company, I am sometimes asked to speak about the journey. Many assume it’s about creating the right multi-tenant architecture or sorting out the technical vagaries of a pure open-source technology stack. While the technology decisions and designs are critical, there are many things on the critical path. In this article, I’ll introduce just a few critical path items in technology, pricing, customer service and contracts.
Cloudbook Video: How Callidus built a $30 milion profitable SaaS business in 2 years
May 19 2009
Learn how Callidus built a $30 million plus profitable SaaS business in 2 years. Transitioning from a traditional on-premise business model to include SaaS as a primary offering, Callidus learned many lessons – including what matters most to enterprise class businesses. "Not many SaaS companies out there have achieved the kind of customer satisfaction along with top and bottom line success as Callidus", join my session to learn why. This 30-minute show highlights what is truly important and really works. If you're interested in how to grow your SaaS business from zero to millions in the shortest timeframe possible, this session is not to be missed!
Economic pressures, information technology prioritizing, fierce competition and a heightened emphasis on core competencies are making SaaS more and more attractive -- and it is effective for an increasing number of business processes. The growing popularity of Web 2.0 collaboration and SaaS technology improvements make SaaS a sensible next step.
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