Episode Transcript
WEBVTT
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Our goal is to teach us many
different people as possible that helping other people,
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being supportive, being kind and compassionate
is a good way to do business
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and as a way to succeed.
You were listening to be to be revenue
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acceleration, a podcast dedicated helping software
executive stay on the cutting edge of sales
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and marketing in their industry. Let's
get into the show. Hi, welcome
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to be to be revenue acceleration.
My name is alien, with you and
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I'm here today with some Jacobs Fund
and see you at Pavilion. Former revenue
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connective. How you doing today?
Some I'm doing very well. How are
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you all really? And I'm good, very very good, very very good.
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So today we want to speak about
building community and I think most of
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the people will be listening to the
pizza today. I've held off revenue collective,
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unless they are, like you know, iiding somewhere, going going off
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the great fall a while. First
question for you and in first so what
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I'd like to get a little bit
of an introduction. You know, Y'all
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set up for you come from the
start off for revenue collective, but it
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will also be very good to undos
on why you change them from room and
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you connective to pavilion if yould mentor
Chic and on that as well. Sure.
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So, yeah, nice to meet
you and everybody that's watching or listening.
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My name is Sam Jacobs. I'm
the founder and CEEO pavilion. We
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used to be called revenue collective.
My personal background, I've been working at
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venture capital backed high growth companies and
startups since two thousand and three. Before
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that I was in finance and I
actually ran a record label and was in
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the music industry for a little while, but that was not successful. And
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really since two thousand and three when
I moved to New York for the second
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time, I've been kind of building
companies from the from the revenue side.
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I worked at one very successful company
for seven and a half years called Gerson
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lemmo group through two thousand and ten
and then from two thousand and ten to
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two thousand and eighteen, it was
shorter and shorter stints at subsequent companies.
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Worked at a company called axial for
four and a half years. I then
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ran sales for a company called live
stream, which was sold to Vimeo,
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which just went public, for and
I work there for eighteen months. I
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then was the chief revene officer of
a company called the mews for nine months
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and then I was the chief revene
officer for a company called behave oks for
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ten months. So my stints were
shrinking and the most of the time not
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because I was choosing to leave,
but because I was being asked to leave
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or the companies weren't succeeding, and
I needed a community, I needed help,
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and so I started bringing people together
in New York just to share stories,
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to make the sales leaders in the
marketing leaders the center of the ecosystem,
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because in every other place the founders
were the center or the investors were
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the center. But I wanted to
create a community that was really just for
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operating professionals, and so we called
it the New York revenue collective and I
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didn't have any grand aspirations. I
didn't really think much of it because starting
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a dinner club, which is what
we were starting, a dinner club with
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an email group, is about the
easiest thing in the world to do,
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and so I figured every city must
already have something like our revenue collective and
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I would just focus on being the
community for New York. And it turned
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out that every city did not have
something like revenue collective, or if it
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did, it they had been structured
in different ways, ways that I didn't
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think we're optimal. And so people
from all over the world really began to
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hear about what we were doing and
reaching out to me. The first person
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that reached out to me was a
guy named Tom Glasson in London and he
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started he ended up starting the London
chapter of revenue collective, and then we
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quickly launched a variety of new cities, Boston, Toronto and more. And
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still at the time I only began
working on at full time at the end
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of two thousand and eighteen and I
really at that point I said, you
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know, if we can get to
twozo people by the end of two thousand
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and twenty, then we will be
you know that I can live right,
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I can pay my rent, I
can be alive. It doesn't have to
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be, you know, the biggest
company in the world, but it can
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help me, you know, not
get fired again because I was working for
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myself and it just it just something
that became very, very popular, particularly
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during Covid when people needed community and
they needed resources and they needed assistance and
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help and they were facing more uncertainty
than ever before, and so we ended
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up moving well past two tho by
the end of two thousand and twenty we
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were close to three thousand seven hundred
total members, all paying members, and
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so that was that. And then
you asked why did we change the name,
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and this is a bit you know, so sorry for being longlanded,
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but the there's a couple things that
the big idea behind what we're doing is
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not is not really about anyone profession
anymore. Right, we started focusing on
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salespeople, but, as we mentioned
offline Arelian, we have a CEO community
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now. Yeah, was left out, and know or my any community.
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The purpose of what we're doing,
the purpose of why do we exist,
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and this is, I think,
important and different, because a lot of
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people start communities either for their own
sake, meaning like just networking, which
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is not why we exist, or
to sell, to sell software. Right,
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you start a community, you're at
last end you have a community,
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you want to sell more, at
last see into that community. But our
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community exists for a different reason,
and that reason is to help each member
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fulfill their career goals. We call
it unlocking and achieving their professional potential.
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And it's bound together by a code
of conduct that says that we're going to
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help each other, we're going to
support each other, we're not going to
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spam each other, we're not going
to use the community to sell things to
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each other. Directly, we can
sell things to each other by being helpful
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to each other, but generally speaking, this is going to be a world
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where we believe that helping other people
is a path to personal success. And
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that's a very specific belief that is
not shared by everybody in the world.
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And so that belief is not about
salespeople, it's not about marketing people.
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That belief is that there's a different
way to do business. By helping and
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supporting each other, we can all
be successful. The world is not zero
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sum and that vision is not specific
to salespeople. It's really true of any
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kind of profession and our goal is
to teach as many different people as possible
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that helping other people, being supportive, being kind and compassionate, is a
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good way to do business and is
a way to succeed. And that's the
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reason. Fundamentally, there are other
reasons that. The tactical reason is that
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everything. There are two million things
that are called blank collective, and so
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there's not a lot of defensibility around
that framing. But also the word collective
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is a little bit inward looking,
it's a little bit defensive. It it
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implies and US versus them. Pavilion
is not about US versus them. As
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I said, CEO's can join,
investors can join, anybody can join.
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It's about helping you as a human
being get where you want to go in
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your career. And so it just, frankly, it's a bigger, more
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open, more inspiring, I think, idea and brand then revenue collective,
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and so that's why we changed it. Yeah, so thank you for as
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but I love this story. Really
read love this story. I think it's
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some quite interesting. It j actually
stunt you from something wrensi reinform or something
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that you felt was was required,
and you start it's more than you know,
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at the presumption that you would be
done any swhere and then realize it
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was not done. A nice getting
that thing. That's growing and it's very
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successful. And I'm second thing,
I'm very glad that you opened up for
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CEOS. I did say nothing to
make Tim but I was extremely jealous because
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everybody speaks about your new collective.
I was invited to one of your events
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in in London on Tuesday. In
fact, I could not participate, but
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there was. I was really I
was really feeling left out. So I'm
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glad that you know CEOS cannot participate
and I'll get I'll get some details from
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you and see how I can get
my self you start. Last thing really
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you mentioned something. You mentioned Covid, you know, and you mentioned that
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you you saw that you really went
big in Covid, and I think this
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is really interesting because we did feel
that covid kind of the mindset of people
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changed. Lots of things drop.
People are to find solution. People did
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not know what to do and in
a way, from a business perspective,
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from a capitalistic business perspective, people
almost become a little bit kinder with each
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other. Do you think you would
have seen the growth you've seen without the
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ponderic? Is Basically my question.
I guess I don't know. I don't
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know the answer. I we were, you know, March, we were
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growing very quickly, that's for sure. Before covid. The thing that was
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helpful, you know, and obviously
you're always very you know, you want
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to be cautious and mindful about how
you frame growth during the pandemic because there
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was so much tragedy and so much, so much pain and suffering. However,
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as you said, from a capitalistic
business perspective, you know, we
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were. What it really did,
which was useful to our business, was
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it forced us to be obviously digital
first, like everybody before Covid, we
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were really much more focused on in
person events. And that's good if you're
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in London because we have, you
know, five hundred people in London and
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so there's always in person events to
go to. But if you're in Minneapolis
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or if you're in Paris, or
if you're in Bangalore or somewhere anywhere that's
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not a very big city. Or
you know, you live in, I
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don't know, Brighton or something like
that. You or Manchester. Right,
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you're not in London, but you're
maybe a couple hours from London, then
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you really weren't getting any kind of
meaningful experience from revenue collective. Now Pavilion,
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the slack community is global, but
we want to be more than just
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slack. The covid forced us to
like you know, we were doing about
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one webinar every two two weeks,
maybe one a month before covid. Now
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we do forty, fifty, sometimes
sixty different digital events every single week.
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And you know, we were we
didn't have any kind of online learning programs.
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Now we have over twenty different courses
and schools. So Troue, Pavilion
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University all delivered online. So I
think what it did was it actually forced
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us to build a different and,
candidly better business, because the digital business
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is a higher margin, easy and
it's easier to deliver a meaningful experience no
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matter where you live, whereas before
covid you had to sort of be near
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one of our big hubs. Yeah, I don't know if we would not
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have. You know, I I
think instead of thinking about it like would
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we have grown as quickly without Covid, I just think that I was very
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because I have friends that run other
kinds of similar businesses. There's a company
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in New York. I won't say
their name, but they were a dinner
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like they were an events business.
They would bring together like minded people,
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like salespeople, are CEOS on behalf
of sponsors and they would post really nice
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dinners. They are very you know, there are a lot of similarities to
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their business as to ours. They
went out of business in two thousand and
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twenty. They went from a couple
million dollars in revenue to, I think,
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Fifteenzero in refinue total for the whole
year, and I think it was
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just that we responded to it very
aggressively. You know, we were very
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decisive about saying, Hey, this
is an opportunity. If we think about
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it that way, we need to
rise to the moment. So yeah,
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now that makes perfect sense. I
know. Was the thing that you mentioned
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in your en Troy's the he's kind
of the Cud of conducts, you know,
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and I completely agree with he's you
having ill. Many times you receive
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an email to a nice Dina somewhere
or you know, we're going to do
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a way be now, these are
that like minded people get with your pias
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and stuff, but you know,
at at the end of the day,
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what they want to do. They
want to falls down, set speech down
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your strowensity or something. But at
the same time, you know, I
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think pretty much ninety pert of of
our customers are speaking about wanting to build
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communities. So you know, from
a value perspective, from from a setup
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perspective, what do you think I
do right? Value, if you want
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to build a successful community? I
mean, could you have community what you
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actually sell to people and it's okay, or do you think you know,
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you've got to go for being a
giving community or sharing community? But I
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don't want to. I wouldn't want
to join that that. I mean they're
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there, are those selling communities.
I think there's a thing. I'll be,
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and I I don't know if you
know that, a reliant, but
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then yes, it's, you know, you show up every morning or whatever,
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you meet once a week and everybody
shares leads. It's not inspiring to
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me. I went once and I'm
definitely never going to go back. I
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think. Yeah, I mean,
I so, I guess. Do.
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I think that if you want to
be successful you have to do it?
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I don't know. I mean we
do. I do. I have a
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very particular point of view about why, why this works and so far,
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because it seems to continue to grow, I think that there's some merit to
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it. I think too many people. Again, the whole point of like
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everybody wants to build a community is
again sort of like represent seditive of to
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me. What is short term thinking
right? Because nobody. I don't want
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to just be in a community to
be sold to. I need help as
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a human being, right, I
don't. And I'm somewhat introverted, which
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is somewhat funny that I run a
global I don't. I have lots of
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things to do with my time.
You know, I'd like to read,
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I like to play guitar, like
to be with my wife and my dogs.
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I don't need to go out for
no reason. Right, there needs
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to be a purpose and and so
you know, most people don't have a
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purpose. Besides, we want to
get a bunch of people together and sell
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them things and and we are all
aware of that. And so I think,
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I think there needs to be values, and there are a lot.
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You know, we've actually we've acquired
two communities and we've been in conversations with
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many, many more, and and
that's because, you know, when we
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could talk about that growth strategy.
But but the reason that all of these
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conversations are very easy doesn't mean that
people all want to sell to us.
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They don't, but it's because we
all come to come at it from a
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pretty similar perspective, which is that
the point of what we're doing isn't just
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to sell things to each other,
or at least it's not to shell things
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to each other immediately. Yes,
you part of what we're trying to underscore
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is that. I you know,
I talked about this so a lot.
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You know, I saw Larry Page
on stage one time with Saragey and he
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was saying, you know, you
in this is paraphrasing and maybe he's not
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the first person that said it,
but you know, it's you can accomplish
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far less than you think in a
quarter and you can accomplish way more than
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you think in ten years. And
his point is that sometimes your time horizon
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can be a competitive advantage. If
you just play a longer game when everybody
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else is playing a shorter game,
you could do more things than might be
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expected. Yeah, I think that's
the approach that we take to community.
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It's not that you can't sell people
things. You'll sell them things over a
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year, and the way that you'll
sell them something is by being helpful and
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by build trust incredibility, and then
when people trust you, they want to
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do business with you. It's not
that nobody wants to do business, it's
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that I just don't want to be
beat over the head big I tend one
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Webinar and all of a sudden I'm
getting fifty two emails from styrs, you
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know, with like messaging that's ten
years old. Yea. Now progect it,
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to be fair, is the very
right preason. You started the very
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much when you thought you year and
try to make money out of it.
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You just try to get what you
want now, your community member to get,
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which is this information, the connection, the relationship with people and being
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with late many people and sharing information, so that that that makes perfect sense.
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Also, so some what would you
say of if you can just just
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name a few, some successful initiatives? That's your team has drove to get
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PAV pavilion. What is today?
Well, I think there's a couple things.
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And again the first is that is
the business model, again, sort
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of speaking again about short term versus
long term time for risings, it's very
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tempting for people to build, to
want to build a free community, and
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I talked about this a lot.
The thing that happens if you want a
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business and you want the community to
be free, then your members are going
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to be the product and you're going
to be selling them to sponsors or you're
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going to so one thing that we've
done that's been very successful is simply asking
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people to pay. relatedly, not, and then no other business model.
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So we don't. Everybody will tell
you when you start a community you should
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start a headhunting business, an executive
search business. So many people parlay their
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community into like a recruiting business.
Well, you know, I work in
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Sass and recruiting revenue is transactional revenue. Is Not nearly as valuable as recurring
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revenue and it's a much simpler,
cleaner model. To think about it almost
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like Amazon prime, where you pay
a fee and we try to deliver as
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much value as we can for that
fee and we don't have any other incentives.
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So I don't take kickbacks or referral
fees. Everybody wants to do some
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kind of like, you know,
strange commission deal. I don't want to
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be, you know, necessarily like
that kind of channel for anybody. All
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we do is we have a simple
business model. So that's one thing that
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I think. Again, it takes
longer. Sometimes you might be giving up
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a hundred thousand dollar executive search retainer, but over time you build a bigger
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community because people trust that your heart
and your incentives are in the right place.
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And so you know, that's that's
one thing that we've done. The
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second thing, and we are not
alone in this, but lots of lots
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of people have done it and it's
it's a beautiful thing, which is one
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of the biggest complaints people have when
they join revenue collective. Now pavilion is
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it's so overwhelming, there's so much
content, there's so many people to meet,
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they're not sure where to start.
So this year we launched Pavilion University
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and we launched with our first program
which is cro school, which we launched
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in the spring of two thousand and
twenty one and it was hugely successful and
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since then we've launched again. I
think the numbers up to twenty at this
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point. Right now we have running
enterprise, go to market school SDR Acceleration
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School, Frontline Manager School, Chief
Marketing Officers School, a chief customer officers
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school. So why is this helpful
or useful or what's interesting about it?
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So these learning programs are and we're
not the only people to do this,
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but I think it's an interesting insight. They're all live. They're not you're
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not watching a video. They're live
and they are, and this is important.
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They are cohort based so you take
a lecture on a zoom, you
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know, you hear me or you
talk reliant for for, you know,
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ninety minutes and there's four hundred people, you know, on the zoom.
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But after that you're broken up into
small groups that you meet with once a
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week and those groups are fifteen people. And what that does is two things.
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First is that it gives you an
ability to meet other people and digest
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the content and to have a conversation
about it. But, more importantly,
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it helps you build deeper relationships within
the community through the context of the school.
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And so that's been we've now got
close to three thousand. You know,
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we have sixty two hundred people total
in our community as of today.
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We have almost half of those people
in some kind of learning program and we've
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received, you know, very,
very positive feedback from this program. So
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I guess one thing that we've done
successful was just simply structured the business and
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design the business in the right way. And then the second is, you
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know, something that's that's been this
year has been launching to bill in university.
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It's been very successful. Yeah,
space wonderful and university. So,
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as you mentioned, what you are
doing in some of the interim of the
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process. You've got the courses and
then you've got to break group. What
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are the people actually doing in those
groups? Are they working on common project
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while just sharing their learning from the
coast themselves? You know, how do
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you get them to actually participate to
the follow up session? Because, you
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know, what I love about that
is that we are trying at operatics,
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but we've got the content, but
we are trying to build what we could
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on operatics academy. It's an internal
tool. We not even thinking about the
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external but, as you mentioned,
lots of contents. There is lots of
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way to do what we do.
It sells. It's lots of different techniques
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and we want to we see anybold
our gays as much as possible. But
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what we find out, one of
the issue at we face when we do
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the training is that people come to
the first leg chair. You know,
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they listen to it, but it
is the consistence and it's almost like when
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you train for, I don't know, being a bit better golfer or better
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runner, it's the repetition, is
the actual training that that makes makes you
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successful. So I'm very interesting told
us on the because that's very deferent or
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so the needs to the group that
rob redding. So when you get them
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to doing the squiton groups, I'll
do you get them between interact and so
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we left to apply, even though
for most of the schools there's a few
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and next year we will charge for
more of them because you know, it's
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very the market. Talk about this
for a long time. But the first
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is that you apply and when you
fill out the application, even though there's
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no cost, we say you have
to, you have to attend these study
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group sessions. We take attendance for
the Study Group sessions. We actually take
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attendance. You will not get a
certificate of completion unless you have at least
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ninety percent attendance in your cohort groups. So we sort of make it very,
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very clear that if you want,
because there that's part of this is
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essentially gamification, right. There's yeah, there's a badge that you get at
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the end which is your certificate that
says congratulations, you've completed Cerro School.
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You can put that on your linked
in profile, you can put that places,
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you can tell people about it,
but you're only going to get that
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badge if you attend. So that's
part of it. Part of it is
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just making sure that we give cohort
leaders. So we both select and train
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people on how to lead the session
and we make it very clear that your
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attendance and participation is expected. That
said, there are of course, because
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it's so dependent on the group.
You know, some people have it.
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It doesn't work perfectly. I suppose. Some people have amazing experiences, some
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people don't, but for us it's
anybody that's having any kind of amazing experience
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is more amazing experiences than, of
course, if they've never had the class
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or they've never been in the group. There's enough people that have amazing experiences
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that makes it a very powerful essentially, you know, net promoter score tool
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for us, or you know,
it's a customer advocacy tools. So part
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of the answer is we give them
things to talk about, part of the
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answer is we train the leaders on
how to run the session and part of
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the answer is we just you know, it's the care in the stick.
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We make it so that you can't
get the badge if you don't go to
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the study group session. Yeah,
not that, pikes, that makes a
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lot of sense. I like it. Now now coming back to a kind
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of thinking that now you are massed
top building community. I mean you must
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have long quite a lot you guys
have been successful. I'm sorry, is
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because you are relevant. I'm sorry, is because you always been trying to
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do things at all. It will
be different. You mentioned doing a couple
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of acquisition of community to accelerate stuff. But if you were to speak to
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a young girl self, of yourself, let's say five, six, seven,
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ten years ago, all, someone
who's just at the beginning of that
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carry and so look, you know, I'd love to build the community.
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I'd love to build something. I
love to have people to share them and
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someone who's got the same inspiration and
values. You know, what would be
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the DOS and don't that you would
give them? would be the the main
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advice? That of trouble that you
foot into. It's a lot of what
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I've said already and again, a
lot of I don't I think it's simple.
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Some of the things I say I
just don't think they're obvious or widely
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adopted. The thing I tell it's
funny. I have a call later today
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right with a friend of mine who
runs a marketing agency and he says,
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you know, I need you to
be better at selling. What should I
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do? He wrote me an email
how can I be a better seller,
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and I said, well, I
don't. I don't have an opinion on
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that specifically, but in general my
advice to almost everybody is the same,
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and the sounds. It sounds probably
perhaps in authentic or artificial, and I'm
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just telling you that it's not,
which is that my advice to everybody is
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play a longer game and look for
opportunities to help people. If you want
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to start a community, there has
to be a reason the community exists beyond
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the fact that you want to be
in charge of something and you want a
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community. Our reason is very clear. We are community exists not for its
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own sake. It exists because Katarina's
a member and if she wants to be
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a CEO one day, we want
to help her get there, and I
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wants to help operatics or any other
company become the best possible company, we
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want to help her do that and
that's why we exit. It's not for
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community, it's because we have there
are human beings out there that are used
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to being treated like shit and we
want to treat people well. There's we
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were all you know, you and
me and everybody, since you know the
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Internet's what roughly like twenty two years
old, right, roughly. It's obviously
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been around since earlier than that,
but, like, we've all been using
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it roughly since like the end of
since ninety nine, basically. Now we've
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been trained on on how to interact
with each other and how things work in
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a specific way. That training is
built on the business model of the Internet,
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and the business model the Internet is
advertising. So the way that it
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works is that we use all these
things for free and, as a consequence,
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we are our behavior, as we
know, is the product. And
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the point is that we are used
to like we're used to using linkedin.
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Right, if you had a job
interview tomorrow and you wanted to get linked
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in to coach you on how to
prepare for that job interview, what number
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would you call? Well, that
question doesn't even make sense, right,
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it doesn't even that. It's a
ridiculous statement. There's nobody at linked in
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to call. The linkedin is not
we're not customers of Linkedin, we are
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users of Linkedin. So this is
a long landed way of saying I am
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trying to teach people that there's a
different way to behave and there's also a
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different expectation you can have as a
customer right that our company works in a
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very specific way, which is you
pay us and we do things for you
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and, as a consequence, our
members are customers, they're not users.
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I don't call my members users.
They're not users, their customers and I
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work for them. I work for
Katerina, I work for all sixty two
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hundred people that are members of our
community and all I want to do is
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help them succeed and grow. So
my incentives are aligned. And also what
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I'm trying to do is teach people
that you can have higher expectations for the
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companies that you pay money to,
or attention to or your time to.
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You. So all that is to
say, the advice I've give anybody is,
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what are your values? My values
are I want to help people that
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I care about in respect, I'm
not going to achieve their professional potential,
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which is really a way of saying
I my goal is to teach people that
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by helping other people you can be
personally successful. So you know, if
399
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my if I'm giving advice to my
younger self or to anybody else, it's
400
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typically which is the advice I gave
to my friend that I'm having a call
401
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with later today. Hey, look
for opportunities to help people. The more
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people you help, the more people
think of you as somebody that can help
403
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people, the more they come to
you with problems, and that sounds to
404
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me like a powerful person right.
The more people you help, your view
405
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to somebody with power that can help
people, and all of a sudden more
406
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people are coming and more people are
doing things and all you have to do
407
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is start looking for opportunities to help
other people. So that's very long whend
408
00:27:10.859 --> 00:27:14.420
it, you know, way of
answering the question, but the shortest answer
409
00:27:14.460 --> 00:27:18.329
to the question is look for opportunities
to help other people without asking for anything
410
00:27:18.369 --> 00:27:21.769
in return, and just take your
time and over the course of years,
411
00:27:22.130 --> 00:27:26.049
many, many good things will happen
to you. Yep, it's so true.
412
00:27:26.210 --> 00:27:29.730
He we I've seen that personny makes
are so much something. Sometimes you
413
00:27:29.849 --> 00:27:33.200
just want to wait people and you
do it not because you expecting something in
414
00:27:33.359 --> 00:27:37.119
retail, but just because you actually
like the subject matter of the question or
415
00:27:37.200 --> 00:27:41.839
the topic. They come to you
because they want your opinion and that's that's
416
00:27:41.960 --> 00:27:42.960
got you know, this is not
the things you're like. Well, if
417
00:27:44.039 --> 00:27:45.069
someone comes and, as we may
Ope, I feel good about it.
418
00:27:45.190 --> 00:27:48.990
Right then you want to give it
to them without the expecting anything in return.
419
00:27:48.309 --> 00:27:52.549
You know what you end up doing
and you say is a pretty special
420
00:27:52.750 --> 00:27:56.750
person. I think that sort of
good to person is value. The day
421
00:27:56.789 --> 00:28:00.259
there is something, they won't even
think about talking to your competition. They
422
00:28:00.259 --> 00:28:03.619
won't even think about, you know, doing an RFP or whatever. Then
423
00:28:03.779 --> 00:28:06.299
just know that you are there,
you've been helping, you've been good,
424
00:28:06.380 --> 00:28:10.460
the advice were free and they were
walking when they tried or whatever. So
425
00:28:10.980 --> 00:28:14.170
it does. It does actually make
a lot of SIDS. I think you
426
00:28:14.329 --> 00:28:17.890
are completely right about the short term, long term, and and so was
427
00:28:17.970 --> 00:28:22.650
the the lecture. You you are
from, Larry. It's it's so difficult
428
00:28:22.730 --> 00:28:25.849
to be in the long term sometimes
potty, and I'm sure that part of
429
00:28:25.930 --> 00:28:29.759
your community you've got thousands of people
who are like in the tech business,
430
00:28:29.920 --> 00:28:33.440
text start up, etc. Etc. You know, literally our future is
431
00:28:33.519 --> 00:28:36.920
next quarter. Even if for not
a public company, we act like public
432
00:28:36.960 --> 00:28:38.480
companies and we need to sell,
sell, selling. He's got to be
433
00:28:38.599 --> 00:28:41.549
not on the thirty first. If
it happens on the first and not on
434
00:28:41.630 --> 00:28:45.630
the thirty first is not good enough. It's got to open one day be
435
00:28:45.750 --> 00:28:48.750
for twenty four. What does that
change? You know, when week?
436
00:28:48.789 --> 00:28:49.990
What does that change? But you
know, I guess we are evolving in
437
00:28:51.150 --> 00:28:55.069
that world and but as professionally agree
with you, I think we need to
438
00:28:55.150 --> 00:28:57.420
go over or that and think about
the longer term, the longer game and
439
00:28:59.059 --> 00:29:02.980
planning advent. So my last question
for you really, Sam, is what
440
00:29:03.140 --> 00:29:04.859
do you have in struck, you
know, for the future? What's the
441
00:29:04.900 --> 00:29:07.940
plan for the Sichhari? What you
can share with us? Obviously I don't
442
00:29:07.940 --> 00:29:11.769
know show competitors will be listening,
but do you have any exciting style that
443
00:29:11.809 --> 00:29:15.130
you are preparing for us? Well
again. So, yeah, thank you
444
00:29:15.210 --> 00:29:18.450
for everything that you said. earlien
and New Right. It is I have.
445
00:29:18.730 --> 00:29:22.609
I've been that CRO person. The
deal has to come in today versus
446
00:29:22.650 --> 00:29:29.519
tomorrow, and the beautiful thing about
this message is that I am building this
447
00:29:29.799 --> 00:29:33.680
company with these principles and we are
and it is going very well. So
448
00:29:33.799 --> 00:29:37.480
that the beautiful thing is there's complete
harmony, which is that, for example,
449
00:29:37.559 --> 00:29:41.150
my head of sales, who's responsible
for signing up new people, she
450
00:29:41.309 --> 00:29:45.390
is not paid on commission at all. You know, most of the time
451
00:29:45.509 --> 00:29:48.309
of CRO is paid like fifty percent
base salary fifty percent commission against the revenue
452
00:29:48.349 --> 00:29:52.180
target. My entire executive team is
paid the same way and it's we're paid
453
00:29:52.220 --> 00:29:56.339
on NPS or paid on that promoter
score. We're not paid on revenue,
454
00:29:56.460 --> 00:29:59.460
and I you know, maybe one
day we'll move to be paying on different
455
00:29:59.460 --> 00:30:03.220
metrics, but this year to get
your bonus we have to have an NPS
456
00:30:03.259 --> 00:30:07.059
score on a trailing ninety day basis
greater than fifty and then we have to
457
00:30:07.099 --> 00:30:10.049
be at seven thousand members. So
that's like a revenue proxy. But Anyway,
458
00:30:10.210 --> 00:30:15.130
my point is that I think even
in the venture capital startup world we
459
00:30:15.210 --> 00:30:18.609
are contorted and sometimes the best way
to build the business is not to focus
460
00:30:18.650 --> 00:30:21.960
on pulling a deal today versus tomorrow. It's focusing on how do You de
461
00:30:21.960 --> 00:30:26.240
Light your customers. So at anyway. Also, you know, my competitors
462
00:30:26.319 --> 00:30:27.880
could be listening or not. I
don't you know, we do everything pretty
463
00:30:27.880 --> 00:30:30.599
much out in the open. You
still have to execute it and you still
464
00:30:30.640 --> 00:30:33.319
have to shore my values and if
you don't believe what I believe, then
465
00:30:33.319 --> 00:30:37.269
you're not going to do as good
job of it. And so, anyway,
466
00:30:37.430 --> 00:30:38.390
what does in store for us in
the future? Well, as I
467
00:30:38.470 --> 00:30:44.509
mentioned, we are long. So
Pavilion University will become bigger and bigger and
468
00:30:44.549 --> 00:30:48.789
bigger and we're going to have schools
and graduate programs essentially for every functional area.
469
00:30:48.910 --> 00:30:52.339
So right now we have cro school, Cmo School, CECO school.
470
00:30:52.700 --> 00:30:57.779
Next year we'll have CFO school,
probably have CEO School, and that's because
471
00:30:59.259 --> 00:31:02.859
we want to build communities in new
functional areas. So right now I'm focused
472
00:31:02.900 --> 00:31:07.730
on CEOS and finance professionals. Next
year, hopefully we'll get the finance community
473
00:31:07.730 --> 00:31:11.970
in the CEO Community, two really
good places, and we can think about,
474
00:31:11.130 --> 00:31:15.089
you know, hr or people operations. We can think about product and
475
00:31:15.170 --> 00:31:19.839
engineering and maybe even some other functional
areas. So new communities relatedly with new
476
00:31:19.960 --> 00:31:23.480
schools associated. That's a big part
of what we're doing. We're about to
477
00:31:23.519 --> 00:31:26.759
launch our platform. You know,
we don't. The funny thing about the
478
00:31:26.880 --> 00:31:30.440
company, which is, you know, been valued at, you know,
479
00:31:30.480 --> 00:31:33.869
a hundred million dollars, is that
we don't have any of our own software
480
00:31:33.910 --> 00:31:37.990
yet. You know, it's on
slack and zoom and Google Docs and Google
481
00:31:37.029 --> 00:31:41.750
sheets. But beginning on next week
actually, we're going to start pushing out
482
00:31:41.750 --> 00:31:45.269
our own platform into our into a
small group of users to test and to
483
00:31:45.309 --> 00:31:48.140
give us feedback. I think it's
going to be fine. I don't think
484
00:31:48.140 --> 00:31:52.299
it'll be great, but I think
over time it'll be great over next year
485
00:31:52.420 --> 00:31:56.980
and that platform will have a bunch
of cool ideas. We want to really
486
00:31:56.019 --> 00:32:00.059
focus on gamification. We are it's
not going to be a feed driven platform.
487
00:32:00.099 --> 00:32:02.930
It's not going to look like linked
in or facebook, because our business
488
00:32:02.970 --> 00:32:07.609
model again doesn't I don't need audience
engagement. What I need is people to
489
00:32:07.690 --> 00:32:10.490
feel like they know what to do. So it'll actually look a lot more
490
00:32:10.569 --> 00:32:14.289
like quick books, which is like, what do you want to do today?
491
00:32:14.289 --> 00:32:15.920
You want to run a report,
you want to enter information. So
492
00:32:16.279 --> 00:32:20.559
you log in and we'll be goal
oriented, outcome oriented. And then,
493
00:32:20.640 --> 00:32:22.039
finally, the last thing I will
say is that, you know, we
494
00:32:22.160 --> 00:32:27.759
talked about helping people and helping people
figure out, you know, their career,
495
00:32:28.119 --> 00:32:30.069
and I teach a class on framing
your career. I ask the question
496
00:32:30.109 --> 00:32:32.549
how many people have a five year
plan? And of course, the answers
497
00:32:32.630 --> 00:32:36.509
you know, virtually none. Right, like five percent. Most people don't
498
00:32:36.509 --> 00:32:38.950
have a plan or point of view
on where they're going in their career.
499
00:32:39.190 --> 00:32:45.420
And so we want to actually build
software that helps people first assess themselves and
500
00:32:45.539 --> 00:32:47.500
figure out what are their aptitudes,
what are their strengths and weaknesses, in
501
00:32:47.579 --> 00:32:52.299
a more systematic way, and then
build tools to help people figure out how
502
00:32:52.380 --> 00:32:57.059
they can map their career both visually
and then, you know, analytically.
503
00:32:57.220 --> 00:33:00.490
So I you know, you can
call that career Mapper, you could call
504
00:33:00.569 --> 00:33:05.170
that, but it's skills assessment tools, it's career mapping and visualization tools,
505
00:33:05.210 --> 00:33:07.569
all underpinned by once you figure out
where you want to go, will have
506
00:33:07.690 --> 00:33:10.690
learning and education that will help you
get there and train you to get there.
507
00:33:10.730 --> 00:33:14.559
Once you're there, love it,
love it, love it the last
508
00:33:14.640 --> 00:33:16.400
but if I'll all, Brootis,
a kid did me. We putting the
509
00:33:16.480 --> 00:33:21.599
FELS building block together. I AIDS
is killed Bays assessment for the deffrench roar.
510
00:33:21.680 --> 00:33:22.519
You know, if you want to
become a manager, all what we
511
00:33:22.720 --> 00:33:27.039
what a the attributes you need to
set trikes a transways music to my heirs,
512
00:33:27.079 --> 00:33:31.470
sons like well, doing the right
things. Now, if anyone wants
513
00:33:31.470 --> 00:33:34.910
to join, by VIDEON, well, I wo do we, I'll do
514
00:33:34.990 --> 00:33:38.150
we get our lovely audience to join. I've got to fill few a stuff.
515
00:33:38.190 --> 00:33:42.140
You See, if woos and D's
as what in my network so I'll
516
00:33:42.180 --> 00:33:44.859
get them. I'll get them to
join when the time he's right. But
517
00:33:45.619 --> 00:33:47.220
how do we find you guys?
I'm sure it's pretty straight fall out,
518
00:33:47.339 --> 00:33:52.420
but just you know, can you
just yes, yeah, there's two programs.
519
00:33:52.700 --> 00:33:57.049
There's an individual program and that's you
just go to join Pavilioncom and you
520
00:33:57.130 --> 00:34:00.569
click apply now, and there's three
levels. If you're an executive meeting,
521
00:34:00.609 --> 00:34:02.930
you've the GVP, there's executive.
If you're director above, there's associate.
522
00:34:04.009 --> 00:34:06.369
If you're new to the work course, there's analysts. So we've got a
523
00:34:06.650 --> 00:34:09.039
we've got a a level for you, regardless of where you are in your
524
00:34:09.119 --> 00:34:15.519
career. And also we have a
corporate membership, which we call pavilion for
525
00:34:15.639 --> 00:34:19.239
teams. So if you want to
sign up not just yourself, but you
526
00:34:19.320 --> 00:34:23.239
want all of your SDRs to take
SDR acceleration school or sales school, then
527
00:34:23.309 --> 00:34:28.150
we have it's not and you get
you get additional benefits and services as a
528
00:34:28.230 --> 00:34:31.030
corporate member. So you can join
as a company and enroll many people at
529
00:34:31.070 --> 00:34:36.469
once or you can join just yourself
by going to join pavilioncom on the foot.
530
00:34:36.710 --> 00:34:38.340
Well, thank you so much for
you in sight. Today's I mean
531
00:34:38.420 --> 00:34:42.699
was a lovely conversation say, and
that's to rigual to have you on this
532
00:34:42.739 --> 00:34:45.019
sho today. So thank you for
having me and thanks to you and to
533
00:34:45.139 --> 00:34:51.019
Catarina from making it happen and and
congrats on a great company and a great
534
00:34:51.059 --> 00:34:54.409
show. Thank you so much.
You've been listening to be to be read
535
00:34:54.449 --> 00:34:59.690
a new acceleration. To ensure that
you never miss an episode, subscribe to
536
00:34:59.730 --> 00:35:02.210
the show in your favorite podcast player. Thank you so much for listening.
537
00:35:02.210 --> 00:35:04.369
Until next time,
