Episode Transcript
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You were listening to bb revenue acceleration, a podcast dedicated helping software executive stay
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on the cutting edge of sales and
marketing in their industry. Let's get into
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the show. Hi, welcome to
be, to be a reven new acceleration.
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My name is already am with you
and today I'd like to welcome a
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very special guest to the show.
His name is Dancey Brook, then and
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I have been working for quite a
long way. Is actually our VP sales.
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Yeah, at operatics and moving forward
it will become one of the cost
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of our B to be revenue acceleration, but gust. So welcome to the
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show then. Thanks. Right.
Yeah, I'm really looking forward to joining
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the show and I think there's a
lot of people that matter the years and
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events, clients, past clients,
hopefully some prospects as well, that should
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be able to offer a lot of
value to to the show. So,
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yeah, looking forward to getting going. I think it's going to be a
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challenge as well, so looking forward
to learning here on the still, I
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am absolutely perfect. So you've been
with a proactics for nearly five years.
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Nearly five years, and before we
start every single podcast we ask the people
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would just coming as a guest to
introduce a bit about themselves. But I
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guess what would be interesting for audience
today and as you becoming our course,
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to my course, to the to
the bit to be a rover new acceleration.
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But guest, it would be great
if you could share a bit of
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wrong you know, your journey at
operatics. While you started are your progressed
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and I think your Johnny is particularly
interesting. So would you man just showing
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a little bit about your Johnny with
us? Yeah, absolutely so, in
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terms of going back sort of prior
to operatic, you're correct. It's interesting
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in the context of working in the
industry are in, simply because I've coming
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from a sporting background. So I
played a lot of sports, particularly football,
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or soccer to our American listeners,
up until about nineteen and then I
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actually took the opportunity to go to
university in North America. So my careers
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taking me kind of full circle.
Now what would what would the involvement we
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have in the US? But yeah, in two thousand and fourteen and I
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believe I joined operatics and joined operatics
and exactly the same position that everyone in
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the management team joined the company.
So I joined right at the bottom,
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which is really in that that business
development, sales development type role, whereby
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my remit was to work on behalf
of my clients to support them to accelerate
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the volume of sales engagement they we're
having with their target and users, working
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with many different interesting companies ranging from
cybersecurity to fraud, to storage to big
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data. And then, after about
a year there became an opening in what
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was your sales team course, and
yeah, I moved across to the sales
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team. So initially I started doing
exactly for the sales team what we've been
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doing for our clients, which was
setting up meetings with potential prospects within target
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software companies, and they could have
been small, medium or the very large
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enterprise software companies. Over the last
few years my career developed further, whereby
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moved into a fulfilled sales role,
which is really my responsibility to help operatics
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acquire, grow and retain clients,
and then more recently, over the last
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sort of year and a half,
I guess moving into a I guess sort
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of a due role, in that
it's a sales management but also a quade
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to carrying roll, whereby owning the
top line for operatics, but also carrying
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a quote to myself. So it's
exciting that. I think what I can
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offer to our client listeners is experience
going right from the bottom way through the
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business, having done the job ourselves, and obviously is, as you know,
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that's that's a methodology that we apply
to everyone that moves into a management
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position operatic. Yeah, well,
I've got to say so. It's a
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great journey. This is a sort
of Joyet we look we love to create,
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obviously at the paratie. I think
you're understood your bottom unity and done
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a fontestis. Are Bold the way
through. So, but on the back
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to you. But here you are
now, you know, on top of
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being a kind of a chief proven
your Fisa, the top sells person,
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the person responsible for the top line
within the business, here and now the
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cost of the bit of be riven
new acceleration show. So congratulation. That
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was prest promotion, I guess.
So I guess let's get drinking. The
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first question, because I think,
I think there is a few things that
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they would like to discuss with you
today around the market. We are in
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some of the misconception in the market. And the first one I often hear
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some misconceptions about sells development, business
development, and the one that it is
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probably the most present at the moment
when we engage risk prospect or even when
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we speak to clients, is that
outsourcing your pay plane development programs is actually
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more expensive than recruiting developing an internal
team. So obviously in your rule you
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meet with tons of customers right tons
of prospects. You've got people from the
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day area up to Tel Aviv,
going through Paris, unique London. You've
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got prospects everywhere. So I'd like
to get your thoughts and if you could
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share your thoughts on on that topic
of the gusts of insourcing versus outsourcing and
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is it's really cheaper to Recrut on
Tim Yeah, yes, you make good
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point. I think the first thing
is is indeed that geographical sort of location,
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where where you'd be looking to build
a team from. You know,
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I if I take it in a
very sort of simple view, really a
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lot of our clients are either building
teams up in places like San Francisco and
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New York or London in a mitor
obviously there's there's anomalies whereby they're built team
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from other regions, but I think
they tend to send to be the main
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kind of locations where they're built team
from and and as we will know,
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the theay are super expensive not only
to live but also to hire and to
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build teams are both from a salary
and a really state expected and it's very
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similar story in London. I think
I'm just as as an interesting anecdote on
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that. I not only is it
expensive, it's also really difficult to actually
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recruit both resources. But I'll come
on to that point in a second.
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I think one of the one of
the the obvious pushbacks we get when we
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sit down with a client, we
build a business case, we put together
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proposal. It's a bit of a
simplistic view on the numbers. I think
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the challenge we often run into is
that a client will look at the black
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and white numbers of what an operatic
business case could look like and just simply
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compare that to what the salary of
an internal resource would be. And if
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you took it at phase value like
that in the bay are in London,
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I would actually argue it probably wouldn't
be wouldn't be too dissimilar, but it
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could be slightly. It could look
look like a more cost effective option in
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hiring internally. But obviously when you
work with operatics you don't incur the costs
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of things like the cost of seat, the management of the resources, the
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technology, the data and the for
a one K or or pension contributions and
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all the other benefits that go with
hiring an employee internally. And when you
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add those costs on to a model
that the operatic provide, will it will
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it starts to actually look more expensive
hiring internally versus versus outsourcing. I mean
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said that we don't really at operatics
and I think you'd agree with this.
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We don't really like to sell based
on the fact we're cheaper or more cost
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effective option. I think we like
to sort of get a feel for what
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they're trying to achieve it in their
business and one of the first questions I
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always are ask is, well,
what would that internal resource be doing?
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And I think often what the feedback
is, well, they'll be doing a
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lot of inbound response management, so
following up on marketing qualified leads, and
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often the story that that plays out
is that they probably don't have enough in
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and they don't have enough market in
qualified leads to justify one full time equipment
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resource internally. So from from our
perspective, operatic will probably expect a full
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time resource to require around three,
two, four hundred marketing qualifiedly, depending
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on quality of the data, to
keep them busy for twenty and average at
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twenty working days per month. Very
often, if we're talking about a start
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up, for example, when they're
they're entire they're hiring these resource for the
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first time. They don't have that
volume. So therefore, what are they
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going to be doing to keep that
resource busy? And and often then it
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starts to become actually a from a
cost perspective, you need to upoint five
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of the resource and we can offer
that that flexibility. I think that's particularly
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right when it comes to people moving
to Europe. When you come into Europe
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and you may ever, don't know
a little bit of quos in Italy,
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a firmount in France, a firmount
in Germany, of far want in the
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UK, the basically only other budget
forsree at Colt. So I think the
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beauty of being able to cut and
day and having know a quart of a
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resource, Spanish Alpha for resource,
German Alpha for resource, French, one
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full time resource English and being able
to manage the slong which is because things
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change, is very important. Sorry, I let you carry on number on
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your shret of source. Yeah,
I think that's a fair point. The
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other thing is around the productivity.
So yes, you could, you could
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do the numbers, you can run
some numbers in turn anything. But actually,
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yes, I can still make it
cheaply because I could hire rep straight
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out school, for example in they
are or London, and they'd be pretty
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cheer. But then the challenge you
have to run into what is the productivity
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or what's the time for them to
be productive from a productivity perspective? Often
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we see if you put, if
you take purely a proactive outbound approach to
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enterprise accounts, will often see that
that our benchmark operatics is significantly higher than
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perhaps what an internal resource would be. And that's be good in a business
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like such as are as we're coming
from advantage point where by we have a
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lot of clients and we have best
practices and data and the management structure and
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place allows those resources to be successful. Number One. Number two the time
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to be productive isn't it is a
really interesting point because again, it could
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look more cost effective on paper,
but if that resources and delivering any results
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for the first three months because you're
having to put together a playbook, you
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having to train them, you're having
to integrate technologies, you're having to go
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and find data, you're having to
hire a manager to manage that rap.
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Well, then they may actually it
starts to look a little bit more expensive
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if you're getting value from them three
six months down the line versus what you
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could have got from a company like
us almost instantly, simply. Again,
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yeah, because we have the best
practices in place. So I think they're
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two really important pieces, which is
around not only the ultimate productivity but that
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time to being productive. And then
the other point, just to make on
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that, is hiring based on strength. What I would say is that if
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you were to hire a rest if
you want to build a team purely based
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on doing inbound response management, I
do believe that could actually be, not
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in all cases, but using a
generalization here, could potentially be more cost
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effective and utilizing company like operatics,
where we see that we often are augmenting
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an internal team or replacing that.
That entire sort of proactive approach is doing
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exactly that, going to the name
accounts, and again that's often where your
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revenue is being generated, because the
sales team can't necessarily control where those empty
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at or definitely can't control where those
mqols are coming from. The marketing team
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can do a great job, but
they're still maybe not getting into the real
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target accounts, and that's where I
think again, on paper it could look
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like a more cost effective option to
have the team internally, but if you
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can go to your proactive target counts
and be successful, go to the sea
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level and penetrate those accounts and go
and win the large deals within those those
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larger organizations and name the counts,
well, I think that starts to actually
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justify the expending and increase your return
investment. So they're sort of a few
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of the main points. So we
like to discous great I think, on
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the on the last point that you
made it it's a very good point.
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I think you can't blame in say
teams. We know when you've got to
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coach on following up on in balunds. People then to focus on their product,
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the then to focus about MEMMI may
product and as far enough, because
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you are looking to someone would just
made an inquiry or done loaded something.
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I basically gave you a signal that
they're interested by your product US fromtastic.
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So obviously, when your engage with
them, they already kind of you the
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process of searching, because I in
the process of searching. They're probably will
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want to have a bit more of
a technical conversation and they probably want to
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speak about product, and that's fine. You know you can speak about product.
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When someone come to you, they
are looking to buy your car,
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they will already ask you question about
okay, this is a sort of engine
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that I want, this is the
sort of consumption that I want, this
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is the sort of size, because
as the side of my family or whatever.
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So they will have some crate tire
and you will have to be a
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bit more product driven. However,
I agree with you on the point that
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when you the account base, what
I personally see, when you do a
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bit more of an account based approach
and you try to practively engage with those
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accounts, we see insight Ting,
struggling because they've been so are going to
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use a very strong term, meal
that you know. It's I think,
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is ready to being brainwashed by their
product team, by their all the people
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around them and, of course,
everybody in their company telling them other solutions
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are fantastic because that's that's the right
thing to do, but they are sometimes
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a little bit to brain watch about
the product and they forget to put the
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prospect in the center of the conversation. So, instead of speaking about the
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issues that you are facing as a
prospect and making hypothesis of the pain points
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that you are suffering from and trying
to fit use a case within your sin
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are you that makes sense with your
industry, etc. Exeter etc. They
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tend to go straight into the product
and from my conversation with syllable people,
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who could be infrastructure, you could
be CMOS, it could be CIS,
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so it could be CIUSDCF was all
the from the thin take perspective effect.
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Those guys are fed up with people
telling them about product. What they want.
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They want someone who's got the decency
to actually do their research, engage
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with them and tell them, well, I've done a bit of research,
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because I respect you as a prospect. I know that we'll have one shot
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with you only, so that's one
shot. This is what I I think
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I own dost know your context.
This is why I think we can help
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you. This is how we veled
companies like to in the past and this
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is the value of that first engagement
with us. And I think it's extremely
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difficult for internal team to do so
because they may not have access to the
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intelligence, they may not have access
to the the contacts and and also you
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need to have a certain level of
confidence to do so. Now, while
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aground that point, I've got another
question for you which is more on the
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short page of skills, and I
would like to get your thoughts on that.
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In the UK we speaking about something
called Brexit. It's a fantastic political
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things happening. I don't know if
we were going to ever see the end
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of it, but it's happening at
the moment. Now we know that this
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this will mean that they will be
less resources, probably less native resources from
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France, Germany, Italy, Spain
and all that coming into the UK.
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Mark, okay, coming to London, but we also know that most of
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our clients have operation centers or their
head office in the UK. At the
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same time, for look at the
US. You mentioned San Francisco, so
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the bay area in general. You
mentioned New York, which I think is
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New York Metro Buston, also the
great, great quick places and and I
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know and I'm being told that the
unemployment unemployment rates, so basically that the
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rate of people who don't have a
job is really low, with looking about
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the person or even sometime lesson of
persons, and that's good, to make
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it very difficult when you've got another
two hundred, three hundred competitors right that
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the actory trained to do the same
thing as you're and trying to recruit be
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dea. So I would like to
ask you what's the sort of perception or
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what's the feedback that you get from
your prospect and clients regarding skill stratage and
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regarding being able to scale quickly?
Yeah, so I think that's a really
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important point. So recently we've brought
on a couple of clients have said exactly
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that. I think this this whole
discussion we've just been having around the investment
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and comparing that hiring interning versus externally. Yeah, that's that's one. That's
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one just that's one sort of threat
of discussion. The other thread for me
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that I'm having more and more now
is well, actually, yes, we
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could have a discussion around price,
but quite frankly, we don't care about
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the price. We just can't find
the resources in the bay area, or
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well, let's use a bay area
for the cent for this example. So
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a couple of the clients have recently
concous and said we want to actually we
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would like to build our internal team. From strategic point of view, we'd
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like to have the team internally,
but they're just not in in the region.
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Interesting anect go a had from someone
as well. A lot of the
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younger guys that are going into and
goals are going into colleges, universities.
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They want to and they know there's
money in the software industry. They want
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to go and do computer science degrees
and they want to go come out and
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go into technical roles. And actually
they are saying that there's less and less
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people that are going into sales and
marketing roles as there as a leaving school.
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So therefore, obviously str or Bedr
role being an entry level job,
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there's less and less individuals out there. And now not only that, your
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point there's there's lots of jobs and
not enough people to feel those jobs.
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And I think the other challenge that
companies are having is a retention problem in
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places like the bay area, because
I had a conversation with a recruiter at
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Ursa gurage conference a couple of weeks
ago and they were telling me, they
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are telling people that they're speaking to
or candidates their speaking to never move laterally
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through. In other words, if
you've got an SDR and they go our
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go to their manager after three months
and say I want a ten grand pay
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rites, probably the the managers not
going to give it to them. To
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guess what, they'll go down the
road and they'll get an at, they'll
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probably get a fifteen k pay rise
and they'll get an SDR manager role and
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then in six months time they'll go
and get an inside sales manager role where
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they're carrying where they may be carrying
a quote or managing and quote carrying team
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as well. So the rate of
progression, I believe it's really fast.
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I believe it's really tough to retain
staff, but I think it's actually difficult
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to even attract stuff. So what
we're seeing more now as well is that
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companies may head be headquartered in in
a focal point like the bay area or
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like New York or like London.
Then they may have different operations centers for
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their inside sales function. So,
for example, a couple of companies that
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are recently spoken to. They're building
teams in Austin or they're building teams in
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Chicago, because they're then the good
universities. The cost of employment is lower,
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the amount of competition is lower,
therefore the staff retention is higher,
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and I mean that's obviously something that
we're seeing as well. Being based in
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Dallas or and actually just a fraction
outside of London. We can attract staff
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and we can retain the right caliber
of staff as well, but I do
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believe that's really becoming a challenge in
places like the bay area. Okay,
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let's makes perfect sense. So another
misconception that often come across is the lack
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of alignments of the BIDR team with
the seals marketing team. So basically getting
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that blue and the Dr Function being
an extension of marketing, then fitting up
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the cells team. And it seems
that people seems to be or prospect seems
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to be quite constant when it comes
to using an external agency. That kind
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of thinking. Well, if we've
got everybody internally, we believe that that
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blue will glue. If we've got
people externally, we believe that you will
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have a will ever, an issue
in getting people working as an extension of
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each other. What are your sorts
on that? As thinking that you comes
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back to the sales process initially.
I think something that we really try and
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do within the within the sale processes, in sure that we're speaking to both
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sides of the business. So me
personally, I would never sell to a
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VP sales having never spoken to the
VPA marketing because a lot of time it's
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coming from a marketing budget. Likewise, I've seen large program of ours in
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the past where we've only sold to
marketing and marketing have a maybe a pipeline
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generation goal or a sales engagement goal
and they want to meet it but actually
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haven't told the sales team that they're
going to put this initiative in place and
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guess what, the relationship between our
team the sales team is broken from day
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one. So that's the first thing. I think it's really important to sell
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to both both sales and marketing.
The second piece of that for me is
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when we do sell to those individuals, it is not about trying to put
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together or force together forced potal down
their throat, I should say. It's
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not about just trying to put together
and off the shelf proposal for as it's
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really about being integrated into their objectives, though. I think it's really important
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for us to understand what what are
they trying to achieve this year or this
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quart or this second half of the
year, is, whether that's from a
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revenue perspective, whether that's from a
quite line of objective, or whether that's
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trying to push into a new region. We need to work back from an
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objective of the company in order to
have a program in place that's actually impacting
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their business. You know, I
think if you went to a kind of
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bog standard telling marketing company and you
sold them a hundred hours of work or
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you saved them a hundred meeting,
well, what's that really mean to either
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the sales and marketing department if it's
not integrated into their objectives? That's a
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that's the first thing. So I
think it comes back to the cell process.
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The other thing once we once we
get into work with those organizations,
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is from day one I think that
has to be absolute clarity on what success
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is. And when I talk about
success, it is well, what's the
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qualification for a sales engage? What's
the expect to operate? Conversion rate to
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opportunity, what is an opportunity and
all those different things. So we're absolutely
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crystal clear on what success looks like
and we're both going in the right direction.
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The other obvious thing is communication.
I think there's there's two forms of
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communication really. I think there's the
formal cadence, which is weekly, monthly,
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quarterly business reviews, and then there's
the informal cadence, which is the
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relationship between our team and the sales
team in general. And as an additional
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point and that, I think it's
really important that we have something called the
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feedback loop, which is, if
a meeting has taken place or if a
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conversations taken place, or if we've
received an objection from prospect or whatever that
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conversation may be, really important that
we feedback to the clients, cells and
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marketing team that the voice of the
customers of what we're hearing in the market,
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likewise, what they're hearing back from
prospects, that they've been engaged with
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bioperatics, so that we can track
the conversion rates and we can track what's
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good and what's bad from kind of
anecdotal perspective. Ultimately, if you put
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all those things in place, I
think you're kind of integrated into their cells
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and marketing teams. Now, in
terms of actually bridging the gap between the
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sales and marketing teams, a lot
of the time we're fulfilling part of account
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base marketing. That could be that
they've a hundred named accounts and those named
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accounts have been selected by the sales
team. But the sales team is said
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to the marketing team, we need
your initiative to go and penetrate those accounts
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for us and will fulfill a part
of that, where by the marketing team
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maybe doing events and webinars and various
content email campaign and we're fulfilling a part
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of that which is actually a proactive
piece of finding the contacts, engaging in
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the contacts and creating the demand.
And obviously, if you're integrated into that
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then and it's and it's part of
a sales teams target account, well it
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kind of naturally marries the two functions
together. So I think it's it's a
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few different elements that that's important.
Subject I s do in order from thost
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on the objective of the end check, so everybody takes responsibility in the process
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and then start delivering thing. From
May perspective, when we start a company.
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It's also learnding some of the smart
your results at the beginning of a
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complex you can own the respect from
both the certain marketing team. And then
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I think it's about driving honesty in
a relationship. You know, unfortunately want
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the business of business development, which
is a tough business. It's a saint
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not an easy one, particularly when
you do it practively. It's tough,
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you know. I think everybody will
recognize that, and you can just get
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it perfect all the time. So
it's about being able to have a line
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off communication and be able to calibrate
when needs be. I've got one last
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question for you. Know we're running
a little bit of time, out of
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time, a kind of like the
interactions. We're just going to go on
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for a little bit longer today.
The last meet misconception at a really sometimes
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really burn me in, and particularly
want to speak to marketing people. So
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we've got office, I've got a
few of marketing clients, marketing friends working
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in the industry, and sometimes they
get frustrated because they feel that the value
354
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out of the the sense of the
value of these que and it is not
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realized by their insight cells tie.
So let me rephrase that basically, they
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give a bunch of marketing qualified leads
or leads to their cells team and they
357
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don't get any feedback, any written
on the sit apart from the further the
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leads are not good enough. What's
your opinion on that? What what's your
359
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writtle on experience regarding inbound leads and
the way they should be managed, the
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way they should be treated by INSAC
tims? So I think it's an interesting
361
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point. From from my perspective,
marketings responsibility shouldn't be to deliver the perfect
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lead. It should be to to
identify or create some sort of engagement with
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a target account or a target persona. And, with that said, with
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what we see is probably in a
maximum of thirty percent of the time,
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and I'll maybe being generous there as
well, that the person that's making the
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inquiry or is the marking qualified lead
is at the right level within the right
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target account. So I mean out
to use one of your analogies you've often
368
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used always, is that if,
for example, if we wanted to buy
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a new desk, which hopefully with
some of these new clients coming in,
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so we'll need to, if we
wanted to buy a new desk for operatics.
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I don't think it. You and
your role as a CEO is going
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to go and look online for the
desks. You're probably going to ask our
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office manager. When you make some
inquiries, the person at the furniture company
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is probably going to get very excited
because there's a sales inquiry, but the
375
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reality is they're dealing with the person
that's not actually going to have the authority
376
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just to putch solution or the the
furniture in this instance. So that person
377
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will then have to go back to
their manager, being you share the cost,
378
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go back again, nego shake,
come back to you again, and
379
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ultimately what that means is you're not
really dealing with the right person. That's
380
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going to create a very long sale
cycle. So there's there's a couple of
381
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things that we do to try and
get around that. The first thing is
382
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it is important to service that in
bounded that in bound inquiry because from a
383
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customer experience perspective, but also there
could be some extremely valuable information to be
384
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gained from someone at a lower level
in a business. So you may want
385
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to engage with that analyst becds.
It's JP Morgan and Jape Morgan, the
386
00:24:59.150 --> 00:25:02.190
target account for that analyst isn't a
target, so you may want to pick
387
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up some information for that person.
Then the next step is actually to really
388
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do turn that inbound engagement into a
into a proactive approach, which is right.
389
00:25:10.579 --> 00:25:12.339
Well, we know there's some interest
from JP Morgan. Who are the
390
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other five to ten people within that
business that we would want to engage with
391
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typically and actually turn into a proactive
approach, more of an account based prospecting
392
00:25:21.299 --> 00:25:25.730
approach, and go and engage with
that those individual with the context that you've
393
00:25:25.730 --> 00:25:30.210
picked up from the lower level individual
individual and articulate their value, your value
394
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property proposition, create the demand.
I think that's kind of the the really
395
00:25:33.849 --> 00:25:37.920
important takeaway from marketing qualified leaders at
they're not going to be perfect, where
396
00:25:37.960 --> 00:25:41.319
you have to use some of the
into Intel that you're picking up from that
397
00:25:41.400 --> 00:25:45.119
that inquiry to turn it into a
proactive approach. And actually I don't think
398
00:25:45.119 --> 00:25:48.839
enough of the inside sales teams we
see are doing that and they just want
399
00:25:48.839 --> 00:25:52.829
to burn through a number of contact
accent and hope they find the time and
400
00:25:52.910 --> 00:25:55.670
in the Rath well, actually there's
yeah, probably a lot of dinner.
401
00:25:55.750 --> 00:25:59.349
If you turn into a proactive I
guess I guess it's a relative but my
402
00:25:59.509 --> 00:26:03.829
take on that is the higher your
average deal value, the more you should
403
00:26:03.869 --> 00:26:08.460
force yourself in trying to join the
dots between a very average inquiry. That's
404
00:26:08.579 --> 00:26:12.140
just what's going on into the account. Sometimes what we've seen is actually with
405
00:26:12.539 --> 00:26:18.250
one customer I want mention, we
realize that fifteen different inquiries from the same
406
00:26:18.289 --> 00:26:25.289
accounts but from different location and basically
because the inquiries were on paper, quite
407
00:26:25.369 --> 00:26:30.410
frankly, not the right guy to
to junior, probably not the right person.
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00:26:30.930 --> 00:26:33.359
Most of them were not followed up, but no one actually joined the
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00:26:33.440 --> 00:26:37.039
DOT. No one looked at them
because you had one team dealing with that
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area, another team dealing with that
as area. So maybe it was more
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for marketing, operation cells, operation
management issue. But when the door joined
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00:26:45.880 --> 00:26:48.710
and you realize that, you know
you've got fifteen people over the last couple
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00:26:48.750 --> 00:26:52.789
of ones that have been taking contents, looking at contents and all looking at
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00:26:52.829 --> 00:26:56.230
the same thing. You can use
scrape tools, Le Cells, navigate or
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00:26:56.309 --> 00:26:59.549
mark them as did. You get
some more suggestion and very quickly you've got
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00:26:59.630 --> 00:27:02.779
that snowball effic of all the people
in the food chain. And when you
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00:27:02.900 --> 00:27:04.980
get all those people in the food
chain, what you can do and what
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00:27:06.299 --> 00:27:08.140
you should do. If, particularly
if you average deal value is, I
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00:27:08.180 --> 00:27:11.940
don't know, north of fifty,
eighty hundred k dollars, where you can
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00:27:11.940 --> 00:27:15.380
invest a little bit in your cust
of cells and you should, ever,
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00:27:15.890 --> 00:27:18.769
more proactive, be they are function
and more practive. I S A function.
422
00:27:19.250 --> 00:27:23.130
It's to actually practically engage with contact
and just go and talk to them
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00:27:23.170 --> 00:27:26.049
and say, look, with in
lots of activity from some of your colleagues,
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00:27:26.130 --> 00:27:29.529
what will evel? But were just
trying to understand what's going on.
425
00:27:29.890 --> 00:27:33.160
But most importantly, if you are
in that approach, you can almost get
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00:27:33.160 --> 00:27:37.559
a very soft approach of thing.
Well, there is lots of information available.
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00:27:37.559 --> 00:27:40.440
Whatever were what exactly are you looking
after? So we can, I
428
00:27:40.599 --> 00:27:44.990
can boil it down and give it
to you right. So in a nice
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00:27:45.029 --> 00:27:48.230
way you're basically helping them to find
information and as you are doing so,
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00:27:48.349 --> 00:27:51.430
you also qualifying them. But I
don't fortunately, I don't see that happening
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00:27:51.829 --> 00:27:55.309
often enough. But that's that's that's
it. That's a little frustration at I
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00:27:55.390 --> 00:27:59.019
will keep and hopefully we saw that
tissue out two projects for our clients.
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00:28:00.059 --> 00:28:02.619
Then were getting to the end of
the PODCAST. A shame because of probably
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00:28:02.660 --> 00:28:06.220
have another twenty thirt equation as we
could have. We could have discussed in
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00:28:06.299 --> 00:28:10.220
length, but I really appreciate your
time and insights on the question I had
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00:28:10.339 --> 00:28:12.210
for you today. I think you
couple of wall story that you share the
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00:28:14.130 --> 00:28:17.369
close to my heart, so I've
really really appreciate it as well. I
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00:28:17.490 --> 00:28:19.490
think our audience will be delighted to
are you on our future ipe. Is
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00:28:19.569 --> 00:28:23.170
that as the cost of the show. Through your experience, through the people
440
00:28:23.210 --> 00:28:26.400
that I know in your network,
I think you can also bring some fantastic
441
00:28:26.680 --> 00:28:30.640
guests to the show, so that
that's going to get more exciting for audience
442
00:28:30.680 --> 00:28:33.960
and we'll be able to produce a
little bit more episodes, which is which
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00:28:33.960 --> 00:28:37.480
is also great. But before we
finish, could you please leave us the
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00:28:37.599 --> 00:28:41.230
best way to contact you, the
best way to engage with you if any
445
00:28:41.309 --> 00:28:45.430
of our listen or where true,
want to take that conversation of flaying with
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00:28:45.509 --> 00:28:48.230
you and discuss any of the topic
we discuss in body tails with you?
447
00:28:48.430 --> 00:28:52.029
Yeah, I guess probably the best
two places would be. The first one
448
00:28:52.109 --> 00:28:56.220
be my email address, which is
Daniel Dot Seabrook operatics dotnet, or the
449
00:28:56.299 --> 00:29:00.220
alternative would be to find me on
Linkedin, which is which is Dan see
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00:29:00.259 --> 00:29:03.539
work. So yeah, I'm looking
forward to it. I think been a
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00:29:03.579 --> 00:29:07.099
good conversation. Looking forward to having
more of these discussions with some future guests.
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00:29:07.220 --> 00:29:10.769
But if you want to get in
touch, that the best two means
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00:29:10.849 --> 00:29:14.529
of communication. That's great. Well, many things once again done. Really
454
00:29:14.569 --> 00:29:18.250
appreciate your time. It's great to
have gen the show and very much looking
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00:29:18.289 --> 00:29:21.930
forward to you being the course and
making some great stuff and carrying on a
456
00:29:21.930 --> 00:29:26.599
journey with us the podcast. Thanks
very much. operatics has redefined the meaning
457
00:29:26.640 --> 00:29:33.839
of revenue generation for technology companies worldwide. While the traditional concepts of building and
458
00:29:33.960 --> 00:29:38.470
managing inside sales teams inhouse has existed
for many years, companies are struggling with
459
00:29:38.549 --> 00:29:45.109
a lack of focus, agility and
scale required in today's fast and complex world
460
00:29:45.390 --> 00:29:51.869
of enterprise technology sales. See How
operatics can help your company accelerate pipeline at
461
00:29:51.990 --> 00:29:56.900
operatics dotnet. You've been listening to
be tob revenue acceleration. To ensure that
462
00:29:56.940 --> 00:30:00.740
you never miss an episode, subscribe
to the show in your favorite podcast player.
463
00:30:02.339 --> 00:30:03.660
Thank you so much for listening.
Until next time,
