Episode Transcript
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You're listening to be to be revenue
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Hi, welcome to be to be
a revenue acceleration. My Name Is Owen
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MT and I'm here today with Matt
Milligan, Co found dark. You Are
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you doing today, Matt, thanks
for having me on the show. Absolute
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pleasure. So the topic for today
is great sales. People are made,
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not born. But before we get
started, would you mind just giving us
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a little bit of backgrounds to you
know who you are yourself, Matt,
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but also the company you represent,
your hubbs. Yeah, absolutely, Solo
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Guy. I started my career actually
in the world of professional sports. So
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growing up was was sport mad.
Wanted to be be a footballer, then
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an athlete and then a cricketer and
then finally a Golfer and I ended up
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playing an elite level golf in my
kind of junior years. That took me
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out to a professional golf tour in
South Africa. So I played a season
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on the I G T tour down
South in South Africa. Each amazing experience,
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incredible journey. Didn't ultimately, my
professional golf career didn't quite pan out.
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I wasn't wasn't the next Tiger Woods, but learned a hell of a
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lot along the way and actually,
you know, if I think back,
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picked up probably a lot of my
my philosophies and and the way that I
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think about building business from the golf
course. Had some amazing opportunities to learn
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from really successful business people on on
the golf course. So I took that
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with me into the world of business
and I was always, always enjoyed selling,
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always enjoyed building stuff, always,
you know, even throughout my academic
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career. And then I ended up, you know, joining the world of
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consulting when I was told by my
mom that I had to get a proper
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job, and so I went into
e y and within six months came up
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with a business idea. Whilst I
was working at y and so built kind
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of pitched for for funding internally from
the partnership there and built a business with
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any Y which was called the startup
network. We build a marketplace for startup
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and scale up founders in Europe to
help them raise money and then help them
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sell into enterprise and had an amazing
journey there a period of four and a
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half years. Built the team,
built a service proposition and worked with maybe
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three hundred plus go to market teams
and their founders, and that was where
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the idea for hubs came from.
You know, we, I think it.
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You Talk. We talk a lot
as as founders, about pattern recognition
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and spotting trends and I definitely saw
a lot of the same patterns playing out
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when it came to scaling revenue teams. So I saw that as a big
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barrier to growth for fast growth businesses. Sales enablement was a relatively new term
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back five six years ago and we
didn't see a hell of a lot of
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options available to fast growth businesses,
and so we've set to build new hubs
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to help solve that and you you. Hubs, as I mentioned, were
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sales enablement solution. We're focused really
on helping series a plus founders and their
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sales leaders, you know, save
time ramp up their sellers to full productivity
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quicker. And we do that using
competency data to intelligently develop sales people.
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Makes Sense, makes past place.
It was a fantastic story, first of
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all. So congratulations. We we
always believe, I don't belief it's submit,
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I still believe it so if its
submit, and still still very much
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in my mind, but that good
athletes of sport people do become good sales
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people. And I don't know if
it's if it's the a bit of training
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or the a bit of working as
part of a team or the a bit
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of, you know, taking rejection. You don't play, you on the
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bench. Will you take it personally? Now you're going to think about it,
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go by in training and and try
to get on the pitch next time.
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But it's very interesting. It's interesting
that you went from, you know,
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group spots, collective spot, to
to golf. Golf must be quite
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lonely. You know, I'm not
really good at golf myself, so you
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know, maybe when they can show
you a trick or two. But yeah,
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and and what you've done afterward,
you is is very interesting and I
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believe that there is real, real, real value proposition interests for a lot
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of people around the hubs, simply
because, as we discussing the preparation of
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this podcast, there is a massive
shortage in self talent. You know,
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you are lawyers, doctors that go
to school to learn the craft, but
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there is no school now, university, no way to you know, from
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an institutional educational system. Our education
system is institutional education system to actually learn
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sels. So it's very interesting that
you guys have invested in developing rubs.
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Now, before we go, we're
go into the details of how you do
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it and what you're looking for and
how you get started and the process that
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you are going through. I just
want to go back to the title of
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the the episode today and we're speaking
about good sales. People are not born,
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they're made. So I just want
to get your take on that.
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And then why do you think it
is that way? Yeah, so appreciate
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the question. I must disclose as
well. We kind of cheated a little
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bit with the title of the show
today, Ray, because at the Sales
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Innovation Expo last year here in London, I delivered a keynote on the same
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topic. So we created a little
bit of noise down there at the excel
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arena. We had some blow up
inflatable babies which became a kind of strap
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blind for us as a business.
And it's interesting right. I think there's
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a bit of a limited belief across
a lot of, should we call it,
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more traditional sales professionals, that you've
either got it or you haven't and
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sales is it's something you're naturally gifted
and you cannot you cannot learn it and
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you know for what we stand as
a as a business. We're really here
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to change that perception and prove that, you know, incredible, amazing sales
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talent can be built, it can
be made. We aren't just born at
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sales people and to honestly, I'll
start by casting our minds back in throughout
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history. If think about the history
of sales, I think the first recorded,
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you know, the first early record
of of a sales transaction was like
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five thousand BC. You know,
they were like bartering with the rocks and
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objects. You think about how much
sales has evolved in in all of that
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time through different sales methodologies, different
market environments, different expectations of buyers.
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The short of that that history is
that sales has evolved and it's adapted a
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lot and and therefore sales people have
had to evolve with those changing environments.
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Right. I think that just indicates
that as salespeople, we don't we aren't
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simply born with the natural gift to
do it. We have to constantly be
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evolving our skill sets, we have
to constantly be growing and developing and improving
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our craft, and that's why,
you know, the philosophy for us as
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a business and what we stand for
as as founders of that of this company,
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is that we're here to help people
realize their potential and develop and make
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themselves into great sales people. Good. Yeah, I do like the idea
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of the influtable baby and the or
cod by they must have been crazing a
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little bit of disruption, which is
always good. Okay, so I get
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that. So you can help people
to develop their skills, you can help
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people to become better. You know, now to change a little bit the
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I D resentably, I've been doing
some three sixty. Well, the feedback
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I got from my mentors were more
about, okay, well, don't try
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to walk too much on your weaknesses, but try to concentrate on your strength
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because this is really only you can
develop things. Walking on your weaknesses,
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it may not be good. That's
that's one thing that I want to point
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out. The second thing is I
do believe, rightly or wrong being,
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and please channge me if you disagreement, that curiousity is one of the traits
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that it's very difficult to teach people. You is a habit or you don't
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have it, but I think it's
it's a behavior that is quite critical to
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become a good seales person. You
need to be inquisitive, curious, and
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that that's just the one that I
want to mention out of many. So
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so I guess my question to you
is what sort of transwitnesses behaviors or skills
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or such skills? What's the what's
the stuff products? So you know,
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I'm not talking about the baby,
I'm talking about the umbre in here.
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What what do you need that the
bread to look like for them to actually
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move into sales and become good at
sends? What would you be looking for
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in some of when you build the
unions? The value of the qualities of
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this individual? Yeah, it's a
great question and it's a great point you
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make. Gray you know you're you're
quite right. There are for sure certain
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core competencies that we see in in
high performance commonly. I'll share some of
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those in a moment. We've done
a load of research recently with our partners
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at wiser elite, the recruitment organization. We actually put one hundred of the
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top sellers in a mere through our
youthubs competency tool which we called the hopes.
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So we've got a lot of data
in terms of what the common characteristics
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and competency areas are of those high
performers. And you're absolutely right. You
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know, like curiosity, you mentioned, there is one that comes out really
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strongly. I think it's a very
hard one to develop. One area which
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we assess, which came out as
taught, was actually growth mindset. So
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the highest performing sellers have a really
strong aptitude towards growth mindset. And for
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those who aren't as familiar with growth
mindset, what growth mindset essentially means.
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As you are going back to our
point we made around professional sport, we're
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need to this podcast. If you're
listening to the spot us, you are
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working on your gross mindset. Absolutely, absolutely. You know, the growth
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mindset is about accepting failure and setbacks
as learning opportunities. But it's about being
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able to bounce back and and come
back stronger from those those setbacks, and
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it's also about adopting a marginal gains
approach to how you develop, so understanding
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that improvements come not from drastic,
overnight change but they come from those little
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daily, one percent improvements. So
growth mindset would would be another kind of
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core core competency area. O to
see one when we think about onboarding sales
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people into a new organization. Product
knowledge came out in the top three,
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having a deep understanding of your product. It's very hard to sell something if
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you don't understand what you're selling.
And then, interestingly enough, another top
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three competency for high performance came out
as time management at planning. Now,
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even you know a lot of salespeople
that I know are high performance probably wouldn't
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consider themselves amazing time managers. But
if you think about a core competency for
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a seller, you have to be
able to run your day, you have
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to be able to structure your day
effectively, that you have to be responsive
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to clients, you have to be
good at following up and you have to
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be consistent and you know, without
that ability to manage your day and your
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time effectively, it's really hard to
consistently get results. Yeah, I agree
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with you interfect you and this is
probably one of them. Stay management in
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planning. This is probably one of
the biggest gap between the SDR Dr Ward
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which which we are at doprietics evolved
in, and the a world so like.
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Obviously, when we speak about sens
sends, is lots of different things.
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You could do lots of things in
selves. You could be an inbound
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response person, which is more like
a desk helping people navigating. You could
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be someone who's doing prospecting cold art, which is another skill set. Then
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you've got the people closing business,
as you mentioned. You may be the
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very large organization where everything is cheaper
processed. You've got one step to the
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other to the other. You go
through a machine, you've got the playbook
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and you kind of have a little
bit of you could probably put a little
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bit of your own of your own
little spirit in the process, but basically
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the machine will dictate what the next
steps and and then you've got probably the
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enterprise sells well. I think it's
it's kind of the the even heaven of
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selling where, well, basically people, I think the artful part of sense
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is really at you cantually have a
process there and particular when you're setting something
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disruptive and you're trying to get the
first sell. that US why you need
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to be like, you know,
top of your game. This is are
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the gods of of selling really.
But what we see? We see a
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lot of you know SDR that wants
to become a it's almost like a you
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know, I'm a young boy.
I was born in the UK, so
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not me, you I was born
in the UK, so I should play
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football, Marh Bay, cricket.
You know, I should play Rutby,
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because this is what the spots are
available and I should do that because I'm
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a boy. Okay. So it's
almost like it's in your head that you've
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got to do something because you're associated
to something and it's almost the community,
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the group, that is reading you
to to go there. So we've got
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lots of people who think that the
next step for them is to become a
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but that time management and planning is
often the gap right. So I was
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in the system. I used to
plan my day, to do calls,
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to do things with send emails.
I had my routine, but now my
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Rootin is completely changing. I've got
a quota, I'm not getting reasons every
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day, I'm looking at meetings,
I'm doing a demo every day and stuff
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where I'm getting your results potentially every
three months, every six months, every
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nine months, worst casing value,
every eighteen months. Okay, and we
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know that the longer the certain cycles
go, the less you feel something when
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the dielectricy come, but you know
they are missing that. Two things that
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they are missing is that sort of
is the chemicals that are going through our
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body of the wind, which is
not happening every day, but it's depending
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on the on the less often basis, on the more you know spread basis.
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And the certain thing is staate,
management and planning. Do you get
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in front of it? You've got
to target. How do I break it
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down? What do I need to
do? That sort of journey is very
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difficult and what we found. My
last comment on that is that it's actually
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tough because, if you think about
it, you've got you've got two things
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going on here in the balets.
You've got the market asking for junior I
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s to come on, okay,
and of course you want to fish from
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that point of of SDR PDAS.
That have been good, but the problem
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is that most of the company that
need junior I do not have mentals,
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do not have the processes, the
system, they don't, they are not.
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You have, okay, don't like
you guys looking at skills and competencies
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and stuff like this. So you
know what, I'm gonna pay you a
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lot of money. Here is a
target. Go and achieve your QUARTA.
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I may help you, but will
I be on course with you? Will
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it be debriefing with you? Will
be able to give you advice to bics
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and stuff and researching? And that's
what's difficult, because I think the mentoring
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is one of the element of coaching
is is very important, and not all
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sales manager a able to coach.
So it's kind of leading me to a
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bit more about two days that you
have. I'd like to under some more
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about your process. So now you've
got the right person. Okay, what
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happened next? You know what.
What was the journey from there? I'm
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sure there is a few, but
but what happened next month? Did you
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make a number of great points there
and and just to bring that to life,
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I think you hit the nail on
the head there where where you talked
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about the importance of the sales manager. The sales managers really for us that
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you have observe an integral part of
the process, so that the way that
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we think about this at you hubs
is really the first step is is understanding
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what your baseline is. So,
via baseline, what I mean is what
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does good look like for sales people
within your team? What are the common
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competencies? You know, we spoke
about some of the competency areas there across
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the board that are really important for
success, but specific to to your business,
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your team, the product you're selling, who you're selling it to?
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What are the competency areas that your
high performers have in common and what what
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does that baseline look like? Once
you've you've got that understanding? You know
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that. The way that we do
it is we have a seller assessment which
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we've developed over the past three years. We've worked with PSYCHOMETRICIANS here in London.
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Um. We're actually attached to London
Metropolitan University based down in shortage.
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So we've done academic studies to help
us build out the science behind our technology.
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We do it we put sellers through
a seven minute assessment. That does
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as it gives us an initial indication
of some of we call their natural strong
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competencies, their superpowers, as I
like to refer to them. We're good.
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That exactly the same the super bowls
awesome. But then, you know,
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as as as they start ramping up, we we then involved the manager.
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So we actually have the ability for
managers to do an observation of each
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of their team based on what they've
seen and observed on core recordings or selling
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out in the field and by combining
those, those two inputs with their KPI
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s. So then, you know, integrating with their crm and actually understanding
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how they're performing. We can now
start to create this picture of where each
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salesperson is stronger, where the gaps
are between that seller and that baseline that
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you've defined in terms of what good
looks like. We can then really help
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managers hone in on the areas that
they need to coach and develop each of
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their team members. And then,
alongside that, you know, we do
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a bit of the heavy lifting for
them. We have a load of content
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within the tool. We have development
recommendations that we can make on behalf of
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manager is because, let's not forget, you know, sales leadership is a
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tough job. We wear lots of
hats, there's not enough hours in the
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day. So really, you know, we exist and make sales leaders lives
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that much easier. Yeah, I
agree with you. So, coming back
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a little bit on the topic of
selection. So, you know, you
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mentioned streaky points where I agree with
you. I think product knowledge, it's
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kind of straight for lots you know, and I guess from my perspectivities of
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product knowledge, of really strong interest
of passion for the industry, because I
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think if you like something, you
don't need to know how pushbikes are walking.
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If you like cycling, you're you
know, you'RE gonna get to know
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it because you actually do that every
weekend. So it's that's that's that's but
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I think it's it's a passion for
the industry or passion for the product that
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that can be found. But curiousity
and gross mindset. How do you suggest
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for any sense, leader, on
listening to us today, that what should
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be the technique they used to assess
that in when an interview process or always
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is in that team currently right now, to see if they've got that.
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So look obviously there's very tactical things
you can do in the interview process which
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helps you screen, you know,
and if you've got a scorecard that you
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use, we always recommend clients roll
out a scorecard to support the interview process.
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But again, you know, going
back to that baseline. Once you
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have that baseline, that can help
you build out a more accurate scorecard,
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because all of a sudden you're now
screening candidates against that definition of what you
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know is good. So you you
will now be screening against those competencies that
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are important for success, like growth
mindset and curiosity. In terms of how
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you actually do it in reality,
there are tactical things you can do within
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the interview right and there's been a
lot of content written thought leadership on on
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this. But you know, if
you think about things like growth mindset,
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you can interview around how they've overcome
adversity. What if they started and gone
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on to finish? You know,
how do they think about improvement? In
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terms of things like curiosity, you
can simply assess how many questions they're asking
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you. And you know, the
best candidates that I've hired in my sales
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leadership career have been candidates that interviewed
me. You know, when you get
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to the end of the interview you
think wow, like they're super curious.
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There's tactical things you can do like
that. On top of that, you
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know we've our assessment her screens for
natural aptitudes like this. There are other
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psychometric approaches in the market that you
can test news. But one thing that
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I'll just add on on all of
this is it's it's been really interesting to
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see how different competencies are required within
different businesses for success. So this is
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one thing that we at you hubs
are really keen to educate the market on.
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Is there's no one size fits all
for success in sales. It's super
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dependent on what you're selling and who
you're selling to. And just to give
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you an example of that, I
went for lunch last week with the head
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of sales enablement at CANVA. Now
was the incredible growth story. What they've
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done there like amazing, but they've, you know, the product led grow
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that they've been able to achieve,
but they've kept out a little bit on
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that and they're hiring a lot of
salespeople now and I had a conversation.
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They use a very similar approach to
what we do at you hubs. They
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use a psychometric assessment to screen for
natural aptitudes and competencies, and the leader
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at Canvas said something interesting to me. He said, you know, the
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number one competency that we've that we've
we've learned is most important for success at
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canvas natural introverts. So they look
to hire natural introverts, people who are
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naturally reserved, I don't like to
talk or shout much, aren't necessarily the
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life and soul of the party,
because they've identified, through looking at their
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their gong recordings and their analysis,
that the natural introverts listen more. They're
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better listeners, particularly when you're selling
to marketing leaders. They've identified that that
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competency is the most important for success. I just thought that was fascinating and
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goes to prove how, by understanding
what good looks like for your team can
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help you make so much better highest. That could also help me develop sellers
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in the right areas. I think
you made a very good point here.
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The some Viet we realized very late
because he was two thousand nineteen, two
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thousand and twenty. You know,
as we got into the covid stage,
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we saw that best people are the
gates were a bit loud. You know,
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you want someone with a bit laddish, you know, someone who has
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been has been playing football, is
a bit loud, s good bent player,
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workout, you know, kind of
like it. So it's gonna be
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a good addition to the team.
And and you're right, just listed to
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speak modern they listen. They tend
to like themselves a little bit more than
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they like Casa. So there is
not a lot of empathy or emotional intelligence.
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And then as we as we got
into Covid we realized that we had
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some very, I'm not going to
say very average performer. People were maybe
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at a for me as much as
we would like. We are struggling in
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an office environment, okay, and
I think they were struggling in an office
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environment because they were. They saw
that they were at list st two on
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a consistent basis, judged on the
consistent basis. So the small, intraveled
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personality, when they were tomb on
their own doing their own faith, could
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concentrate on what they were doing.
That's concentrating on what people are thinking about
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them. And we saw a term
of the LADDISH, stereotypical type of sales
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guy would but actually have the production
going down a little bit because they don't
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have the buzz of people looking at
them, and the introvert would see there
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production going up. So we looked
into that and we found something very similar.
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I'm gonna ask you a sifcues,
only if you have the answer,
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because I don't know if you has
a question at lunch. But how do
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you assess if someone is a naturally
introvert on that? Because introvert is one
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thing. What? What? What? The midress is natural part of it.
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You know, how do you get
sliced someone with really resolved how do
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you do it? Yeah, so
I guess you know. That's the that's
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the secret source behind psychometrics. You
know, by asking a series ease of
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of questions the sellers over a repeated
basis, not making it apparent which question
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relates to which competency area, you
know, we can start to draw out
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set of responses and start to build
a picture around their behaviors. And you
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know, that's how psychometrics works and
that's what our our technology is built around
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as well. So you know we're
constantly adding new competency areas into our technology.
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We have sixteen core competencies now.
That we look at. But what's
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been really interesting as well is the
ability to benchmark sales people. You know,
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I mentioned the report and research piece
we did we did recently on this
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topic. We've got thousands of data
points now on seller competencies and we've also
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got seller competencies aligned to revenue performance. So we can now start to create
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an understanding, you know, for
different industries, different sectors. What what
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is that baseline? You know,
what is that definition of what good looks
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like? And you mentioned it at
the beginning of the conversation ray round.
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In sales we, you know,
we don't have that industry standards. If
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you're a finance professional, you've got
the CF a. If you're a salesperson,
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there really is not mutch. So
you know, we at you hubs.
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In terms of our longer term goal
and vision is we want to become
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that global industry benchmark. We want
to create that standard of excellence for salespeople
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and then, along the way,
help them understand their strengths and improve.
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Okay, so okay, let's say. Let's say I'm I'm listening to this
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podcast and I'm like God, I
love the song of what what he's saying
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I love the song of a few
hubs and what these gays? I'll say,
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when can they unbark with you do
is it as the video, as
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the journey? Is it before that? Is it for people who have any
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team? Is it for people who
are trying to get day to sales management,
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or is it the prell spectrum?
It's a it's a great question and
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look, you make a great point
again by honing in on the challenges of
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sales leadership. And quite often sales
leaders get promoted into a sales leadership roll
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because they are a high performing I
c the challenge with that is that leadership
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is incredibly different to carrying a bag
and for any of us who have been
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on that journey we know there's a
very little support for sales leaders in organizations
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and this is one gap that we've
observed time and again across the industry.
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Sales leaders don't have much support to
develop their leadership skills, to understand how
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to become a coach, how to
lead from the front. So there's a
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lot of help that they need.
A sort of a really big focus area
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for for us and what we're doing, and nowhere is that more acute than
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in early stage businesses actually. So
if I think about you know, of
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our client base now are actually like
series a companies who have a head of
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sales, but obviously a series a
company haven't yet developed out your full revenue
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leadership team. So the head of
sales really has to be a VP of
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sales, a VP of marketing and
sometimes a VP of success as well,
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and an str manager and also close
their own deals and and and and be
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a player coach. So we're seeing
like a real need for like series a
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heads of sales who are scaling a
and SDR B Dr Teams just to plug
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a gap because also typically those companies
can't afford enablement people yet to come in
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and do this manually. So that
for us is like a really core time
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in terms of like a need for
for you hubs. That said, you
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know, with the work we've done
on competencies and how we're baselining sales teams,
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our biggest client today is zoo zoom
in. You know, we're baselining
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their North American seller base as we
speak, with plans to to globally baseline
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sellers. So it's a pretty broad
spectrum of everything in between that. But
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we do specialize in B two B
sales. But you know, so I'd
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say, you know, like the
core is the head of sales. You're
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trying to understand how to build the
best team possible, but you just don't
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have the time. And you know, that's the gap that we were plugging
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for them. Okay, do you
have a path for as the VIDEA that
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wants to become an executive? Do
you have a bus back the executive that
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wants to become Sam's vitals? So
you have these baths when you can.
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Okay, yeah, exactly right.
And you know, our vision on what
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we're doing is we call it enablement
as a service. We want to help
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sellers and their managers navigate the career
path. We want to help them develop
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from, you know, day one
that they come into the team and develop
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and grow them right up to the
day that they leave or or progress or
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promote. So you know, we
we try to be that that body,
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that Assistant to help guide them on
that development journey. So last point that
403
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I want to make I want to
speak about technology. So, of course
404
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you have very exciting about what you
guys do now great technlogy to support the
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development of your team. What ends
would you put around you guys to be
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successful and what I'm seeing, what
times I'm talking about. You know,
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automation. Crm, I think now
he's a community. You need to have
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once question of which one is the
best of company. But is there any
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donation? Doing they conversational intelligence tour
you know, what do you see as
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the ecosystem? Our successful sense mentioned, you know, Seri A and beyond
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tape of organization. It's a fantastic
question and I get asked this every day
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by clients because their handscape is moving
so quickly. You know that there's there's
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been so much investment in sales technology
in the past three to five years.
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So I look, I would start
off from from the beginning, right.
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So let's say you've just raised your
series a founder lead sales has got you
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to a million are are you've hired
that that head of sales to come and
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build out the function and the team. You may at that point have a
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small str function or you may have
outsourced it to someone like operatics. You've
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probably then got one or two a's
that you're bringing into the business as well
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to accelerate growth. At that point, crm or though, surprisingly, you
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00:28:59.319 --> 00:29:03.240
know some businesses still don't have a
property rum at that stage, crm will
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take as a as a given.
Yeah, we typically see if they are
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doing outbound in house sales engagement technology
will be the natural second tool that they'll
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add to that stack, something like
a sales loft or an outreach. There's
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a number of other great tools of
the market now as well. So sales
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engagement is the one that we typically
see as as number two. I think
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number three just in terms of getting
visibility over conversations if you're not using the
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cool intelligence features within those tools.
Because I know both those tools that I
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00:29:34.400 --> 00:29:37.960
mentioned do have see I. We
quite often see companies invest in a specialist
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00:29:38.079 --> 00:29:42.319
see I tool as kind of tool
number three. Gong obviously have done amazing
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work and space and of growing really
fast. We at U hubs are massive
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00:29:47.440 --> 00:29:52.480
advocates of Germany, which is a
UK based alternative. We use GIM eying
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here at you hubs and work closely
with Tom and the team. They're they're
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00:29:56.200 --> 00:29:59.799
they're great. So I'd say see
I is it's often a kind of third
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00:29:59.799 --> 00:30:03.400
too. And then it gets to
a point where you're onboarding more sellers as
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00:30:03.559 --> 00:30:07.359
your business is growing. You're trying
to figure out how to hire good fit
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00:30:07.519 --> 00:30:11.440
sales people. You're trying to figure
out how to develop them, ramp them
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00:30:11.519 --> 00:30:14.960
up quickly and you're trying to figure
out how to keep them invested in and
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00:30:15.079 --> 00:30:18.279
developing. And that's really where you
hubs tends to then come in, plugging
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00:30:18.319 --> 00:30:22.920
in enablement as a service, and
I'd say for the vast majority of series
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00:30:22.960 --> 00:30:26.480
a companies, you know, the
only other one I'd layer on top is
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00:30:26.480 --> 00:30:30.319
obviously a data provider. Yeah,
YOU'RE gonna need to to fuel your sales
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00:30:30.319 --> 00:30:34.000
engagement tool with some some data.
That's pretty much like a solid basic stack
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00:30:34.119 --> 00:30:37.519
at series A. I think once
you get into series b things get a
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00:30:37.559 --> 00:30:42.200
little bit more complex and that's when
the SAS spending really kicks off. But
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00:30:42.359 --> 00:30:45.839
yeah, I think about it in
terms of that, that kind of natural
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00:30:45.119 --> 00:30:48.599
progression from series a up to series
B. Yeah, that makes perfect sense.
448
00:30:49.160 --> 00:30:52.799
Well, look, Matt, thank
you so much sight today've great conversation.
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00:30:53.039 --> 00:30:56.200
I'm very exciting at tired of people
maybe maybe speaking to you at some
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00:30:56.279 --> 00:31:00.279
points gays, because we are we
we are leaks some of the things that
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00:31:00.440 --> 00:31:04.119
you guys are doing, but it's
a little bit in silo. I think
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00:31:04.160 --> 00:31:07.799
we we've got psychometric tests, but
I don't. I don't think they are.
453
00:31:07.880 --> 00:31:10.720
I think that quite extend outs.
I don't think that are really specially
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00:31:10.759 --> 00:31:12.799
is two seals and we need to
better ourselves. So we we we've done
455
00:31:12.880 --> 00:31:18.200
some tries but we got we're getting
better now, but nothing is really getting
456
00:31:18.279 --> 00:31:21.440
to us the finish lines. So
I'll be I'll be listening closely to those
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00:31:21.480 --> 00:31:23.799
conversation see what what, what comes
from them. If anyone wants to get
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00:31:23.880 --> 00:31:26.400
in touch with you, Matt,
to you know, get in touch,
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00:31:26.599 --> 00:31:30.640
you know carry on the conversation,
or wants to discuss about your herd and
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00:31:30.680 --> 00:31:33.799
now hubs could add the organization.
What's the best way to get all of
461
00:31:33.839 --> 00:31:37.720
you the adopt two? The easiest
way to reach me is my addresses,
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00:31:37.799 --> 00:31:44.400
Matt at you hubs Dot Code Dot
UK and our website is www dot u
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00:31:44.519 --> 00:31:47.599
hubs dot code dot UK. I'm
always open, you know, my my
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00:31:47.720 --> 00:31:52.160
diary is always open to speaking to
sales leaders, individual contributors thinking about moving
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00:31:52.160 --> 00:31:56.480
into leadership roles and also other founders. You know, we've been on a
466
00:31:56.799 --> 00:32:01.519
fundraising journey ourselves there at you hub, small four rounds of institutional VC money.
467
00:32:02.279 --> 00:32:07.839
Always open to talking about anything SAS
growth sales related sounds great. Well,
468
00:32:07.960 --> 00:32:10.440
thank you very much of our time
today met you. Was An absolutely
469
00:32:10.759 --> 00:32:14.279
to have be on the show.
Thanks, rady. Thanks for having me
470
00:32:14.359 --> 00:32:17.759
when you enjoyed it. You've been
listening to B two B Revenue Acceleration.
471
00:32:19.400 --> 00:32:22.720
To ensure that you never miss an
episode, subscribe to the show in your
472
00:32:22.720 --> 00:32:25.799
favorite podcast player. Thank you so
much for listening. Until next time.
473
00:32:27.240 --> 00:32:31.640
This podcast is sponsored by Gong.
Gong empowers your entire go to market organization
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00:32:32.000 --> 00:32:38.880
by Operationalizing Your Most Valuable Asset,
your customer interactions. Transform your organization into
475
00:32:38.920 --> 00:32:44.680
a revenue machine by unlocking reality and
helping your people reach their full potential.
476
00:32:45.200 --> 00:32:46.400
Get started now at Gong dot Io.
