Go To Masters Show

You can never map every possible scenario. Jonathan Ferber has spent his career learning that lesson — first in law, then in KPMG valuation work, and now as Head of Business Programs Operations at Guesty, a property management software platform for short-term rentals.

Jonathan and his team of three support Guesty's add-on portfolio, which spans insurance, fintech, smart locks, website builders, and more. No two days look the same. Regulatory considerations shift by product line. Stakeholders shift by initiative. Playbooks only take you so far.

He joins GoToMasters for a conversation about the principles that keep multi-product operations from breaking under their own weight. He gets into why the first move in every ops problem is mapping — not routing — and why he actively tries to have a clean slate on every escalation, even when the person raising it has already framed the direction. He explains why he'd rather get his hands dirty on a new product before he ever delegates it, and why corporate change management is mostly about people, not the fix itself.
He closes on AI. His view: it's here to help, not replace. But you have to question it — not doubt it, question it. Because the confidently wrong answer is the one that quietly hurts you the most.
If you're running operations for a multi-product company, thinking about change management, or trying to figure out how to actually use AI without letting it lead you off a cliff, this one's worth your time.


Go To Masters Show is handcrafted by our friends over at: fame.so

Compensation is a tool to implement strategy — not the other way around. Sid Ganguly has spent his career proving that principle across some of the most different sales environments in tech: legacy hardware at Dell, subscription cloud at AWS, and now travel tech at Expedia Group.

Sid is Director, Global Compensation Partner and Head of Sales Incentive Design – Total Rewards at Expedia Group. He started his career as a software engineer and database architect in India, earned his MBA in the US, joined Dell in sales operations, and moved through VMware and AWS before landing at Expedia Group, where his role now spans not just sales comp but the full total rewards package for the commercial organization.
He joins GoToMasters for a conversation about why comp only works when strategy is clear first, why the same plan can crush it in one region and flatline in another, and the four principles he uses to design plans that actually land — simplify, align, test, earn trust. He also gets into his favorite diagnostic: the Friday afternoon test. Walk to a sales rep's desk on a Friday afternoon and ask if they know how their quarter is going. If the answer is blank, the plan isn't done.
If you're designing comp across cultures, running a global sales incentive program, or trying to figure out where AI actually fits into the comp function, this one's worth your time.


Go To Masters Show is handcrafted by our friends over at: fame.so

What's your anti-AI advantage? Ed Smith thinks that's the question every RevOps leader should be answering right now — and most aren't.

Ed is VP of Revenue Operations at HFD, a fintech platform that has helped over 1.5 million patients finance more than $3 billion in healthcare treatment. Before HFD, he spent seven years at RealSelf, where he moved from senior analyst to data scientist to founder of the RevOps function. (The Salesforce admin quit on his first day, which he calls one of the best learning moments of his career.)

He joins GoToMasters for a conversation about what RevOps actually is when it's done well, why the best leaders should be buying less and building more with AI, and why the most powerful concept in sales comp design is what he calls the magic of maybe — the idea that if a rep works hard, they could earn 3x their typical pay.
He gets into the shared marketing-sales dashboard that ends the leads blame game, the exception process that keeps compensation adjustments from swallowing his week, and the Claude benchmark that has him rethinking his analytics team's capacity — the idea that 95% of self-serve analytics could be handled by AI, and only 5% actually needs a human.
If you're building a RevOps function, designing comp experiments, or trying to figure out what AI actually changes for the RevOps job, this one's worth your time.


Go To Masters Show is handcrafted by our friends over at: fame.so

Most business owners forget who their real customer is. It's not the end user — it's the agents, the employees, the independent contractors who go out and get the customers. Jamie Prickett has built a business around that idea, and 542 shareholders have voted with their equity that it works.

Jamie is co-founder of Experior Financial Group and co-CEO of Associate Owners Group. He and his wife built Experior from an idea into one of North America's fastest-growing independent marketing organizations — 18,000 licensed associates across Canada and the US, and a 3-year path to IPO.

He joins GoToMasters for a conversation about the "tribrid" model that took a decade to build, the comp technology platform they wrote in-house over 12 years, and the generational override design that solves the classic problem of every network sales model — where traditional spread-based plans quietly turn your best team members into your own competition.
He also shares the moment that validated the whole thing: when he and his wife exchanged Experior shares for AOG shares and gave their 542 existing shareholders the option to cash out at fair market value, not a single person took the exit. All 542 stayed.

If you're building a comp plan, running an independent sales organization, or thinking about equity as a retention tool, this one's worth your time.

Go To Masters Show is handcrafted by our friends over at: fame.so

Most companies transitioning from SaaS to consumption revenue quietly break their own model within a year. They introduce consumption on paper, but weight the comp back to bookings. They keep renewals as a defined event. And the whole thing collapses.
Jimmy O'Halloran, VP of Go-to-Market Strategy and Operations at New Relic, has spent his career navigating this exact transition — from EMC and Dell to Snowflake (a legacy consumption company) and now New Relic, where he's leading the shift from bookings-weighted to consumption-weighted comp under private equity ownership.
He joins GoToMasters for a conversation about what the pivot really requires. The zero-sum budgeting that rebuilds the org around the AE. The "ever-selling" principle that replaces the renewal event with continuous value delivery. The forecasting model that treats sales input as raw material for a predictive algorithm, not a purchase order. And why underselling — offering the customer less than they need — is the single most powerful lever in a consumption world.

He's equally direct on AI. His view: AI is a tool that raises the floor, not a transformation that replaces people. But it only works if the underlying CRM data is clean, and most people can't say that with a straight face.

If you're navigating the consumption revenue transition, redesigning comp for it, or trying to build a forecasting model that actually holds, this one's worth your time.


Go To Masters Show is handcrafted by our friends over at: fame.so

Stacey Mangold is VP of RevOps at Axway, a publicly listed software company with over 11,000 customers worldwide. She's built comp plans from scratch at five companies and followed two leaders across multiple roles because she values learning from great operators over chasing titles. 

In this episode, she shares the company where comp plans didn't go out until Q2, her rule that reps should be able to explain their plan in two minutes, why she never changes a plan structure mid-cycle, and how Axway starts comp planning with strategy in Q3 before touching a single revenue number. 

Plus: the SDR comp plan that looked perfect on paper until nobody qualified the meetings.Go To Masters Show is handcrafted by our friends over at: fame.so

There's a version of RevOps where the leader shows up on day one with the playbook from their last company, ready to install it. Jelle Berends has watched that instinct fail more times than it works.
Jelle is VP of Revenue Operations at Oyster, the global employment platform. Before Oyster, he ran GTM strategy at Miro, and before that, he spent five years at Adyen building the RevOps function from one person to a 65-person global team. He joins GoToMasters for a conversation about what it actually takes to build a RevOps function from zero, and what most leaders miss when they try.
He breaks down the three phases he lived through at Adyen: foundation building (setting up systems, cleaning data, defining ways of working while no one feels the benefit yet), hypergrowth (expanding scope into enablement, pricing, and dealdesk as new problems surface), and global rebuild (rethinking the org design once you're operating at 3,500 people instead of 500). He gets into why comp belongs in RevOps because that's where the forward-looking story lives, why quick wins are the fastest way to earn a seat at the table in year one, and why AI's biggest impact on RevOps won't come from supporting the existing job — the real shift comes when the sales org itself gets designed around agents from the start.

If you're building a RevOps function, inheriting one, or trying to move it into a more strategic seat, this one's worth your time.


Go To Masters Show is handcrafted by our friends over at: fame.so

Most ramp programs are just bad instructional design dressed up as onboarding. A week of PowerPoints, a parade of decks, and then we throw new sellers on the floor and hope. Robby Halford has watched this break sales teams for over a decade — and built something different.

Robby is VP of Go-to-Market Performance at Momentive Software, where he oversees enablement, business development, marketing operations, and sales operations. He started his career as a middle school English teacher, spent six years carrying a bag (and made President's Club in his first full year), and is finishing a doctorate in curriculum and instruction. He brings the seriousness of an academic and the empathy of a former seller to every program he builds.

He joins GoToMasters to argue that enablement is not a slide-making team. It's the execution wing of every strategic decision a leadership team makes, and the function only works when it has a direct seat at the CRO's table. He breaks down why he pays new sellers to learn for a full month before they touch a quota, why CSMs are the most under-enabled team in most orgs, why throwing more enablement at a problem rarely fixes it, and why AI feedback often lands better than manager feedback — because it has no feelings to hurt.

If you're building an enablement function, designing a ramp program, or trying to elevate learning into a revenue-generating activity, this one's worth your time.

Go To Masters Show is handcrafted by our friends over at: fame.so

The biggest mistake finance teams make today is hiring for patterns. Same degree, same Big Four background, same SaaS experience — and then leadership wonders why they get average results. Hadas Sheinfeld has spent her career making the opposite bet.

Hadas is Director of Finance at Sisense, where she manages finance operations across Israel, the US, and Ukraine. She joins GoToMasters for a conversation about what it actually takes to build a finance team that compounds value over time — and what it took for her to act like a director before anyone formally promoted her into the role.

She breaks down the three pillars she uses to hire her team: grit over templates, ability over titles, and pushing finance from data checkers into storytellers who can tell leadership what the numbers mean for the company's future. She gets into the moment that turned her from a temporary fix into a real leader (a team member asked her what events she was planning that year), and the dangerous blind spot most managers carry — assuming their employees don't have the courage to move on, when the best ones already know they do.

If you're hiring into a finance function, building a team you want to keep, or trying to break out of a role you've outgrown without waiting for a formal promotion, this one's worth your time.

Go To Masters Show is handcrafted by our friends over at: fame.so

A 30% productivity gain from AI delivered zero more customer visits. Caroline Rocha knows a comp team that lived through that exact outcome — the hours just moved to weekends and evenings, where the sellers had quietly been working all along.

Caroline is Manager of Global Services Compensation at Just Eat Takeaway, with 15+ years designing sales incentives across Brazil, Japan, and the Netherlands. She joins GoToMasters to unpack what international comp design actually looks like, and where most companies misread both culture and AI.

She gets into the cultural calibration behind global comp plans, why comp can never become a black box reps can't see into, and why teams should base decisions on evidence of what AI actually does — not what it should do.

If you're designing comp across markets or figuring out where AI fits in the comp function, this one's worth your time.

Go To Masters Show is handcrafted by our friends over at: fame.so