Episode Transcript
WEBVTT
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Every company that wants to expand into
a new market needs to look for some
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point of leverage. You're listening to
be tob revenue acceleration, a podcast dedicated
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to helping software executives stay on the
cutting edge of sales and marketing in their
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industry. Let's get into the show. Hi, you. Welcome to be
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to be a reven you acceeneration.
My name is ohodium with Yer, and
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I'm here today with Patrick comte.
How are you Patrick Today? Very good,
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very good, or really and Nice
to be here with you. Good
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so, Patrick, today we want
to speak about establishing a US technology vendo
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in Europe, and before we go
into the details of your sorts and comments
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and experience around that, can you
please tell us a little bit more,
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first of all about yourself, but
also about high trust, the company that
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you represent at the moment? Sure
so. High Trust is a cyber security
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company based in Silicon Valley there in
California, and I like to tell people
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where we fit in the overall scheme
of things as a relates to cybersecurity,
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because there are a lot of different
technologies, a lot of companies, a
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lot of different ideas about what constitute
cyber security. And so they're really three
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main categories of sober security. There's
the network security, which is what most
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people think of when I think of
sober security, and really is network security
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is really all about keeping the bad
guys off of your network or containing them
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when they get on your network.
It get it's a lot of investment money.
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Probably has the most bad press or
good presses, the case may be,
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because the bad guys keep trying to
breach the the network. And so
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it's a very important part of cyber
but it's not us. The second part
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of sober security, of the second
big category is endpoint security, which has
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been around for a long time,
even before that the whole security era.
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But for a long time it was
really just anti virus for your laptop or,
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you know other devices. But now
it includes Iot, includes configuration management
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and includes mobile device management and mobile
content security. So it's also a very,
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very important part of cyber but it's
also not us. So the third
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category is cloud, and that's where
we play. So so is focused on
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sober security, but we're specifically focused
in providing sober security in cloud environments.
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And cloud could be private cloud,
it could be public clouder, it could
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be the hybrid environment, and there
are two things that we only two things
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that we really spend our time on
and develop our products for. The first
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one is protecting the cloud workload.
The cloud workload is basically the VM that
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has all the critical data in it
for the you know, for the company,
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or whatever the case may be,
and whatever the organization is. So
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the workload is the most important thing, especially in today's data protection era that
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we all live in, with GDPR
and other day a protection legislation that's out
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there. So protect the workload,
and we do this by encrypting it and
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also by Geo fencing it, meaning
that we can make that workload stay where
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you wanted to stay. And then
the second thing that we do is lock
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down the virtual infrastructure that sits underneath
the cloud. And what I mean by
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this, this might sound a little
bit esoteric, but what I mean by
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that is underneath every cloud our virtual
servers, storage network and people. We
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call them admins or virtual admins or
cloud admins, and actually at the cloud
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admin is where two thirds of all
the breach has happened. So what we
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do is we lock that down with
a whole package of access controls and other
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capabilities that are very unique. So
those are the two things we focus on,
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protecting the workload and locking down the
virtual infrastructure. So that's the high
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trust part and that's probably spend a
little bit too long on that, but
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basically my job is to establish high
trust in areas outside of North America because
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for the longest time the company was
really focused in the US and maybe to
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a lesser degree, in Canada,
and since I've joined the company a couple
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of years ago, we made the
decision to provide a global footprint for high
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trust and try to help customers who
are headquartered outside of North America. Okay,
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that's what that's was running good and
thanks for that. I mean that
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death was a very, very comprehensive
idtunding of the very proposition of which wibviously
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love because we we've did a thou
amount of work with you guys. So
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that's that's very useful. Thank you
very much. But in some of the
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conversation can of coming back to the
point that we want to discuss. There
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was I was particularly interested to invade
you to join the podcast because obviously you
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are American, you are from the
bay area, but I know from the
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work we've done together, that you
have spent a lot of time not only
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in Europe but also in Asia and
building up the business from scratch. And
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really what I'm interesting to collect to
them, and the topic that I want
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to speak to you about, is
is the journey of an American company,
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or anemy American individual yourself, if
you will, in that process of onder
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something the local markets. Where do
you start? Some of the challenges you
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came along the way? So I
appreciate there is lots of things. We
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don't want to dig into too much
details about all the issues, the issues
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and the problem that you come across. But but really what I'm interesting to
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understand is is your perspective from your
American background, in your knowledge of the
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American market and kind of assessing the
difficulties of the differences between your local markets
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and the markets in which you are
now successfully but in which you had to
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start from scratch. So maybe we
should start by if you could give us
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some positive and negatives of that expansion
in Europe from available perspective, but with
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the work for you. Yeah,
yeah, that's fine. You know,
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we as company, we have to
look for and every company that wants to
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expand into a new market needs to
look for some point of leverage. Right.
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You want something that helps you lift
more than your own weight. Otherwise,
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you know, you have to either
hire a lot of salespeople or you're
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going to have a very small funnel
and you're going to be very, you
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know, very laser focus on only
a couple of things and and either one
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of those leads you to a situation
where you know your odds of a big
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success or not very good. So
you have to find something that is some
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different ways that will help you lift
more than your own weight, and that's
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usually comes in the form of some
type of reseller channel. Could potentially be
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a strategic partnership, something where a
small company partners with a bigger company and
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then you get the benefit of the
bigger companies relationships. So you know,
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kind of business development type. I
could be an OEM situation where you actually
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sell your products through a bigger company
than maybe that company even brands your product.
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So they're these different, different paths. I think the least leverage comes
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from building a large sales force and, you know, immediately trying to sell
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direct into into European or even Asian
markets, because companies outside the US want
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to buy from somebody that's local.
They want to buy for the most part,
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they want to buy from somebody that
is, you know, it's in
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country, that's you know, that
already has maybe that they already have trusted
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by cell relationship with so they don't
have to renegotiate terms in the dishes,
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etc. So again, you know, there are good reasons for finding that
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leverage and in whichever comes from.
That's interesting that, because we always took
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about the chicken and the egg.
So we when we engage with with US
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tatters that are looking at expending their
marketing in Europe, all was as because
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the questions, hey, should I
start by recruiting someone on the ground or
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should I start by building up a
channel? And and, to be honest
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with you, the answer that we
give them is you should do a bit
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of boats and you should do it
almost at the same time, because the
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channel is important. The channel will
led to potentially shot and yourself cycles,
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because you may find a Resett or
someone who's got a relationship with that end
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user and because there are reference with
the end users you mentioned. They've got
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the comin condition and all that.
You can say. Six months of set
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cycles, which is fantastic, but
so our recommendation is always to do a
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little bit of both at the same
time. How did you go about it?
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Because I trust well, let me
come and I what you said,
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because I agree with you. You
really I don't think you can only do
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one. But even if you only
have one person, they're going to have
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to find some way to balance their
time, and the reason for that is
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the channel. Even if they share
your view on the marketplace and the technology,
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etc. They need to be shown
that there's money, or else they're
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not going to do they're not they're
not going to invest, they're not con
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invest their time, they're not can
invest their other people's knowledge, because there
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for profit organizations just the same way
that you are. So you have to
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show them some path to money.
And the way you do that is you
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go and you talk to the customers
first, you find the anchor customers and
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in this way, especially for a
company like high trust that had success in
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North America, you look at the
cut you look at the companies that are
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similar to the ones that we had
success with, with some exceptions, but
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for the most part, for example
financial services. We did very well in
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the United States with that government.
We did very well in the United States
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with that. Now financial services a
little faster time to time to value.
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Government is always a very long time
to value. But but typically when those
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deals start to happen, then they're
very large. And then healthcare, in
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the United States, something that we
did very well, not really a big
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opportunity. And outside the US,
because of all the socialized medicine, however,
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there are there are more and more
private doctor groups and things like that,
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that and big hospitals and other things
that need our expertise and helping to
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lock down the infrastructure for healthcare the
same way we can for financial and for
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and for government. So there is
some market there and there are certainly some
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groups that need our help. But
even and even you could think of life
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sciences, like pharmaceuticals and and medical
devices. But in looking at, for
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example, Europe, we had to
look at some other vertical markets, right.
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We had we had to be pragmatic
about it. You know, in
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Europe it isn't just as in the
US we could live on just financial services,
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government and healthcare, but in Europe
we really had to we had to
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look at manufacturing, transportation and retail, because those are still very, very
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strong markets that don't have incumbent vendors
that do the things that we do.
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So so that's one of the things
that we did, is we shifted our
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focus a little bit to add markets
that were specific to the geography. And
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the other thing we tried to do
was to focus down on not covering the
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entire continent, you know, multiple
continents, right. You know, the
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EMA theater that many companies call it
is the entire, you know, continent
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of Europe, it's the continent of
Africa and it's, you know, a
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big chunk of the Middle East,
you know, and basically the Gulf region
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and in northern Africa. So you
can't cover all that, especially when you're
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just getting started. So you have
to have primary markets, the secondary markets
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and then those secondary markets you can
only be opportunistic, you can't be strategic.
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Mean you can't really be proactive about
building channels there. You have to
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focus on your primary markets first,
the ones are going to return on your
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investment faster or the ones you believe
that you will return on your investment faster.
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So those are some of the those
are some of the things that we
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we employed or some of the thoughts
that we employed when we entered the market
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and I would say that, you
know, I believe we were right on
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most of them, but some of
them, some of them took longer than
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maybe we would. We would have
lights for them to so, but that's
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what we did. Okay, that's
very entorning thing. And out the order
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that. which was your biggest change? What is the thing that your phone
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the most difficult to have? Welcome, all the most challenging, from doing
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business in North America to doing business
in Europe. Yeah, there are a
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couple things. I don't know which
one's the biggest, but I'll tell you
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one big one and then maybe I'll
tell you another one. So one big
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one is finding reseller partners that believe
the same way, that high trust us.
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And here's what I mean by that. So I believe that a channel
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partnership in many ways has nothing to
do with the technology itself. I mean,
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technology is important, but I believe
that a successful channel partnership is really
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based on kind of a balance sheet
approach between you and the partner, and
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there are really three things that the
partner needs and vendor has to do all
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of those things or else you can't
have a partnership and the partner has to
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do three things and if they don't, then then the vendor can't have a
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good partnership with that. And so
here's so if you think about things sort
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of on in this this balance sheet
approach, on one side, what does
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the partner need? The partner needs
three things. You know, when everything
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else fails, the partner needs three
things. He needs you to be able
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to uphold his margins structure, because
all resellers do business on margin and that
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at the end of the year that's
what the owners pay themselves. On Your
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Small Company Yourself, I'm sure that
the margins on your business not just the
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top line. It's more importantly,
it's the margin, right. So in
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for our company, you run your
business on the margin, not on the
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top one. So number one,
you have to uphold the margin structure of
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that company. Can't ask them to
take less margin than is normal. Second
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thing is you have to give them
something new and cool to talk to the
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customer about. That's where the technology
comes in, but it doesn't matter what
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that is that you just need to
give them something that that holds, holds
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water with the customers so that they
can walk in and say I've got something
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really great and you need to see
it. The third thing is you've got
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to give them away that they can, that they can actually provide services around
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your product. And the reason that
this is so important is because they make
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two to three times the margin on
services then they do on software and hardware.
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So if you give them those three
things, then you can or if
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you if you make those available to
them in the partnership, then you've covered
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off the things that you have,
you know, the foundational things you have
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to do. Yeah, that's one
thing. The flip side is for company
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like contrasts, a company not in
the market place yet, just getting into
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the market, there are three things
we need from our partner. One is
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we need a wider funnel, and
that is we need them to go talk
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to customers. That would take us
a long time to find. mind.
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It's one of the reasons why we
engage with you are really in and your
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organizations, because we need to widen
our funnel very, very quickly, which
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we were able to do. But
the partner can help you do that with
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customers that he already knows. So
why do the funnel? Number One?
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Number two shorten the sale cycle.
This is where at the beginning of the
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cell cycle the customer doesn't know you, but if a trusted advisor comes in,
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you know the partner's trust. The
advisor comes in and says, I've
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got something really great, you need
to see it. I've never steered you
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wrong before. That really takes a
lot of the education part out of the
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front part of the cell cycle.
That then I don't have to deal with
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because the end customer trust that the
reseller. The third thing that we need
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our feet on the street, right
we need people besides my own people talking
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about the product, you know,
talking to customers about it, possibly even
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providing services and support or the ability
to demonstrate the product. So that's the
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leverage that comes from more people right. So if if we get the three
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things we need and they get the
three things they need, then you you
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have the basis for a good partnership. But there's one other thing that's very
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important. So those things are great
and you can get a customer or partner
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to agree to them, but the
partner has to believe themselves to be the
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type of partner who's responsibility it is
to bring the new, innovative technology to
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their customers. And these are very
seemed like a mind point, but it's
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not. Many partners only want to
sell the tried in the true right,
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you know, the things are easy, the things that are very well known
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by their customers and the things that
are already being asked for. They don't
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see themselves as bringing the new things, but some partners do, and those
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are the ones that you need,
especially if you're a new vendor coming into
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a market place, Uni people that
see things the same way that you do.
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I kind of call this sort of
evangelist partner. So number one hard
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thing about entering a market is finding
those guys, because you have to look
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for them, just like you have
to look for salespeople and other partner so
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that was that was one of the
main things. I would say the second
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main thing that was difficult for us
as we enter the market was because we
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really had no presence at all.
We had to establish presence with our strategic
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partners, especially intellmvm where where they
really didn't know us and they knew us
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in the US and they know us
from a headquarter basis, but in the
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field they did know us at all. So it's taken a long time to,
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you know, find the right people
that we could talk to you there,
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that understood our mission, understood their
own mission and how we would fit
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into it in an ecosystem. And
so I would say that's just been roll
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up the sleeves kind of spade work, if you will. So those are
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the two things, I would say, that have been the most difficult as
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far as getting getting going at the
biggest challenges we found in expanding in Europe.
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Okay, so would you it,
and but that you see, you
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see a difference in the way to
US Chinn, or is a parrating the
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else? Use the Europe and Chin, or or was it just a question
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of building up this relationship at the
beginning with the Europe and both knows?
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I think it was a matter of
first of all finding the partners that that
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felt the same way that we did, because you never know, you have
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to cast your net very wide and
talk to a lot and you talk to
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a lot of talk to a lot
of people, as the saying goes,
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kiss a lot of frogs, and
so you have to talk to you know
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a lot of partners will approach you, especially if you know they see you
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at a show or whatever, but
they, a lot of them, will
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waste your time, and so you
need to you need to find out quickly.
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Are they the evangelist that will help
you spread the word about your product,
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or are they really looking for an
easy sale? Because no startup company,
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no young Technology Company, no private
company, is going to have something
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that is so easy that's just going
to fly off the shells. And if
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it's that easy, then you don't
even need a channel. You can just
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sell it through a retailer or,
you know, some type of you know
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some type of direct marketing or you
know something like that. So it's always
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going to be some real work rolling
up the sleeves and going and finding those
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customers that you can help. I
sort of think about this in that way,
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right, you have to seek out
those customers that that need you but
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don't even know that they need you. It's almost like this is not a
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religious reference, so please don't take
it that way, but I think it
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it really more like the missionary who
has to go out and seek out the
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unconverted. But the unconverted are those
companies that don't know that there's a technology
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they can help them, and so
you have to find resellers and partners that
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believe the same way, that you
do the belief that finding those that the
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the number one, most important thing
is to find customers you can help with
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your innovative technologies, and those,
those partners, are very rare. So
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I will just tell you that.
You know, that's that's one of the
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most difficult things. You can't use
models from the US because in the US,
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if you already have a business that
has has volume, then the resellers
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can, they can take orders and
they can you know that they don't have
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they'll have to work hard to be
evangelist for your your technology. But in
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a new market like you're apar Asia, you have to find the ones that
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believe. Yeah, that's okay.
So very interesting. So in the response
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that you you gave me a regarding
the challenges. You don't mention the direct
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sense, Folso, the direct people
that you had to recruit. Is that
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because he was like a flawless process
for you? Is it because you workruited
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people that you you walked within the
past, of people that you know are
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it's it, but you know a
reason why you don't mention any challenger.
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But actually finding this first, I
trust people on the ground in, you
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know, new territory. No,
it is a challenge and I'll tell you
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that I didn't mention it only because
I felt that, you know, when
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I took this challenge on, I
needed to understand what the market was going
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to be like before I went out
and found the people that, you know,
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we would be able to we'd be
able to use to grow the team's
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and there's a reason for that.
I believe very strongly that you build the
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team to support the mission, not
the other way around. And a lot
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of people in Solicon Valley, a
lot of companies see at the different see
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at the other way. They basically
say, well, let's just assemble a
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team and then let them that.
Let's figure out what we should point them
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at. But I believe that,
and I believe this even more and more
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after a number of different startup companies
that I've been with over the years,
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that you the first thing you start
with is the fundamental problem that you're solving
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with your technology. The second thing
that you look at is who is the
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customer that I'm helping with this?
The third thing you look at is who's
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the person inside that customer who needs
you right or it could be did,
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it could be several different groups,
but you need to identify the person that
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you can make a hero out of
if your technology works. The fourth thing
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you look at is how do they
want my technology to be packaged so they
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can consume it? The fifth thing
that you look at is how do they
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want to buy it? Who Do
they want to buy it from? What
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kind of a channel? Direct via
the web service, whatever that is.
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And then finally, in not at
you know, your channel, in other
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words, at last part. And
then the last thing is the team.
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And it should be the last thing, because you need to have all these
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other things sorted out before you build
a team. Otherwise you're building a team
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that may or may not fit the
mission. And you know, I'll say
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that I have. I've been a
chief revenue officer, I've been this CEO.
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You know I've been I've been had
of sales, for sales, marketing,
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business development for a number of startup
companies and even more now, after
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all this time. I will leave
this to be true, that you build
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the team appropriate to the mission,
and so that's why, you know,
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when it came to hiring, I
didn't really worry about it in the early
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time. I need to understand the
market, I need to understand the mission
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and then you go and you find
people that you think are good, you
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know are a good fit, and
even when you feel like you have a
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good understanding of that, you could
be wrong. I will say that.
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You know, I was wrong in
the initial hires I made an Asia Pacific.
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You know, the people that I
hired there were not start up people,
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and that's that's a critical thing when
bringing somebody into the company that's a
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company at stage that high trust is. That is they have to be flexible
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enough to deal with the challenges of
what I call start up land, because
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it's not the same as big companies
where you have a lot of support and
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you have maybe at different expectations,
etc. So that's that's that's very true.
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Mean, we've seen that case many
time. While individual we have been
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very successful in the large organization with
just them arrived in the smaller organization.
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Well, you know, it to
in it to of the recruitment touch.
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You need to have the channel how
to. You need to be a dark
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service person. You almost to be
a Swiss army knife. You need to
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be a ready they will be a
new challenge coming every day and some things
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that challenge maybe you know, bringing
some milk in the office or whatever it
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could be. It could be some
silly things, but it's about it's about
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being ready to work very in autonomy, and I think that's very difficult in
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large organization because you've got a lot
of support from different places. Okay,
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I've seen some people starting in Europe, you know, having to really do
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some nitty gritty stuff and it takes
a specific character to be able to do
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so and definitely having the entrepreneurial or
the having some management experience in the past
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can can very be very useful.
We've also seen some up and coming,
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you know, kind of people that
may never have proved themselves before in running
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an organization in Europe, but particularly
in one of the end point company,
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one of the Big One, we've
seen one guy was coming from another startup,
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just as one of the top sales
guy picking up his first vp em
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a role and being very successful.
So I think it's a mix of both.
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Sometimes you may need to look at
someone who's got the potential, D
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energy and is angry to hope.
She's angry to prove ourself by himself,
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and sometimes you need to add someone. You could look at the second profile,
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which is that individual that has already
done it in the past, but
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does the reason why askuld the question
because we know that it's a paint point
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for most of most of our clients
coming into Europe and we've seen people making
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making making the mistakes, which I
don't think you should be ashamed of,
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because it's it happens. At some
point you need to make a decision.
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The most important is to make sure
that if you make the wrong decision,
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you can you can rectify it as
quick yes, Pussy Point, but look,
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but that was very useful. I
guess my next question to you is
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really around the Oudo or listener.
I can get in touch with you if
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they want to discuss about high trust
or they want to discuss some of your
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experience in Europe a pack and carrying
the flag of Fight Dress Indus New territory
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in a very successful way. So
what is the best way to get in
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touch with you? Pets? Yeah, sure, so probably the best way
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is for the email me at Pcnte, at High Trustcom pee county, at
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high trustcom and you know, if
they want to reference this podcast, I
372
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heard you on the podcast, or
interested to talk more about this particular subject.
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I'm always happy to talk to companies
and people that are looking to enter
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markets and and and whatnot. I've
done a lot of that kind of consulting
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and those types of things in my
past and the look, it's not easy
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and I think that ultimately, if
you do one thing right in entering a
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new market as a company, it's
to hire that first person. Hire the
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right first person. And you're right
what you said that they may need to
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be a Swiss army knife. They
may not ultimately be the person that grows
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and leaves the organization, but they
may be. And put the most important
381
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thing is they have to have that
that mentality that we were talking about before,
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that sort of that missionary and mentality. And because you're going to you
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know you're going to hear a lot
of nose, you're going to you know
384
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you're going to run into a lot
of roadblocks that are just naturally put up
385
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for you, a lot of friction, and but you can't let that stop
386
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you. If you believe in what
you're doing, if you believe that you
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can help customers with your innovative technology, then then you won't let that stop
388
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you. And then here's my analogy. Right. You know, there's there's
389
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difference. You know, they the
missionary has really one thing that makes them
390
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different, and that is they do
it for the mission, right. I
391
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mean my Catholic school nuns used to
call it missionary zeal. So, and
392
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that's what missionaries do. They go
out and because they believe that they're they're
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there to help save people. And
again, this is it religious. This
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is about saving people technologically. But
remember, remember, if you're a crappy
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missionary, what happens to you?
You get killed, the Eaton by the
396
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natives, right. I mean that
is oh so. Therefore, missionaries are
397
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fearless because they don't they don't think
about the negative consequence, because they're not
398
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there for a plus, they're there
for the mission. And so when you
399
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hire people, need to hire people
that you believe feel this way. And
400
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I look, lots of people think
they do, but I like to test
401
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people before I hire them and say
look, you know, think about what
402
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this is going to be like when
things are good, you know, and
403
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you're getting good response from customers and
things are moving forward and you're all energized.
404
00:27:12.819 --> 00:27:15.650
And think about it when, when
things are not as good, you
405
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know, will you will you be
able to keep your energy level up.
406
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Will you be able to make that
next call? Will you be able to
407
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push through? Because the opportunities are
there and Europe in particular is a phenomenal
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market, and it is, it's
in many ways. In many ways it's
409
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the best job in the company.
I have to say I really enjoy being
410
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over there. I enjoy talking to
customers and prospects in all these different countries.
411
00:27:38.200 --> 00:27:41.480
I enjoy the you know, the
challenge, the sort of the puzzle
412
00:27:41.960 --> 00:27:47.750
of finding a way to fit how
our innovative technology can help these companies that
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00:27:47.829 --> 00:27:51.470
may not even know about it,
and I like working with world class customers.
414
00:27:51.549 --> 00:27:55.670
So, you know, it's a
great opportunity. I'm still excited about
415
00:27:55.670 --> 00:27:57.900
it even after even after the couple
of years that have been, you know,
416
00:27:57.980 --> 00:28:02.019
the heavy duty spade work, if
you will. But personally I like
417
00:28:02.220 --> 00:28:04.980
building companies and so when you pick
somebody, you have to find somebody that
418
00:28:06.099 --> 00:28:10.140
is willing to do the hard work, is willing to do the manual labor
419
00:28:10.259 --> 00:28:11.970
of company built. And so so
when a guy said that would be my
420
00:28:12.609 --> 00:28:18.730
last maybe comment and then I'm perfectly
happy to talk to anybody who's interesting,
421
00:28:18.849 --> 00:28:22.970
unless you're a direct competitor on which
case, if you buy me a drink
422
00:28:22.009 --> 00:28:25.769
on my talk to you, ha
ha, I'll say it's more like fall
423
00:28:25.930 --> 00:28:33.240
fife from my own bustling expense.
That enough. Well, that's that was
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00:28:33.279 --> 00:28:36.279
one of footbutter coming again. Let's
off inside that. I like some of
425
00:28:36.319 --> 00:28:38.599
the energy that your views. I
think it don't make sense. And Yeah,
426
00:28:38.839 --> 00:28:42.710
I would encourage really anyone that may
want to have a chat with someone
427
00:28:42.869 --> 00:28:48.470
and bound some mayds and but also
looking at expending a US organization. or
428
00:28:48.470 --> 00:28:53.349
You could even be an Eastraili vendel, Asian Veno but with vend outside of
429
00:28:53.470 --> 00:28:56.460
Europe trying to come into the market. I know that you are very sorrow
430
00:28:56.700 --> 00:29:02.339
when you looked at the different Rossetta
or distribute to what model, vows,
431
00:29:02.380 --> 00:29:06.299
etc. Etc. Because we actually
spoke about it in length a few time.
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00:29:06.539 --> 00:29:08.180
So I think they would really benefit
from your expires. I would really
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00:29:08.180 --> 00:29:11.890
encourage in your party and those two
to get in touch with you've down looking
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00:29:11.890 --> 00:29:17.410
at expending geographicity, but you know
as of today. But I really appreciate
435
00:29:17.529 --> 00:29:21.650
your time and insights. So thank
you very much for today. And Yeah,
436
00:29:21.809 --> 00:29:23.920
as we discussopre, I would see
you soon in London Fall. One
437
00:29:25.000 --> 00:29:27.319
not to drinks. Yeah, looking
forward to that and thanks so much for
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00:29:27.400 --> 00:29:32.440
inviting me. I really enjoyed it
and you know, I'll just say goodbye
439
00:29:32.480 --> 00:29:37.480
to all your all your listeners.
Thank you. operatics has redefined the meaning
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00:29:37.519 --> 00:29:44.750
of revenue generation for technology companies worldwide. While the traditional concepts of building and
441
00:29:44.829 --> 00:29:49.349
managing inside sales teams inhouse has existed
for many years, companies are struggling with
442
00:29:49.430 --> 00:29:56.019
a lack of focus, agility and
scale required in today's fast and complex world
443
00:29:56.299 --> 00:30:02.740
of enterprise technology sales. See How
operatics can help your company accelerate pipeline at
444
00:30:02.859 --> 00:30:07.849
operatics dotnet. You've been listening to
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445
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446
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