Podcasts about CSM

Get updates on the Federation Front Line Alliance and the CSM elections that are currently being voted on!

In this engaging conversation, Dave Prior and Lonnie Weaver-Johnson delve into the complexities of giving and receiving feedback. They explore personal experiences, the emotional challenges associated with feedback, and practical strategies for improving feedback dynamics. Lonnie shares her insights on the importance of mindset, recognizing triggers, and the four Rs of feedback: recognize, receive, react, and respond. The discussion emphasizes the value of self-awareness and the need for constructive communication in both personal and professional settings. Takeaways - Feedback can be life-changing if handled positively. - Many people struggle with receiving positive feedback. - It's crucial to learn how to accept feedback in various settings. - Feedback givers can help receivers by being mindful of their delivery. - The receiver ultimately controls how they handle feedback. - Compartmentalizing feedback can help in processing it effectively. - Recognizing triggers can aid in managing emotional responses to feedback. - Practicing self-talk can help combat negative internal feedback. - It's okay to ask for time to process feedback before responding. - Showing gratitude for feedback, even if it's hard to hear, can be beneficial. Chapters 02:49 Introduction to Feedback Dynamics 05:35 The Importance of Receiving Feedback 8:26 Navigating Negative Feedback 11:40 Personal Stories and Lessons Learned 13:54 Triggers and Reactions to Feedback 16:38 The Four Rs of Feedback 19:42 Responding to Feedback Effectively 22:29 Self-Feedback and Positive Reinforcement Links Lonnie's Session at 2025 PMI Global Summit Beyond Going Through the Motions: Create Retrospectives That Lead To Change https://pmiglobalsummit.gcs-web.com/program/agenda#sess61853976 Dave and Stuart's Book No One Is Coming to Save You: Power-ups to help surf the chaos - Amazon: https://tinyurl.com/2765ztum - Leanpub: https://leanpub.com/surfthechaos Dave's classes (CSM, CSPO, A-CSPO, PMP, PMI-ACP) https://www.eventbrite.com/cc/dave-prior-classes-4758623 Contacting Lonnie LinkedIn: https://www.linkedin.com/in/lonnieweaverjohnson/ Web: https://www.lonniewj.com/

Vídeo. Pacto para a Justiça? “Os pactos são para distrair”, “as coisas têm de ser feitas no dia a dia”, diz CSM

Separazione delle carriere, riforma del Csm con l'introduzione del sorteggio, Alta Corte disciplinare. E' stato incassato il via libera definitivo alla riforma costituzionale della giustizia, ora si passerà al referendum popolare.

Arriva l'ok definitivo al Senato della riforma della giustizia che introduce la separazione delle carriere della magistratura. Il disegno di legge costituzionale ha avuto 112 voti favorevoli, 59 contrari e 9 astensioni.

Have you ever nailed every job interview question but still walked away with nothing but a “thanks, but no thanks”? You're probably blending in without even realizing it. In this episode, I'm revealing the real reason great Customer Success candidates keep getting passed over. And it's not your experience, it's that your stories sound like everyone else's.That's why in this episode, I'll show you how to find your superpowers—the unique things you do so naturally you don't even see them—and how to weave them into your Customer Success Interview answers. I'll walk you through the exact process to spot those special strengths, step out of the generic crowd, and inject them straight into your CSM Interview answers so you stand out instantly.If you're ready to finally stand out, build confidence, and move forward in your Customer Success Career, hit play and let's dive in. Whether you're aiming for your first CSM role or leveling up in SaaS Customer Success, this episode is packed with actionable career tips to help you shine in your next interview.2:14 – The Real Reason Generic Customer Success Interview Stories Fail 5:27 – What “Superpowers” Actually Mean in Customer Success Interviews 7:47 – How to Identify Your Own Superpowers 13:20 – Weaving Superpowers Into CSM Interview Questions—Before & After Examples 17:05 – Five Prompts to Discover What Sets You Apart 17:55 – The Simple Question Framework That Uncovers Your Strengths

Text us your questions and thoughts!What does it take to leap from vineyards to tech—and thrive? In this episode, we sit down with Dimple Athavia, a former winemaker (now, Customer Success Manager at Mimecast) who turned her love of chemistry, nature, and craft into a high-impact career in Customer Success. Her path is curiosity in motion: from studying microbiology and viticulture, to traveling the world for harvests, to building a drinks venture that sparked a deep fascination with digital products, data, and scale.Dimple shares how she broke into her first CSM role—treating interviews like iterative sprints, translating experience into CS language, and reaching out to a podcast guest for mentoring with a clear, respectful ask. That single outreach led to a new opportunity and a lasting lesson: be specific about what you need, make it easy for mentors to help you, and turn inspiration into action.We chat about:Early love of science leading to a winemaking degree and global harvest workBuilding a CSM career through podcasts, clear outreach and mentorshipStrategic customer conversations that map goals and influencePractical AI use for research, memory support and preparation in CSGuidance for emerging leaders on trust, clarity and coachingShe also shares how AI fits into the modern CSM toolkit—from researching public signals before first calls to surfacing insights and personalizing every touchpoint. For her, data directs attention; real conversations build momentum.If this conversation sparks an idea for your career or customer strategy, share it with a colleague, hit follow, and leave a quick review to help others discover the show.

Orion Sa-Solo's EVE StoryA relative asked me to play EVE Online in 2013 and then immediately pushed me into starting an industry corp in High Sec Yulai Heavy Industries. We mined together, built ships and eventually even capitals as we grew into a solid group, then ventured into Null Sec as renters. Over time we drifted apart, and I discovered PvP was what I wanted to do so I shuttered my corp. I eventually found more friends, became a director of Lethal Injection and moved around to multiple groups as we grew; CO2, The Culture, Triumvirate, and Pandemic Legion even dipped my toes into wormholes for a short time (WHs are scary; you really need Rat Jesus). Today I'm having a blast in Faction Warfare with the Minmatar Fleet Alliance. I've experienced all corners of space and I want to carry that breadth of knowledge to help everyone be heard.Areas of ExpertisePvPNull Sec/High SecSmall/Medium/Large gang PvPQualities That Set Me ApartI've flown across just about every region of New Eden, been shot at, and shot just about everyone. I'm a D-tier FC, C-tier nano pilot, and B-tier local trash talker. I understand the perspectives of pilots in High Sec, Low Sec, Null Sec, Faction Warfare, and Wormholes—and I'll make sure all voices are heard and concerns addressed. I'm not tied to anything other than helping CCP and the CSM help to keep making improvements on the game.Why I'm Applying for the CSMEVE and its pilots helped me through some of the toughest parts of my life. I want to give back by improving the game I love. I see room for more content and fresh objectives, and I'm committed to pushing for features that keep players engaged across every space.What Players Can Expect From MeA CSM who listens to every pilot, regardless of playstyle or localeActive relaying of your concerns, ideas, and feedbackAdvocate for new and balanced content in HS, LS, Null, FW, and WHsKey ProposalsNo citadel can be neutral in FW space put it on the line join one or the other.More Carrier/Dread iterationMore mechanics to prevent afk plexingAn in-game Abyssal marketplace the pilots yearn for a market!More dynamic community events that draw pilots out of their usual systems and spotlight every career path

Petroleum is a complex mixture of many compounds. Regulatory and technical guidance documents commonly focus on the hydrocarbon components of that mixture, or perceived risks that they present. However, focusing on a specific area of concern often causes practitioners to overlook other aspects of a release. For example, concerns related to exposure to total petroleum hydrocarbons (TPH) risks may be overlooked while pursuing concerns related to light non-aqueous phase liquid (LNAPL) recovery or petroleum vapor intrusion (PVI). This class is designed to provide a basic overview of hydrocarbon behavior in the subsurface and how to scientifically assess concerns arising from the release of petroleum products into the environment. It will highlight key issues that help identify and manage TPH, LNAPL, and PVI risks together. Key concepts will include: Fundamentals of petroleum hydrocarbonsPetroleum chemistryHow TPH, LNAPL, and PVI are relatedBuilding an integrated conceptual site model (CSM) What is a CSM…what is its purpose?When is a CSM complete?Identifying and managing the risks from petroleum hydrocarbonsDefining LNAPL risks based on acute, saturation, composition, or aesthetic concernsEmphasize the importance of biodegradation in risk management decision makingHow to select remedial goals and remedies that align with your goals This course is based upon three separate Guidance Documents developed by ITRC that address the course content in detail:Light Non-Aqueous Phase Liquid (LNAPL), LNAPL Site Management: LCSM Evolution, Decision Process, and Remedial Technologies (LNAPL-3) Petroleum Vapor Intrusion (PVI), Fundamentals of Screening, Investigation, and Management (PVI-1) Total Petroleum Hydrocarbon (TPH), TPH Risk Evaluation at Petroleum-Contaminated Sites (TPHRisk-1) To view this archive online or download the slides associated with this seminar, please visit http://www.clu-in.org/conf/itrc/Hydrocarbons_102325/

What if the function you were about to join didn't really exist yet?In 2014, customer success was barely a function—it was an idea in the making. Omer Rabin took a bet on that idea at a time when the industry still needed convincing that managing customer relationships deserved its own tech stack. He went on to become Gainsight's Chief Evangelist when most people thought “customer success” sounded like corporate cheerleading.Fast forward a decade, and customer success has grown into a multi-billion-dollar industry. But somewhere along the way, many CS teams drifted from their strategic roots, becoming reactive order-takers buried in grunt work.In this episode, Omer Rabin (General Partner at TLA Ventures) and Chad Horenfeldt (VP of CS at Siena AI and author of The Strategic CSM) discuss the past, present, and future of customer success. They take us back to the early days—Pulse local events on Toronto rooftops, the hunter vs. farmer debate, and how Nick Mehta's pitch about “selling to existing customers” helped create an entire category.WHAT YOU'LL LEARN:• Why customer success emerged as a distinct function (and why it almost didn't)• How CS teams lost their strategic edge—and how to reclaim it• Why AI is bringing CS back to its strategic roots by eliminating grunt work• Why Omer believes the next generation of CEOs will come from customer success• Chad's framework for future customer intelligence• The one question every CSM should ask to align with their CEO's top priority---Check out the Key Takeaways & Transcripts: https://www.gainsight.com/presents/series/unchurned/---Where to Find Chad:LinkedIn: https://www.linkedin.com/in/chadhorenfeldt/The Strategic CSM: https://www.strategiccustomersuccess.com/Where to Find Omer:LinkedIn: https://www.linkedin.com/in/omerabin/Where to Find Josh: LinkedIn: https://www.linkedin.com/in/jschachter/--- In this episode, we cover:0:00 – Preview & Introduction1:24 – Meet Chad & Omer2:10 – Pulse Local Events and Building the CS Community3:52 – Chad's Origin Story: Being an Early CS Ambassador4:55 – From Customer Cheerleading to Value Creation12:45 – The AI Revolution and the Return of Strategic CSMs18:31 – How Outcome-Based CS Influences Revenue23:53 – Defining Success Is a Challenge25:25 – How AI Analyzes Survey Data to Find Customer Sentiment28:10 – Customizing Product Updates for Customers29:25 – Tactical Advice for CSMs30:35 – Aligning with Company Needs

Tema sugerido: Customer Success como Diferencial Competitivo: Estratégias para Entregar Alta Performance em Mercados DesafiadoresBriefing resumido:A entrevista abordará o papel estratégico do Customer Success na retenção e expansão da base de clientes em cenários de alta competitividade. O foco será discutir como alinhar times, processos e métricas para garantir resultados consistentes, mesmo diante de clientes cada vez mais exigentes. Serão exploradas técnicas para personalizar o atendimento, antecipar problemas, gerar valor contínuo e transformar a satisfação do cliente em crescimento sustentável para o negócio.Nicolás Mendy de Baeremaecher Especialista em Customer Success, reconhecido por 3 anos consecutivos como um do Top 100 CSM a nível global, é autor da Newsletter "[news de CS]" que possui mais de 1.800 assinantes de mais de 50 países nos 5 continentes.

The fiery upstarts looking to bring new blood to the CSM! For this panel we are joined by: -Itaer -Gideon Zendikar -Janstina Urthadar -ThePuce Moose Call outs are named, spice flows and/or projects, and cases made why these candidates deserve … Continue reading →

Today's guest is Annette Muldowney, Vice President - ServiceNow Manager at MidWestOne Bank. Founded in 1934, MidWestOne Bank is a relationship-driven community bank that provides comprehensive financial solutions, including personal and business banking, lending, trust services and wealth management. Guided by values of integrity, teamwork and impact, MidWestOne Bank aims to generate meaningful outcomes for both their customers and communities.Annette is a resourceful and innovative leader with over 20 years of technical management, project implementation and customer experience expertise across private, public and Fortune 500 sectors. As a ServiceNow Platform Owner, Annette oversees roadmap creation, governance and adoption strategies to ensure seamless user experiences and measurable results. She is recognized for a collaborative leadership style, commitment to excellence and ability to deliver impactful, technology-driven organizational change.In the episode, Annette talks about:0:00 Driving financial innovation with ServiceNow for efficiency, transparency3:06 Her role driving service management transformation at MidWestOne3:52 Focusing on FSO, CSM, and emerging GRC initiatives5:32 How her team is leveraging partners to manage ServiceNow implementation8:02 Driving a phased ServiceNow implementation using crawl, walk, run approach10:56 How Executive support and right vendor critical for ServiceNow success13:12 Why building personal connection with vendors, fit and vision matter most14:35 Advice to lead by example, stay fact-based, and measure what matters18:03 The need to deeply understand the business to drive long-term platform success

Dalla riforma del TUF alla Legge n. 132/2025 sull'IA (entrata in vigore il 10 ottobre 2025), passando per le raccomandazioni del CSM e le prime sentenze sull'uso forense dell'intelligenza artificiale.>> Leggi anche l'articolo: https://tinyurl.com/4y78euy9>> Scopri tutti i podcast di Altalex: https://bit.ly/2NpEc3w

An all-star cast of CSM Reps running for reelection, featuring: Join us as we discuss the track record of CSM19, their relationship to CCP and to the CSM as a role, as well as get some lively discussion around game … Continue reading →

Greetings, Pilots. This is my very first ever CSM campaign.I started out in EVE Online in Autumn of 2011 at the suggestion of a former co-worker from a former business I used to work for, I wasn't too serious about his claims about EVE Online at the time until I did my research online, gotten the Commissioned Officer's Edition box at my local Gamestop, which I still have to this day, and I haven't looked back ever since.My Expertise on said subjectsPlanetary Interaction - Besides looking in awe of New Eden's most beautiful celestials and yet overlooked by some, I am a big supporter of PI Colonies not only for extracting resources from the ground up, as a Colonial Owner, where are my neighbors in this wonderful community? I would like to shake things up on a magnitude that gives interesting parties a look and possibly do something from orbit, if you know what I mean.PvP - I've dealt with fleet fights, Faction Warfare, and heck even I screwed around in lowsec areas where I really shouldn't have. Knowing a few meta tips and tricks, there has to be a motivation as to why should anyone join your fleet?The FPS Element - I've played all sorts of First Person Shooters going on 24 years now, been a closed beta tester for Dust 514 in 2012 all the way until TACNET shutdown, what I can bring to the table is that there's a LOT of PI Colonies sitting around and what we can do about that by giving players the chance to actually defend your colonies.

My name is Youngpuke2, and I am rerunning for CSM this year. My primary focus is on improving and iterating low-sec, npc-null, and null-sec as an advocate for small to medium alliances that are typically not represented on the CSM. Even though, I may not live in your space I try to bring voices and perspectives from alliances that may not be often heard on the CSM. Over the past year, I have advocated heavily for alliances in low-sec, wormholes, and null-sec. Trying to help CCP understand the difficulties of building up alliances and creating the stories we love in New Eden.My perspectives come from living in all areas of K-space. I have spent most of my career FCing small gang to mid-scale PvP settings. I am the alliance executor of an alliance called Sedition. We are a low-sec and NPC null PVP alliance. I love Eve Online, and I want to be your next CSM Representative as I was for CSM 19.Here are some of my idea documents that I would like to be seen implemented across space. I will be adding to these documents while I meet with various alliances over the course of the next 2-3 weeks. Details below.https://docs.google.com/document/d/1YjHil2ebd1vW284bxzkTqysb-1LJfSm7kd8J7Tunku4/edit?usp=sharinghttps://docs.google.com/document/d/1hOxAXVLEet9B6k_ftSaoP2fL3_X1F1XgQEXzSGLhQLA/edit?usp=sharing

Hello, I'm Dujek Oneye. I am running for CSM again as an incumbent. I have an extensive PVP history in all areas of space and I am a part of the NPSI blops and tournament communities. The CSM19 has been exceptionally effective, and I interact with the community, CSM and devs daily. I am running for re-election to CSM20 because I expect to be even more effective after this first year, and because I enjoy the work. My goal is to do what's best for the health of the whole game.Perfect attendance at all CSM meetings I spend hours on most days answering direct messages from playersI talk to and advocate for actual real new playersProven track record of representing players from all over EVEReasonably active in several community Discord servers for wormholes, Pochven, lowsec, faction warfare and highsec sigs, in addition to my own allianceI work together well in a group and also help other people to work well in the group, tooMy qualities as a member of the CSM:

In this episode, host Dan Sixsmith interviews Marilee Bear the CRO at Gainsight. Marilee reflects on her first year at the helm, discussing the company's impressive growth trajectory, recent strategic acquisitions, and the challenges and opportunities presented by a major leadership transition. Marilee shares actionable strategies for improving net revenue retention, such as leveraging data-driven insights, fostering cross-functional collaboration, and investing in customer education. The conversation also explores the impact of AI on sales processes. Marilee offers candid leadership insights, discussing the importance of transparency, adaptability, and building a culture of continuous learning. She also recounts her career journey, from her early ambitions and formative experiences to the pivotal moments that led her to lead a major SaaS company, offering advice for aspiring leaders in the tech industry.Timestamps:Welcome and Introductions (00:00:01) Dan welcomes Marilee Bear who reflects on her first year at Gainsight, company growth, and recent leadership changes.Company Growth, Acquisitions, and Leadership Transition (00:00:30) Marilee discusses acquisitions, repositioning Gainsight for growth, and the CEO transition from Nick Mehta to Chuck Apathy.Team Structure and Business Unit Model (00:02:04) Explanation of new hires, business unit model, and leadership structure within product and customer success teams.Integrating Customer Success into Revenue Organization (00:03:21) Describes shifting customer success under the revenue team and the industry trend of CS as a revenue driver.Defining Roles and Realigning the Revenue Team (00:05:25) Outlines the jobs-to-be-done exercise, clarifying roles across sales, CS, and other go-to-market functions.Customer Success as a Pipeline Engine (00:06:24) Details how CS now contributes to pipeline generation and the metrics used to measure CSM impact.Net Revenue Retention (NRR) Challenges (00:07:29) Discussion of industry-wide NRR declines and the need for strategic retention and value delivery.Retention Strategies and Multi-threading (00:08:21) Emphasizes proactive retention, business value demonstration, and multi-threading within customer organizations.Competitive Landscape and Expansion Focus (00:12:29) Explains how competition now includes internal build vs. buy, and the importance of expansion within existing customers.Convergence of Sales and Customer Success Roles (00:13:53) Observes the merging responsibilities of CS and sales, with CS teams adopting more sales-like approaches.State of B2B Sales and Impact of AI (00:14:25) Explores ongoing challenges in B2B sales, the impact of generative AI, and the need for business acumen.Reaching C-level Executives and Sales Best Practices (00:17:00) Shares the difficulty of accessing executives, the importance of detective work, and value-driven outreach.Effective Sales Outreach to Executives (00:19:12) Marilee describes what makes sales outreach compelling: offering choices, concise meetings, and understanding executive preferences.Marilee's Career Journey (00:21:31) Covers her early ambitions, work history from restaurants to Oracle, Akamai, Zendesk, and her path to Gainsight.Retention and Customer Success Experience (00:25:54) Highlights her experience with retention at Akamai, building CS teams, and her initial exposure to Gainsight.Key Career Lessons and Leadership Growth (00:28:54) Shares lessons on authenticity, operational rigor, and the importance of direct feedback and self-improvement.Leadership Philosophy and Team Management (00:33:58) Discusses leading diverse teams, empathy, balancing encouragement with accountability, and fostering a feedback culture.Definition of Success (00:36:00) Marilee defines success as delivering the best outcomes for customers, company, and self, in that order.Closing Remarks (00:36:43) Dan thanks Marilee, wraps up the episode, and previews future collaborations.

Hello Everyone, my name is Frippyy and I am running once again for CSM.I'm the CEO of the Nullsec corp R3B3LLIUM in Get off my Lawn.Like many of you reading this, EVE is a significant part of my life and I want to give back to this wonderful community by representing YOU as a member of CSM20. I am eager to maintain the quality of EVE and its community by listening to and spreading the voices of the players so that YOU can have your voice heard!My campaign this year is for the improvement of SOV-Nullsec, Industry in all areas of EVE, Highsec mission running and some overall quality of life changes to help every EVE player regardless of position, allegiance or location.

Kshal Aideron for CSM20 - Getting Players to Undocko7 pilots,I'm Kshal Aideron, founder of EVE Rookies and the new CEO of Wormlife.Over my 5.5 years of playing Eve, I've focused on building stronger communities. Even before founding Eve Rookies, I was active across Eve's online spaces encouraging players to undock and join the new player roams I FC'd.Today, EVE Rookies is 4500 players strong and standing up 100+ fleets a month while helping over a thousand players a year experience content in every corner of New Eden.That brings me to CSM20. My campaign boils down to one mission:“Getting players to undock.”Let's face it. If players don't undock ships, there's no content. If there's no content, we're all going to be in the safety of our hangers spinning our ships.Look, Null will always have representation on the CSM. At least half of the 12 seats will go to block-backed players, and that makes sense! Null has the largest population and needs voices for CCP's vision of that space.But what happens when CCP decides to touch areas of the game nobody from Null has played since starting in EVE? Or haven't touched for over a decade? That's where lack of perspective becomes a problem for the rest of New Eden.That's where I come in. I get players to undock.Through EVE Rookies (and now Wormlife), I help shape and maintain a fleet schedule of 100+ fleets a month. I partner with smaller groups so they are able to undock more often. I even work with individuals who come in to learn the content so they can turn around and build content for other communities (i.e. incursions in null sec).So while my expertise over the past 5 years is the new player experience, as well as building strong communities, I also bring something broader. The general player experience.I talk to players across highsec, lowsec, wormholes, markets and even Pochven and null and do my best to bring their voices forward to be heard....

Customer success is at an inflection point. AI isn't just a buzzword – it's fundamentally rewriting what it means to be a CSM. Yet adoption in CS is lagging, and those who wait risk being left behind.In this episode of the CS School podcast, we're joined by Adam Parsons, Client Success Director at Degreed, to explore how AI is transforming the role – from task-driven execution to insight-driven strategy. We break down where AI adds real value today (research, news analysis, and client intelligence), how to experiment with the right tools, and why curiosity and intentionality will separate leaders from laggards.Adam draws from his own journey to highlight the mindset shifts needed to thrive in a future where CSMs act as strategic partners, not just problem-solvers. If you want to stay relevant – and indispensable – in a rapidly changing landscape, this episode is your roadmap.Key takeaways:

Meet Teddy Shi and learn of their run for CSM in 2025 for Eve Online.Long-time, experienced EVE player.Truly independent candidate with no ties to any major alliances or corporations.Focused on improving EVE for industrialists, miners, and PvE players.Committed to being an accessible and transparent CSM member.Quick intro about me outside of the game:I am 21, based in Michigan, USA.I have been very fortunate to attend several “local” in-person fleetups but I have never had a chance to attend a Fan Fest in Iceland.Professionally I have spent several years in sales, marketing and transportation. I have deep understanding of those fields inside and outside of space.

Direcţia de Sănătate Publică Iaşi a început o anchetă epidemiologică la Spitalul de Copii ”Sfânta Maria” privind un posibil focar de infecţii cu o bacterie, după ce sase copii au murit în ultimele zile în secţia de Terapie Intensivă. Aceasta a fost inchisa. Ministerul Sanatatii confirma 6 decese din 9 infectari. Si politistii din Iasi s-au autosesizat in acest caz.    Astăzi e ultima zi de campanie electorală în Republica Moldova Sunt alegeri cruciale duminica ce vor decide daca parcursul european al tarii va fi pastrat. Partidul pro-european de guvernământ Acțiune și Solidaritate al președintei Maia Sandu speră să-și păstreze majoritatea în parlament dar sondajele anticipeaza că va pierde controlul și va fi nevoit să formeze coaliții.  Propunere controversată a unui grup de parlamentari referitoare la activitatea SIE Ei propun ca ofiterii Serviciului de Informatii Externe sa poata deveni organe de cercetare penala, adica sa-si poata ancheta proprii colegi. Insa o decizie a Curtii Constitutionale, din 2016, a scos serviciile secrete din anchetele penale. Situatia ar deveni similara cu cea a magistratilor, care pot fi urmariti penal doar de procurori anume desemnati de CSM.  Tony Blair ar putea conduce temporar Fâșia Gaza post conflict Iar fostul premier britanic Tony Blair ar putea să conducă temporar autoritatea de tranzitie din Fâșia Gaza în cazul unui acord de pace, scrie presa britanica. El a participat la discuții la nivel înalt cu toate părțile implicate pentru a pune capăt războiului și pentru a discuta viitorul teritoriului palestinian după conflict

Ever feel like product, sales, or engineering just doesn't get you, or worse, ignores your most urgent requests? Here's the uncomfortable truth—being amazing with customers isn't enough to get you promoted (or even layoff-proof) in Customer Success anymore.In this episode, I share a powerful, never-talked-about strategy that unlocks rapid career growth for CSMs by making you the secret weapon every department wants on their team. We'll unpack the missing piece of cross-functional collaboration, share the three-step process top CSMs use to become indispensable, and get super tactical about how to make product, sales, and engineering actually want to work with you.By the end, you'll know exactly how to shift from being seen as a “problem-dumper” to a strategic, value-driving partner—transforming how your company sees you and unlocking real career momentum. Want to be the CSM your whole company can't afford to lose? Hit play now and let's dive in.

Suivez le guide pas à pas pour construire un programme de Win/Loss Analysis qui vous permet de rentrer dans la tête de vos prospects et clients.On parle d'un programme qui aligne les équipes et influence les décisions business pour générer + de CA, + de satisfaction et - de churn. Avec Jade Vandelook, Head of CSM - Program Manager chez Diffly, on revient sur les étapes concrètes pour construire un programme utile, exploitable et durable.

What if everything you thought you knew about landing your dream job was wrong? Imagine going from total job-search exhaustion and crickets in your inbox to signing your ideal offer at Salesforce in just six weeks.In this episode, I reveal exactly how my client “Mallory” ditched the grind of endless applications and rejections, and instead used three counterintuitive strategies to break through without obsessing over her resume or doing endless mock interviews. I'll share the step-by-step system that turned her unique background into a superpower, how we reframed her approach to stand out, and the exact moves that landed her a bigger paycheck and stronger offer. If you're tired of hustling for interviews and ready for a proven, strategic approach that actually cuts through the noise, this episode is your shortcut.1:30 – Why doubling down on mass job applications and resume tweaks keeps you stuck in “crickets and rejection” mode and the smarter strategy that gets traction4:40 – The resume transformation move that shifts your story from “task-based” to “impact-based” and how one simple tweak turned nonprofit experience into recruiter gold8:35 – How to prep for customer success interviews (even without traditional CSM experience) by targeting your story, not rehearsing endless mock questions13:50 – The negotiation lever that netted $5k+ extra (and how to use your start date as a point of leverage)15:45 – The three strategies Mallory used to land her dream Salesforce role in six weeks so you can shortcut your own job search (even when the market feels impossible)

Provisionsmodelle im Vertrieb entscheiden über Performance und Planbarkeit. In dieser Folge spreche ich mit Alexander Dosse (Centify) darüber, welche Provision wann passt – und was im Sales einfach nicht funktioniert. Provisionen polarisieren: Von „braucht kein Mensch“ bis „ohne Provision keine Performance“ habe ich alles gehört. Mein Grundsatz: Provision ist ein Führungs- und Steuerungsinstrument, kein Ersatz für Management. Sie wirkt, wenn sie schnell spürbar ist, auf beeinflussbaren KPIs basiert und transparent abgerechnet wird. Genau hier passieren die größten Fehler: zu späte Auszahlungen, falsche Kennzahlen (z. B. EBIT), Deckelungen, die Leistung ausbremsen, und Quoten, die am Team vorbei geplant werden. Gerade im SaaS greifen mehrere Rollen ineinander: SDR, AE, PreSales und CSM. Bewährt hat sich eine gemeinsame Logik mit klarer Rollenwirkung. Ein praxiserprobtes Setup: Der SDR erhält eine Pauschale pro qualifiziertem Termin plus kleinen Deal-Anteil, der AE den größeren Abschlussanteil, der CSM wird über Verlängerung, Churn und Expansion incentiviert. So richten sich Provisionsmodelle im Vertrieb auf Umsatz, Kundennutzen und nachhaltiges Wachstum aus. Vier Bausteine für 90% der Fälle 1) Dealbeteiligung: prozentual am Umsatz/DB mit sauberer Attributionslogik – ohne „Mäuler-Stopfen“. 2) OTE/Quote: variables Zielgehalt (z. B. 70/30 oder 60/40 in DACH; 50/50 häufig in USA/UK) mit Cliff und Accelerators für Übererfüllung. Wichtig: nie nach oben deckeln, sonst werden Deals geschoben. 3) Bonuszahlungen: fixe Beträge für kurzfristig beeinflussbare Aktionen (z. B. „qualifizierter Termin“, „Produktbundle verkauft“). 4) SPIFs: zeitlich begrenzte Sprints zum Monats-/Quartalsende – monetär oder als Sachprämie. Starker Hebel, um Verhalten gezielt zu steuern. Vermeide Fehlanreize: Wer nur nach Marge vergütet, verkauft keine Neueinführungen. Wer erst am Jahresende zahlt, verliert Motivation. Und wer ohne Datenqualität plant, erntet Misstrauen. Darum mag ich Tools, die Echtzeit-Transparenz schaffen: Centify dockt an gängige CRMs an, rechnet automatisch und erlaubt Simulationen für neue Pläne. Umsetzungstipp: Ziele top-down & bottom-up kalibrieren, historische Daten prüfen, Regeln einfach formulieren („ein Satz, ein Beispiel“), monatlich auszahlen – und Kultur nutzen: Rankings, Golden Hours, kleine Wettkämpfe. So entsteht positiver Leistungsdruck statt System-Gaming. Fazit: Das perfekte System gibt es nicht – aber das passende. Mit klaren KPIs, schneller Auszahlung und den vier Bausteinen setzt du Provisionsmodelle im Vertrieb so auf, dass sie Wachstum wirklich treiben.  

Comprenez (vraiment) vos clients grâce au programme Win-Loss. Fini les excuses "c'est trop cher", "C'est pas le bon moment". Jade Vandelook, Head of CSM - partage les clés pour récolter des insights fiables et enfin savoir ce que vos clients ne vous disent pas de prime abord.

What if I told you the #1 thing sabotaging your Customer Success interviews isn't your experience, your skills, or even your nerves... but overthinking before you ever walk in the door? If prepping for interviews sends you spinning into self-doubt and second-guessing every possible question, this episode is the one you can't afford to skip.I'm sitting down with Zach, our all-star CS coach and talent acquisition pro, to dissect exactly why overpreparing leaves you sounding disorganized and less confident (and how hiring managers pick up on it instantly). We'll crack open the mindset shift you need to stop prepping from a place of fear, and break down Zach's proven framework that will help you show up organized, authentic, and ready to win. You'll hear the worst mistakes job seekers make when spiraling, super actionable ways to find your “superpower,” and how to leave interviews feeling empowered, not deflated.If you're tired of your interviews not reflecting the awesome CSM you actually are, you'll walk away from this episode knowing exactly how to prep with clarity, show up with confidence, and finally get out of your own way.

CSM Știința Baia Mare a cucerit al zecelea titlu de campioană a României. În finala de pe stadionul Arcul de Triumf, băimărenii s-au impus în fața celor de la CSM USV Timișoara cu 36-24. Echipa lui Eugen Apjok a reușit să readucă trofeul în vitrina clubului după ce, în 2022 și 2024, a fost învinsă în finală de Dinamo, respectiv Timișoara.

Today's guest knows what it means to lead when the stakes are high. Nate Amidon spent 15 years guiding people and programs across the U.S. Air Force, Microsoft, Boeing, and Alaska Airlines. He's an Air Force C-17 evaluator pilot with more than 3,200 flight hours—including 800 in combat—and over 1,500 hours as an instructor teaching young pilots how to fly, make decisions under pressure, and lead crews on global missions. When he transitioned from active duty, Nate brought that same discipline into technology—consulting as a Project Manager, Scrum Master, and Scaled Agile Framework coach on enterprise software programs. He went on to found Form100 Consulting, where he helps clients apply military-tested leadership practices to build strong, high-performing teams that endure. In our conversation, Nate and I talked about how hard that transition actually was. Even with a degree from the Air Force Academy and an MBA, landing his first role at Microsoft wasn't simple—and it showed him how untapped the veteran talent pool really is. That frustration was the spark for Form100, where he now connects veterans with organizations desperate for alignment, communication, and trust. We also dug into why veterans are uniquely equipped for tech: they're trained to see the whole mission, not just their own slice. They know how to drive clarity in chaos, how to align teams across silos, and how to solve problems with urgency but also with care. Nate reminded us that in technology, speed without alignment is just drift. Veterans bring the perspective to check the vector, build relationships, and keep the team moving in the right direction. Nate holds a Management degree from the U.S. Air Force Academy, an MBA from the University of Nebraska, and certifications spanning PMP, CSM, SPC, Lean Six Sigma, and DevOps. He also continues to serve as a reservist C-17 pilot with the 313th Airlift Squadron.

O nouă ediție a Ligii Florilor începe în acest week-end cu numai 12 echipe la start, în loc de 14, din cauza reducerii bugetelor cluburilor. Deși este în reconstrucție și nu o mai are în lot pe Cristina Neagu, retrasă din activitate, CSM București se luptă din nou la titlu și la Final-four-ul Ligii campionilor. Principala rivală a CSM-ului este Gloria Bistrița. Tudor Furdui face o prezentare a noului sezon din handbalul feminin Începe Liga Florilor într-un format mai redus. Noile politici de austeritate anunțate de guvern au făcut ca unele cluburi să dispară din handbalul feminin iar unele să nu poată să evolueze pe prima scenă. Știința București și CSJ Prahova au ales să rămână în liga secundă, chiar dacă au obținut promovarea, Măgura Cisnădie a anunțat că nu mai continuă în prima ligă iar Gloria Buzău s-a desfințat încă din timpul sezonului precedent. Astfel, Federația a reluat tragerea la sorți a meciurilor din noul sezon, la start aliniindu-se 12 echipe și nu 14 așa cum ne-am obișnuit în anii trecuți. Nu se știe încă ce se va întâmpla la sfârșitul celor 22 de etape. Vor fi echipe care vor retrograda sau se va reveni la o viitoare ediție cu 14 participante? Președintele Constantin Din a văzut și partea plină a paharului în sensul că micșorarea numărului echipelor poate duce la o concentrare a valorilor și la un handbal calitatativ superior. Ținând cont de aceste aspecte din domeniul superlativului gândul ne duce automat la cea mai bună echipă din campionat și anume CSM București, care este principala favorită la câștigarea unui nou titlu, lucru normal dacă comparăm bugetul echipei primăriei Capitalei cu cel al adversarelor sale. Tigroaicele, râmase fără Cristina Neagu, retrasă din activitate, și fără antrenoarea Helle Thompsen plecată la Naționala țării sale, sunt însă în plină reconstrucție. S-a reîntors Adi Vasile care cunoaște bine clubul dar și jucătoarele cu ștate vechi. Presiunea este însă mare pe Adi Vasile, pentru că suporterii nu uită că acesta nu a calificat niciodată echipa în Final four și numai rezultatele îi vor decide soarta pe banca tehnică. Lotul este format din 21 de jucătoare cu 5 noi transferuri , internaționale cu foarte multă experiență, de văzut cum se vor integra acestea în sistemul gândit de noul antrenor. CSM va juca în prima etapă contra băimărencelor de la Minaur care vor reprezenta România în cea de  doua competiție ca valoare din handbal, European League. CSM și Gloria Bistrița în Liga Campionilor Peste numai 8 zile CSM va debuta și în noul sezon de Liga Campionilor într- o grupă de calificare din care mai fac parte Ikast, Ferencvaros, Brest, Podravka, Krim Ljubljana și Odense. Principala rivală a bucureștencelor în Liga Florilor este Gloria Bistrița echipă ce va evolua și ea în Liga Campionilor după ce a primit un wild card. Și Gloria are un nou antrenor după demiterea lui Florentin Pera care a rămas doar la Națională. Spaniolul Carlos Viver are misiunea de a construi cu lotul valoros pe care îl are la dispoziție o echipă în adevăratul sens al cuvântului, una care să se poată bate pe ambele fronturi campionat –Champions League acolo unde adversarele sunt Storhamar, DVSC Schaeffler, Metz, Gyor, Esbjerg,  Buducnost și Borussia Dortmund. Cele două echipe CSM și Bistrița s-au întâlnit deja în deschiderea sezonului, Super Cupa României, un meci spectacol în care bucureștencele s-au impus în final la un singur gol după 4 reprize de prelungiri. Gloria va juca în prima etapă împotriva lui HC Zalău una dintre candidatele la ultimele locuri alături de Galați și Târgu Jiu.  În rest, Rapid cu un lot și un staff nou va juca în prima etapă impotriva CSM Slatina o echipă care are planuri ambițioase anul acesta. Giuleștencele vor evolua și ele în European League acolo unde va fi prezentă și Corona Brașov. Revelația sezonului trecut ar fi putut evolua direct în Liga Campionilor ținând cont de locul pe care l-a ocupat în campionat, dar a ales să joace în European League, poate și din motive financiare. Corona va debuta în noua ediție de campionat contra Galațiului. Ultimele două meciuri vor fi Dunărea Brăilă – SCM Râmnicu Vâlcea, două echipe cu nume sonore în Liga Florilor și derbiul Olteniei SCM Universitatea Craiova – CSM Târgu Jiu. De văzut dacă în ciuda crizelor financiare și a reducerii numărului de echipe Liga Florilor va avea partide echilibrate și cu un nivel ridicat al handbalului.

Join us in this episode as Podcast listener J. shares about his recovery in SAA, his experience being arrested for CSM and thoughts on living amends. Also a great River analogy to being swept up into the tide of addiction.   Since suicide was mentioned in this episode, if you are in suicidal crisis or emotional distress, reach out to the National Suicide Prevention Lifeline in the US by dialing 988. https://988lifeline.org   Be sure to reach us via email: feedback@sexaddictsrecoverypod.com If you are comfortable and interested in being a guest or panelist, please feel free to contact me. jason@sexaddictsrecoverypod.com SARPodcast YouTube Playlist: https://www.youtube.com/playlist?list=PLn0dcZg-Ou7giI4YkXGXsBWDHJgtymw9q   To find meetings in the San Francisco Bay Area, be sure to visit: https://www.bayareasaa.org/meetings To find meetings in the your local area or online, be sure to visit the main SAA website: https://saa-recovery.org/meetings/   The content of this podcast has not been approved by and may not reflect the opinions or policies of the ISO of SAA, Inc.

On this week's episode, Brad and Eric go through all the models available for Chaos Space Marines in Warhammer 10th Edition (well… except models that aren't available for purchase on GW's website because… you know… they are probably made of 30 years old resin and are either going to get a refresh or be axed forever in next edition). Tune in to find out more about Daemon Engines and people who look more like crab than people.   POORHAMMER MERCH! https://orchideight.com/collections/poorhammer PATREON: https://www.patreon.com/SolelySingleton YOUTUBE: https://www.youtube.com/@thepoorhammerpodcast TWITCH: https://www.twitch.tv/poorhammer Website: https://poorhammer.libsyn.com/   RELATED TO THIS EPISODE: Every SPACE MARINE model: https://www.youtube.com/watch?v=ZO6xJGBM5lY Every AELDARI model: https://www.youtube.com/watch?v=oEnL6f1dV3Y Every ADEPTUS MECHANICUS model: https://www.youtube.com/watch?v=IkEdNsHul9E   TIMESTAMPS: 00:00 First We Silk 00:42 Then We Song 01:51 Abaddon the Despoiler 04:09 Vashtorr The Arkifane 06:46 Fabius Bile 09:28 Cypher 10:17 Haarken Worldclaimer 11:07 Huron Blackheart 11:40 The Flavors of CSM 13:03 Chaos Lords 15:43 Lord Discordant On Helstalker 16:57 Daemon Prince 19:33 Warpsmith 21:03 Sorcerer and Sorc on Terminator Armour 22:57 Master of Possession 24:02 Master of Executions 25:09 Dark Apostle 25:55 Dark Commune 27:38 Cultist Firebrand 28:02 Traitor Enforcer 28:35 Cultist Mob 29:19 Legionaries 30:19 God-Specific Marines 31:50 Traitor Guardsmen Squad 32:49 Accursed Cultists 33:36 Fellgor Beastman 34:11 Chaos Spawn 34:59 Possessed 36:31 Obliterators 37:48 Chosen 38:48 Chaos Terminator Squad 40:00 Chaos Bikers 40:38 Havocs 41:43 Raptors and Warptalons 43:09 Nemesis Claw 44:01 Chaos Rhino 44:45 Chaos Vindicator 44:55 Land Raider 45:59 Chaos Predator 46:21 Noctilith Crown 46:40 Defiler 47:24 Helbrute 48:52 Venomcrawler 51:02 Forgefiend and Maulerfiend 52:54 Khorne Lord Of Skulls 54:08 Heldrake 55:50 Final Bit of Advice 57:42 Alright Audio Audience   Our Producers for AUGUST: 3D Frank A healthy ammount of piranhas airbrush video revenue that got lost in the couch Blizted_Brain BrokenReaper45 Corvus DemolitionMann Dixie Normous Drinking vodka and playing aerial gunlance just to feel something DrLace GilgameshVS iwonderhowlongittakesbeforbloodclawsaccepttheorgys Jan Geisse Jeric Foster Kiwifruitbird Le BloupBloup mistahsquiggems Mr Festastic #WheresMikesBaneblade n0rth the H3retic Nj harlan Off topic but where's the nearest Cracker Barrel, I'm eggin for a peggin ON MAH' WAY TA' STEAL A SNAZZWAGON! Pizza00100 Ratchet7989 thatmoiety The Idiot with grey knights VictorianBatman Wargame Simulator   Our Biggest Supporters: A certain grey baneblade A Pulsating Ball of Pure Energy A Suspicious Looking Guy Addoxin Adrian Franke Aetherion Collector of Slaaneshi thighs and regret Alex Fuja amdragon Amists Andreas Another hairy Sasquatch Ava Warrior Princess Ave Dominus Nuts Bigs The Purple Necron Blubbles 180 Bob Meyers Bobqer BRB gotta snazz my wagon Canuk-eh Carnuvex Chad the Frog Christopher Gargagliano Chroma Veil Colin. H Craig Judge Crazyshak48 Cube1359 Dairy Sorceror, addicted to mana potions Daniel Field5150 Darth Vergeance DasGoopy Dominick Colacicco Dylan Baker Edward Lawrence Enchantedgalaxycat Fay FlawlessOyster Freedom is only three edibles away Gathering Clouds GearOverlord Geete Hoss Hammond How are those rivets going Eric Hyena Beans HypnoticSpecter I read the Space Wolves Codex and all I got out of it was wolfwolfwolfwolfwolfwolfwolfwolf Illindi IrisHFoXRR isaac hall J3C GAM1NG James coe Jarrett DiPerna Jolyne Justin Yudichak kalex Kaydien moore Kentorb Kozak Krishna Chanamolu L'Etranger (Lukus) Lord of Chaos LSJay Madison Ramanama Malcador the Rizzler-ite Matthew Tsushima Michael Melcher Mitchell Mixolydius mmmm burnt toast Monkey218 morfiel55 Not-Gafie NotEE Omegashark Pierce forgot about changing their name as a bit for a while Protius7331 Qelan Rock roguetraderjake RossWarlock Rothana's All Terrain Tactical Enforcer Rymora saft SarahchaSauce Shaxxs pet otter Solonite Struggle_l3us The Mailman The Other Mailman Thecrusader13 TheFishboi Thrango

On this week's episode, Brad and Eric go through all the models available for Chaos Space Marines in Warhammer 10th Edition (well… except models that aren't available for purchase on GW's website because… you know… they are probably made of 30 years old resin and are either going to get a refresh or be axed forever in next edition). Tune in to find out more about Daemon Engines and people who look more like crab than people.   POORHAMMER MERCH! https://orchideight.com/collections/poorhammer PATREON: https://www.patreon.com/SolelySingleton YOUTUBE: https://www.youtube.com/@thepoorhammerpodcast TWITCH: https://www.twitch.tv/poorhammer Website: https://poorhammer.libsyn.com/   RELATED TO THIS EPISODE: Every SPACE MARINE model: https://www.youtube.com/watch?v=ZO6xJGBM5lY Every AELDARI model: https://www.youtube.com/watch?v=oEnL6f1dV3Y Every ADEPTUS MECHANICUS model: https://www.youtube.com/watch?v=IkEdNsHul9E   TIMESTAMPS: 00:00 First We Silk 00:42 Then We Song 01:51 Abaddon the Despoiler 04:09 Vashtorr The Arkifane 06:46 Fabius Bile 09:28 Cypher 10:17 Haarken Worldclaimer 11:07 Huron Blackheart 11:40 The Flavors of CSM 13:03 Chaos Lords 15:43 Lord Discordant On Helstalker 16:57 Daemon Prince 19:33 Warpsmith 21:03 Sorcerer and Sorc on Terminator Armour 22:57 Master of Possession 24:02 Master of Executions 25:09 Dark Apostle 25:55 Dark Commune 27:38 Cultist Firebrand 28:02 Traitor Enforcer 28:35 Cultist Mob 29:19 Legionaries 30:19 God-Specific Marines 31:50 Traitor Guardsmen Squad 32:49 Accursed Cultists 33:36 Fellgor Beastman 34:11 Chaos Spawn 34:59 Possessed 36:31 Obliterators 37:48 Chosen 38:48 Chaos Terminator Squad 40:00 Chaos Bikers 40:38 Havocs 41:43 Raptors and Warptalons 43:09 Nemesis Claw 44:01 Chaos Rhino 44:45 Chaos Vindicator 44:55 Land Raider 45:59 Chaos Predator 46:21 Noctilith Crown 46:40 Defiler 47:24 Helbrute 48:52 Venomcrawler 51:02 Forgefiend and Maulerfiend 52:54 Khorne Lord Of Skulls 54:08 Heldrake 55:50 Final Bit of Advice 57:42 Alright Audio Audience   Our Producers for AUGUST: 3D Frank A healthy ammount of piranhas airbrush video revenue that got lost in the couch Blizted_Brain BrokenReaper45 Corvus DemolitionMann Dixie Normous Drinking vodka and playing aerial gunlance just to feel something DrLace GilgameshVS iwonderhowlongittakesbeforbloodclawsaccepttheorgys Jan Geisse Jeric Foster Kiwifruitbird Le BloupBloup mistahsquiggems Mr Festastic #WheresMikesBaneblade n0rth the H3retic Nj harlan Off topic but where's the nearest Cracker Barrel, I'm eggin for a peggin ON MAH' WAY TA' STEAL A SNAZZWAGON! Pizza00100 Ratchet7989 thatmoiety The Idiot with grey knights VictorianBatman Wargame Simulator   Our Biggest Supporters: A certain grey baneblade A Pulsating Ball of Pure Energy A Suspicious Looking Guy Addoxin Adrian Franke Aetherion Collector of Slaaneshi thighs and regret Alex Fuja amdragon Amists Andreas Another hairy Sasquatch Ava Warrior Princess Ave Dominus Nuts Bigs The Purple Necron Blubbles 180 Bob Meyers Bobqer BRB gotta snazz my wagon Canuk-eh Carnuvex Chad the Frog Christopher Gargagliano Chroma Veil Colin. H Craig Judge Crazyshak48 Cube1359 Dairy Sorceror, addicted to mana potions Daniel Field5150 Darth Vergeance DasGoopy Dominick Colacicco Dylan Baker Edward Lawrence Enchantedgalaxycat Fay FlawlessOyster Freedom is only three edibles away Gathering Clouds GearOverlord Geete Hoss Hammond How are those rivets going Eric Hyena Beans HypnoticSpecter I read the Space Wolves Codex and all I got out of it was wolfwolfwolfwolfwolfwolfwolfwolf Illindi IrisHFoXRR isaac hall J3C GAM1NG James coe Jarrett DiPerna Jolyne Justin Yudichak kalex Kaydien moore Kentorb Kozak Krishna Chanamolu L'Etranger (Lukus) Lord of Chaos LSJay Madison Ramanama Malcador the Rizzler-ite Matthew Tsushima Michael Melcher Mitchell Mixolydius mmmm burnt toast Monkey218 morfiel55 Not-Gafie NotEE Omegashark Pierce forgot about changing their name as a bit for a while Protius7331 Qelan Rock roguetraderjake RossWarlock Rothana's All Terrain Tactical Enforcer Rymora saft SarahchaSauce Shaxxs pet otter Solonite Struggle_l3us The Mailman The Other Mailman Thecrusader13 TheFishboi Thrango

Outline 00:00 – Intro 01:19 – Early steps: PhD journey & robotic hands 15:42 – What is a soft robot?23:35 – MIT years & models of soft robots 30:01 – Discretization & underactuation 37:21 – The regulation problem 47:01 – Pros and cons of soft robots 51:42 – The soft inverted pendulum 1:05:27 – Eigenmanifolds 1:15:22 – Physical intelligence 1:26:09 – On machine learning 1:37:49 – Embodied AI & TC on Robot Control 1:44:50 – Advice to future studentsLinks- Cosimo's website: https://tinyurl.com/mt37597k- Piaggio Center: https://tinyurl.com/muryjw5h- Pisa Robotic Hand: https://tinyurl.com/4ujtec59- Model-Based Dynamic Controller for a Planar Soft Robot: https://tinyurl.com/5a8fv3c8 - Soft Robot definition (Encyclopaedia of Robotics): https://tinyurl.com/3y2jz987 - Isidori's book: https://tinyurl.com/42254hav- CSM magazine paper: https://tinyurl.com/bd54an6x- Cosserat rod theory: https://tinyurl.com/zu73nadx - Strain function: https://tinyurl.com/y8v63ue2- Zero dynamics: https://tinyurl.com/2ezarn5e- The soft inverted pendulum: https://tinyurl.com/y4bzkkup- Templates and anchors: https://tinyurl.com/2957w6sz- Exciting Efficient Oscillations Through Eigenmanifold Stabilisation: https://tinyurl.com/yc3586y5- When Do Lyapunov Subcentre Manifolds Become Eigenmanifolds?: https://tinyurl.com/5tckw7xe- Passive walker: https://tinyurl.com/yjwwapv5- Strandbeests: https://tinyurl.com/494mfccu - Physical control: https://tinyurl.com/bdddb6ur- Morphological computation: https://tinyurl.com/an6vaahx- The Playful Machine: https://tinyurl.com/5525xys2Support the showPodcast infoPodcast website: https://www.incontrolpodcast.com/Apple Podcasts: https://tinyurl.com/5n84j85jSpotify: https://tinyurl.com/4rwztj3cRSS: https://tinyurl.com/yc2fcv4yYoutube: https://tinyurl.com/bdbvhsj6Facebook: https://tinyurl.com/3z24yr43Twitter: https://twitter.com/IncontrolPInstagram: https://tinyurl.com/35cu4kr4Acknowledgments and sponsorsThis episode was supported by the National Centre of Competence in Research on «Dependable, ubiquitous automation» and the IFAC Activity fund. The podcast benefits from the help of an incredibly talented and passionate team. Special thanks to L. Seward, E. Cahard, F. Banis, F. Dörfler, J. Lygeros, ETH studio and mirrorlake . Music was composed by A New Element.

According to research from McKinsey, companies that invest in comprehensive training programs see 21% higher productivity and 22% higher profitability. So how can you build effective training programs that drive measurable business impact at your organization? Riley Rogers: Hi, and welcome to the Win-Win podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic are Jonathan Biebesheimer and Andy Knight, sales Enablement Managers at ServiceTrade. Thank you both for joining us. As we’re getting started, I’d love if we could just start by talking a little bit about who you are, what your background is, and what your role is at ServiceTrade. So Jonathan, if we wanna start with you.  Jonathan Biebesheimer: Yeah, sure. So thanks for having us. Here. So I’ve been in business for a little over 30 years now. Started my career owning and running technology startups, then switched over to a gig at Lexus Nexus where I was on the sales organization. I was a seller quota caring seller for a number of years, and then shifted over to sales enablement and then that led me to joining ServiceTrade about four years ago. So I’m currently a sales enablement manager, along with my colleague Andy.  RR: Amazing. Andy, I’ll pass it off to you. Andy Knight : Yeah, thank you so much Riley. Super excited to be here. I’ve been in sales in a variety of roles for about 15 years, give or take. I’ve been in enablement for about five of those years, made the shift after finding really just a lot of personal and professional fulfillment from helping people do their job better. I’m also part of the enablement team here at ServiceTrade. I’ve been here only since April of this year, so a little newer, but. A lot has happened in that time.  RR: Wonderful. Well thank you for those overviews. I think we’ve got a lot to dig into, and I know we have quite a lot to talk about today. So, Jonathan, question that I’ll start with you. Over the past four years at ServiceTrade, I know that you’ve focused on enabling your sales teams to succeed, as we all are trying to do. I’d love to know how you’ve seen the enablement function at Servicer evolve in that time, especially as AI is becoming much more prevalent in GTM workflows. JB: Yeah, so when I started the company was about half the size it was today and. One of the things that attracted me about ServiceTrade when I started interviewing was they, I could tell they had a very enablement culture. Right. They understood they were doing a lot of training, they were doing a lot of coaching. They understood the importance of supporting the sales organization, but they really had no structure or dedicated resources. Right? And so that’s what I was brought on. To help with. I had built a program in prior job, so it was kind of a rinse and repeat to some. I enjoyed it so much. Lemme do it again. And so, you know, it’s been kind of a classic, slowly over time building our program, what we’re able to deliver to the revenue organization, what things we’re involved in, what things we consult on. So it’s been kind of a slow, steady progress. I mean, we’ve obviously focused on the highest impact things. Another thing, you know, and in our team of two, I was a team of one for a while. So as a small team, I think one of the things you have to think about is just capacity. Like what do you do? How much do you do? We’ve always had kind of a good, better, best approach. You know, we always try to deliver high quality work, but we’ve got 10 things we’ve gotta do. You know, can we what? What can we deliver in those 10 areas knowing that when we have time, we’ll go back and, you know, kind of make ’em better. AI is interesting. I think it’s helped in that regard. You know, it’s helped us be able to accelerate certain things. So what I would, you know, call a quote unquote good deliverable AI can sometimes make that a good and a half or better, right? Just because of its nature. It’s also interesting, you know, I’m sure this is not unlike a lot of companies has. Definitely, I mean, it’s going so fast, but it feels like in the past few months, especially. It’s really shifted from just being kind of this fad to more of an expectation right? Across all departments, including ours. And so one of the things that Andy and I find ourselves asking ourselves a lot is we look at new projects or we talk about getting, you know, going from good to better to best thing is, you know, how can we use AI to help us there with those things? I mean, it’s fascinating where AI is gonna go. Who knows? But it’s definitely playing a larger role in, in the things that we do in a voting role. RR: Yeah, it’s definitely a big question mark, but I think, you know, technology is always one of those things that you need to work with and learn to work with, and I know that’s kind of one of the evolutions actually, that you’ve seen at ServiceTrade, which is that you played a pretty key role in the decision to invest in an enablement tool. I’d love to know maybe why you thought that technology was kind of necessary to your work, and then maybe how as you were evaluating solutions in the market, you eventually made that solution to choose Highspot. JB: So when I came in, as I said, there was really not a program per se. And so one of the things I was asked to do was just kind of observe for the, my first two weeks, kind of, you know, see what the revenue organization was doing, see what sellers were doing, see what the gaps were. It became, I, I know it was probably day three. I’m like, oh my God, this content is just, it’s a nightmare. I mean, it’s a classic. Situation where content was in like 17 different places floating around in Slack. Nothing was governed. Branding was, you know, so I kind of jotted down on my, you know, high priority list. You know, we need a content management system. So two other things I noticed. One was that, you know, when I joined the company, they were at kind of an interesting shift. They were kind of in that stage where they were from being a startup to a scale up. Right. And so there was a lot of institutional knowledge, things that were in people’s heads. And so when I came on board, the um, the volume of, of conversation in Slack just blew me away. I’m like, what are all these people talking about? And when you started to dig into it, you were realizing that sellers were asking, you know, more tenured sellers, everything about the business. And so it became very clear that that wasn’t gonna scale. And so again, a system, you know, ultimately at the, a Highspot, it was a very, I don’t wanna say easy, but it was a, a very impactful, you know, business case for me to say, look, if you guys wanna scale, you need to get this knowledge outta people’s heads. We can’t have sellers living in Slack. They need to have a place to go. The other thing that was interesting is that, you know, again, I deployed these systems in prior roles. They were enabled, but they didn’t really understand the capabilities of what enable enablement technologies could do. Right. And so when I came in, they. I don’t wanna say they were antiquated, but they, they were not as progressive as they could be from a technology perspective. And they weren’t. Even, some of ’em, we weren’t even aware of some of the other capabilities Highspot had to offer, you know, pitching for example, you know, as new things have have come out, like remix, you know, those types of concepts to me, I was like, oh, it’s. That’s table stakes and they didn’t have it. Right? So the business case for me was, again, I won’t say it was easy, but it was very well supported, creating a foundation to get, you know, content under control. Get that institutional knowledge documented, and give their sellers a leg up on competition. Right? You know, other competitors I knew they didn’t have, you know, a system like a Highspot. So if we could implement Highspot, we could not only get information better under control, but we can give our sellers, you know, more modern tools to sell against our competition. RR: Yeah, that all makes sense. I’m really excited to kind of dig into how that vision is going so far. I know we talked a little bit about content, so I’d like to switch gears a little bit and touch on training. To your point of Highspot did a lot more than maybe some of the other tools in the market. Andy, I’d love to know from your perspective, because you have quite an extensive background in sales training, as you mentioned a little bit, if you could. Walk us through some of the core components of your strategy for sales training, and then maybe, if at all, if you’re using AI in there, I’d love to know. AK: Yeah, definitely. We are, we’re using AI in, in really every facet of enablement at this point in terms of kind of the core components of, you know, sales training here at ServiceTrade and, and how we like to run things. I’m a big framework guy. I love a model. I love a framework. I love an acronym, right? So there’s a framework called addie. Those individual letters stand for analyze, design, develop, implement, and evaluate. That’s really at the core of our sales training here. Whenever we get a request for, you know, whether it’s a product launch or a new competitor Intel that we’re surfacing, anything along those lines. Our first step is gonna be analyzing the problem and understanding. To Jonathan’s point, what do we currently have that’s available in Highspot? What are our cross-functional partners currently saying? How can we implement a lot of the content that we already have to fold into a live training where we’re doing things like. Lectures. We’re doing things like role plays. We’re doing things like take home exercises. All of that facilitated through Highspot, so that’s a big piece of it. I have a personal framework as well. I call it my three Cs rule. Every training that we develop in design is gonna make our sellers more comfortable, more capable, and more confident, and the ways that we go about and really utilize those things and to, to Jonathan’s point, AI just makes it all so much easier. We can take. Compilations of conversations, of real conversations that our sellers are having, create scenarios using AI that are similar but not the exact same scenarios to kind of play off of. We’re able to use, you know, Highspots coaching and training capabilities to generate rubrics to say how someone should respond to an objection, how someone should position a capability to give a, a seller real time and immediate feedback on how they are responding to that. So it’s some really powerful stuff. RR: Yeah, I think we’re well on the same page. I’m also a fan of frameworks. I’m also a fan of alliteration, so I love the three Cs, the comfortable, capable, confident. That’s wonderful. Thinking about that strategy, I’d love to know how your mapping your approach to Highspot, especially knowing that you’ve recently migrated to your point, learning and coaching into the platform. So I’d like to hear from both of you how that has been going and maybe how it’s better then or different from what you’ve done in the past. JB: Yeah, I think we can tag team this. I’ll give a little bit of the history. I mean, when I came on board, they did not have a, any learning management system at all. They did have a, a master spreadsheet that was, I don’t know, like 400 rows long. It was very tactical. It was to some degree, there was almost no method of madness. It took me, there’s kind of weeks to understand what it was. It was very tactical and you know, ultimately there was. No way to track it, right? There was a wave where they were hiring dozens of people and just blind. So one of the things I did just kind of conceptually, even before we got some technology into place, was to try to reverse engineer it, right? Try to understand what the sales leaders were working towards in terms of outcomes or moments, you know, that the sellers needed to be prepared for. And that took, uh, quite a while. It’s kind of a classic thing before you introduced technology to just kind of get a step back and just wire frame this thing. Just that alone took a while and kind of culturally making that shift to get sales leaders to, to start thinking about, okay, well yeah, you could teach ’em that in week one, but you know, they’re, they’re not gonna be on a, that kind of call until week seven. So do, do we really need to prioritize it? So that was a lot of, you know, work. We did start as quietly, we did start with a different LMS at, at the beginning just because of our needs at the time and, and where the LMS was. But I say this with all honesty. I mean, even though we made that decision at that point, I made it very clear to my leader. That every time we came up renewal that I wanna reevaluate, I want training and content to be in the same platform. The reality is that, you know, the two systems kind of worked together, but they really didn’t. It was disjointed. It was a lot of cumbersome work. We didn’t have a lot of good visibility. Timing was perfect. ’cause this is where Andy came in. We finally made the decision, got buy-in to make the transition over to Highspot, and sure enough, I talked to Annie, he is like, oh, guy, I, I’ve got experience with that. I’m like, well, guess what? You’re hired. So, so Andy came in at a perfect time and then I’ll, I’ll kind of turn it over to you. I mean, you’ve been mostly involved in kind of that migration from where we were to where we’re today, so I’ll let you kind of take it from here. AK: Yeah, I mean, Jonathan said it perfect my, I think, second interview before deciding to join ServiceTrade. We talked about migrating onto to Highspot is both our LMS and our content repository, and. I’d already had green flags, and that was the final one for me. Okay, let’s do it. I’ll sign the offer today. It is a completely different experience today than what ServiceTrade was previously. We have really a centralized experience. We’ve created all of our processes and all of our training and coaching and content with that user experience in mind, we have. A really, really positive user experience. It gives us a really great opportunity to get insight into things that are and are not working. It gives us just that one stop shop. All roads lead to Highspot, however you wanna say it. Everyone knows that everything they need to do their job effectively lives with high. RR: Amazing. Well, I love that kind of serendipitous story of how it worked out so well for you guys. I’m also very happy that you’re able to escape the spreadsheets. It sounds like it’s going really well. I know one of the initiatives that you guys are focused on has been kind of defining what good looks like for your sales team. Andy, can you tell us a little bit about that initiative and then how you. Build that. What good looks like into your programs? AK: Yeah, Riley definitely. So it’s an ongoing program for sure. I think that is one thing that I’ll be working on forever. I think people will always want to understand what sellers are doing that are helping them be successful. What techniques are they employing? What content are they utilizing? Things like that. I’m a big basketball guy, Riley. I am an elder millennial, so I think that LeBron James is better than Michael Jordan. And I always say that people want to be LeBron James. They want to understand who is the LeBron of ServiceTrade, how can I emulate those behaviors, those attitudes, those practices, things like that. And there really is so much value in learning from each other versus learning from enablement. We are a really important function, and we do provide a lot of really valuable information, but at the same time, we’re not in the seats that our sellers are, and we don’t have that experience that they do. So as much value as I can provide as a coach. A player coach can provide even more value and deployed in the right way. So from my perspective, Riley, the how we build these programs and what we’re really focused on doing is finding things like the internal collateral that are our top performers are, are constantly referencing, right? We’re finding examples of calls where they’re handling a tough objection really, really well. We’re finding those examples of behaviors that we want people to emulate through things like enabling mutual action plans through using digital rooms, things like that, and it’s really about providing the space for our teams to have those conversations and making sure that. They know that they’re empowered to share things that are working well and to be the LeBron to be that coach for other people. And so it’s an ongoing initiative. We’re certainly not done. We do a lot of things with like peer showcases, for example. If we get a really good deal, we have a really tough client, a really, really powerful proposal template deck that was used, we’ll share that out. We want that shared. We want people to know not only that it exists, but we wanna celebrate the wins with our teams and highlight those sellers that are really performing really well. RR: Yeah. I love that you’re. Building so intentionally with their needs in mind and recognizing that maybe it’s not a top-down mandate of here’s what you need, but rather how can I help you be your best? JB: And kind of back to the question of shifting and having content and training and coaching and everything Andy talked about all on platform is just been, I mean, it’s been a day we’ve been waiting for, right? You know, how can we wrap? Guidance. How can we wrap success just in one page or play or whatever, you know, whatever, however we surface it. Just being able to create that world around any given topic has just been huge for us. And it’s, it helped a lot of sellers. I mean, one of the challenges I think everyone has is just getting sellers to connect dots, right? And so we, you teach ’em a concept and they’re like, okay, I get it. Well, do you really? And then they hear another seller, you know, have a call and like, oh, okay. Right. And so we’re, we’re able to join more of those moments. In Highspot, which has just been huge for us. RR: You know, that actually ties in pretty well to the next question I had for you actually, which is, you know, thinking of creating that unified experience. I’d love to know maybe how that’s helping you foster a culture of continuous learning and motivating your sales teams to continue enhancing their skills, continue developing their knowledge over time. I know that’s never easy, but it seems like maybe this is helping it be a little bit easier. JB: Yeah. To me, the, the, you know, you’re right, Andy’s got more experience in kind of a learning coaching world that I do. But one of the things that I’ve learned from him since he’s been on, and, and the further I get into it, I’ve tried to get more in tune with, I mean, yes, you need to create these programs, but I’ve been trying to think more about, uh, just individual, like what is their definition of achievement? What is their definition of, of success? Right? And I’ve recognized over my career, it could be very different from seller to seller to seller. Right. There’s some sellers that are very monetarily motivated. There’s some sellers that are very, you know, have a certain status in the company. There’s others that just, they want to be good coaches. Right? And so, one of the things I’ve personally tried to do is through courses we create, or courses that I’m involved in, is, is try to make that connection with the learner. Sometimes even flat out asking like, you know, what are you hoping to get out of this? Just have them say, well, I, I’d really like to be able to do blah, whatever that is cool. That’s why you’re here as a, you know, a teacher or as a coach, that’s what I’m gonna help you do. The other thing that I’ve always tried to do it is a little bit more. In the things that I deliver, but I think I approach learning in this way, making it accessible. To sellers, I think is really important, right? Giving ’em a space to feel comfortable, to be vulnerable to, you know, to make mistakes. I mean, I did a a week long training where half of my stories were about like my failures, right? And it’s all kind of weird. But again, we had some junior sellers, some sellers at first sale job outta the gate, letting ’em understand, look, you’re gonna make some mistakes. It’s okay. 55 years old, I haven’t dropped off the face of Earth yet. Like, but you’ll learn from ’em, right? And giving sellers that space in that session, as soon as I started talking about that, sellers would open up a little bit more and they, and they, they’d start sharing their stories, not just all the negative, but you know, here’s what I learned, kind of making the environment comfortable. To learn and grow and just keeping people focused on, look, this will help you by whatever definition of success or achievement you have. That’s why we’re here. RR: Amazing. Andy, anything you would wanna add to that one? AK: No, I, I would just say that that last piece about making learning accessible to different learners at different stages is so important and we’re doing. Constantly evolving how we deliver training as well. Whether it is like a live virtual session, whether it is, you know, that just in time training through Highspot, short little micro explainer videos, things like that. Being able to meet people where they’re at, I think is a big piece of that. RR: Gotcha. Well, it certainly seems like you guys are doing the right things. Um, looking at the numbers, I can see that you’ve already achieved a really remarkable 93% recurring usage of the platform and are seeing some pretty early wins with training in Highspot. So Andy, I, I’d love to know from your perspective, how are you driving that adoption? What are some best practices you can share with our audience? AK: Yeah. You know, Riley, it’s so funny you say that, that 7% actually is the thing that bugs me. I want a hundred percent so bad. Um, we’re, we’re really proud of that number though. We, we joke with Kayla and Chris, our CSM team all the time that we do want it to be at a hundred percent. I, I think I said it earlier, we’ve created this feel here that all roads lead to Highspot. Everything that, that anyone needs to do their job effectively, they’re gonna be able to find that. And I think the thing that made that most impactful here is not just that it was myself and Jonathan, the enablement team sharing that information, but we made it a point really early on in this sort of Highspot adoption phase to get buy-in from our executive sponsorship as well. We wanted our CRO to understand why we’re investing in this tool, what it means for us. What it means for our sellers, what it means for him as an executive. So getting that executive buy in early on really helped to spread the message internally really organically that this tool is going to be very powerful for these different reasons, for these different audiences, and being able to really kind of customize and tailor. The solution of Highspot has made that adoption so high. We are really pushing again to get it at a hundred percent. We’d love to see that if, if it even is possible. But again, it’s, and being able to prove and hear from people that they find what they need, they’re using like instant answers in Highspot, for example, getting that AI response from content that we’ve uploaded into Highspot. Really powerful stuff, and so just sellers using it and being able to see it for themselves, I think is the final piece of that. RR: Thinking of other future goals, especially knowing Andy that you came in kind of to run this show, a little bit of this transition to training in Highspot, I’d like to know if you could share how you plan to measure success of this new training rollout, and then maybe a little bit from both of you what you’re hoping to achieve now that you have everything consolidated in the platform. AK: Yeah, definitely. So in terms of measuring success, I mentioned frameworks. Another one, a Kirkpatrick Model of evaluation is something that a mentor of mine from my previous role has, has really just ingrained in, into, to my brain. Essentially it looks at four different levels of responsiveness to training. The first being a, a reaction. It’s like a survey. Did you like the training? The second being learning, that’s typically like a quiz something or an assessment following a session, then into behavior. That’s is the, the seller, the individual contributor, applying that into their role. Finally, it’s the results. Are we seeing the action, you know, the, the results from that action, the business impact, things like that. So that’s our model. That’s how we evaluate things. We do pre and post session surveys. How do you feel about. Doing a podcast before the podcast, now that you’ve done the podcast, how do you feel now? Right? Things like that to capture the pre and post training lift. We also look for, obviously, the learning results assessments. Are we completing these, number one, and are we completing them to pass at a certain score? And then we’re looking into, you know, obviously how that impacts sellers going to market, speaking to customers. Even internally, how they’re sharing their best practices, things like that. So in the future, I mean, especially with, you know, digital rooms, that’s been a big push for us. The past couple weeks. We’re gonna see a lot more Highspot speaking to business impact, which is I think the thing that maybe we’re missing right now, that last piece of the Kirkpatrick evaluation model. So from a future state, that’s the thing I’m really, really excited about. JB: Yeah, I’ll agree. I think to date a fair bit of our focus has just been on utilization. Just get people into, and maybe a few months ago we were on with our CSM team and they were talking about where you want to go. And we realized, you know, now we have people here in Highspot. Now how are they using Highspot? Are they using it well? How can they use it better? And to Andy’s point, our feedback today has been anecdotal. And so we’ve got the enterprise, I think it’s, what’s that? Enterprise Plus platform or the data lake. Um, so we’ve got means and APIs, the future state is gonna start aligning it. I know you’ve have really some of those business outcomes. Those are the things that we’re gonna start looking at, right? So it’s great, you know, to any point a seller goes through course check ace, the role play check. Okay, now what does that mean in the real world? How, how did it affect his quota? How did it affect, uh, you know, the deal size? All of those things are, are where we’re hoping to go next. You know, with, with a lot of the things that we’re looking at. RR: Yeah, I’m curious to know too, then thinking just of in that future state and the plans that you guys are laying, I’d like to know both of your thoughts on kind of the role that you see AI playing in these ongoing evolutions. To your point of, you know, you never fully reach good. You’re always on a course towards it. So how do you see AI helping you get to those better training and coaching programs? Uh, Jonathan, I’ll kick it over to you first. JB: Yeah. This is Sunday. Andy and I talk about a lot. As we get more into it, I mean, everyone’s learning. One of the things that we’re trying to understand is AI can do a lot. And so one of the questions is, you know, what can an AI do? And then the next question we’re asking ourself almost more is, what should AI do? There is another, a lot Annie talk about. There’s another thing that we’re, we’re starting to see as it relates to AI versus our, our, our sales leaders. Andy, do you wanna talk about that a little bit? AK: Yeah. So one sort of big thing that we’ve been looking to tackle Riley is call coaching and, and being able to take this huge number of calls, minutes, hours of conversation and identify what of that should be coached, that, how to coach to it. So as a part of that, we’ve. Recently in partnership with our Rev ops team, developed essentially a, a scorecard tool that rates and reviews every call over a certain threshold time amount that our sellers partake in, and they get an, an automated scorecard every day of all of their calls from the previous day. Some really incredible insight from that, some amazing data to parse through that and, and surface that for, for coaches and for managers. But the important piece to Jonathan’s point is, is then the human element of taking that output from ai. And incorporating that feedback, understanding the context of a conversation, the context of a deal, the experience of a seller, things like that, and provide that sort of human emotional element to the AI output. That’s where I think is, is like the biggest next step for us and how we want to move forward. How can we use AI as a way to facilitate and make things like call review and call coaching efficient versus completely replacing it? Is you need that human emotional aspect to still provide that co coaching context. So it’s to Jonathan’s point, kind of marrying the two together, if that makes sense. RR: Yeah, absolutely. And I think it’s so important to take that kind of intentional, really thoughtful approach of, yes, there’s so much possibility here, but how can we use things in a way that really benefits our sellers? So I love that you guys are taking that angle on it. Moving from kind of future state to where we are now. I’d love if you could share any business results. Wins, things that you’re really proud of that you’ve achieved recently. Anything you could share with our audience? AK: Yeah, I’ll, um, I’ll take one. So, as you noted earlier, ri I’m pretty new to the role. I’ve been a large part of like, onboarding and, and moving things into Highspot. Um, we were able to reduce the time of our onboarding. It was between five and six weeks, depending on the role, all the way down to three to four weeks, depending on the role. Just from incorporating Highspot. We don’t have that disjointed. LMS and content repository experience anymore. Again, just having everything in one place has allowed us to reduce that time to get a new seller on the phone, which we’re hoping eventually will lead to reduced time to ramp, increased profitability, higher average deal size, all those things that we’re looking for for success metrics. But we’re really proud of the work that Highspot Hass been able to help us do just from an onboarding standpoint so far. JB: Yeah, and as I mentioned, it’s, this is another area where we’re still somewhat anecdotal, but I’ll, I’ll add to that. I mean, we are seeing in the evidence of just like Slack messages, you know, reps booking demos faster than any reps we’ve ever hired, you know. First deal close, first demo, whatever it is. Some of those moments, we’re seeing those much, much faster than we’ve seen in the past. One of the things that we saw, we were looking at one of the newer business outcome scorecards on, I think it was a play, and we pulled it up and, and, and I kind of looked at it for a minute and the, the light bulb went on for us. We’re like, wait a minute. The highest users of this play, this cannot be a coincidence. The highest, highest users of the plays were our top performers for that quarter. Right. And so again, we just kind of bumped into that and that’s why we’re so excited about kind of taking this next step towards just better analytics and understanding and, you know, all that kind of good stuff. But it was, to some degree, it was, it was, you know, it was cool to see and, and very kind of reassuring that our hypothesis was right. You know, the tool is designed to do certain things and the things that you say it does, it does it. And oh yeah. By the way, if you’ve used it and you use it really well and you use it often, you’ll be successful as your job. RR: Amazing. Well, I know we’ve talked about a lot. So I’ll close this out with a, hopefully a simple question. So for each of you, if you could share one, maybe two key lessons you’ve learned from your experience, building effective training, coaching enablement programs, what would it be? AK: Yeah, so I’ll, I’ll give you kind of two answers. RiIey, the only framework that I haven’t been able to mention today that I did want to also bring up, that’s pretty funny, right. Uh, I love action mapping. It’s a part of the ADDIE framework that I mentioned earlier in the analyze portion. This is really early on when someone comes to you and they say, Hey Riley, we need training on X, Y, Z. Getting into and really understanding that problem from an action mapping perspective, which means what is the ultimate end result that someone needs to do? Okay, now what practice activities will inform that action? What information is needed to inform those activities to lead to that action? And then the, ultimately the business goal from that, if you start with that, if that’s your first conversation. Outside of, you know, who needs to be involved in this project? Nine times outta 10, you’re gonna get a really, really good end result, and you’re gonna have a really, really powerful enablement motion. And then my last piece, I think this is probably more important, is to just always lead with empathy. It can be really easy in this seat to just focus on enablement, but we have to remember that our clients or our sellers, what we’re doing really exists to serve them and to help them do their jobs better. And so leading with that understanding and just being empathetic towards what they’re doing on a daily basis, and to your point, how can we make that easier for them? What can we do that’s gonna make their lives better doing that? RR: Amazing. Jonathan, I’ll pass it over to you. JB: I think the thing I’ve come to realize is probably the most important is, is making sure sellers are learners or whoever understand the why. Right. Not just from a training itself, like these little learning objectives, but as they go through any given training in whatever shape and form, do they truly understand the why? Why is it important that you’re talking about this thing? Why is it important that you’re asking this question? Why is it important that you’re listening for this thing? What I see a lot is that sellers will go, especially junior ones, you, the more tenured you get, start to get a little better. There’s a lot of the junior sellers, you can just tell that they’re not in their heads. And then you hear ’em on calls. They’re not coming from a place of conviction. They’re not coming as a, you know, to some degree, a business coach to these prospects who’ve never bought software like ours before and need that kind of help, right? They’re not comfortable asking challenging questions, right? Because they don’t understand the why. RR: I think that’s fantastic advice and I think it’s really great advice to close on. I gotta say thank you, both of you for joining us. This has been a really wonderful conversation and I’m sure our listeners will agree. JB: Well, thank you for having us. We really appreciate it. AK: Yeah, thank you, Riley. This has been awesome.  RR: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement’s success with Highspot.

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Are you stuck chasing new clients while ignoring the goldmine in your past customer list? Does your agency feast on projects but starve for predictable revenue? Today's featured guest knows what it's like to hit a growth ceiling and being tired of the one-and-done client hamster wheel. He shares how he pivoted his agency after becoming a HubSpot partner, why he turned to project-based work after customer habits changed following the pandemic, and how he got out of the dreaded “no man's land”. Eric Baum is the CEO and founder of Bluleadz, a HubSpot Onboarding and Implementation Agency dedicated to transforming the way companies market, sell, and service their customers through the power of the HubSpot platform. He'll discuss his cash flow challenges, pricing mistakes that almost tanked the business, and how EOS helped him escape “no man's land.” If you're stuck in the fulfillment hamster wheel or scaling past $5M feels like pushing a boulder uphill... listen up. In this episode, we'll discuss: Reinventing his agency as a HubSpot partner. The real scaling struggle: cash flow. Why project-based doesn't mean profitless. Strategic partnerships are the future. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service. Accidental Founder, Intentional CEO Back in the Yellow Pages era, Eric was running two service-based franchises and needed a better way to market them. He brought marketing in-house for PPC, SEO, web dev, and that hire didn't just turn things around. It turned into a new business. Fast-forward a few months, and other franchise owners across the country started asking for help. Eric spun that in-house team into an agency, and had 50 clients out of the gate. As many owners before have admitted to, Eric started out charging way too low—$250 to $500/month. “I don't know how I didn't go broke right out of the gate,” he laughs. And if you've ever undercharged in the early days, you'll feel that one deep in your soul. Reinventing the Agency (and Himself) Around HubSpot The turning point came when Eric discovered HubSpot and pivoted Bluleadz to become a certified partner. That's when the “real” agency began, as he started to study the industry and figure out what he had to do to be profitable, take care of his team, and do it without necessarily doing all the sales work all the time. From there, Eric leaned into strategy, profitability, and systems. He stopped trying to be the everything guy and started building an agency that didn't need him in the trenches every day. Fifteen years later, his agency isn't just thriving. It's structured, profitable, and on track to hit 8 figures. Life in “No Man's Land” – The $1M to $5M Plateau After fifteen years in the industry and getting closer to the eight-figure mark, one of the things that most surprised Eric was getting stuck in the ugly middle: the zone between $1M and $5M where a lot of agency dreams go to die. Many call it “no man's land,” and if you've been there, you know the pain. “It was up, down, up, down,” he says. “I'd grow, then lose key employees. Revenue would spike, then tank. I kept asking, ‘What am I doing wrong?'” The answer: a lack of structure. So about nine years ago, Eric implemented EOS (Entrepreneurial Operating System). That gave his agency the foundation it needed—vision, accountability, and a cadence to scale. It didn't fix everything overnight, but it got the business out of reaction mode and into growth mode. The Real Scaling Struggle: Cash Flow Even with all that success, Eric's biggest constraint today isn't clients or talent. It's cash. In the agency world, sometimes you can grow so fast that you can actually outpace your ability to fund it. As Eric explains, “Receivables stack up. You can't hire, build, or invest without the cash reserves in place to hit the down terms.” For instance, just this year his agency was down 20% compared to last year because of all the uncertainty for businesses. Sound familiar? So far, Eric's solution has been airtight payment terms. They moved away from waiting on client deliverables and toward milestone-based billing. They typically charge: 50% upfront 25% after month one 25% at month two or fixed date Not based on deliverables. Based on time. Why? Because waiting on clients kills momentum (and your margin). “We used to wait months to get that final 50%. Now we're often 100% paid before a project is even done.” Moral of the story? Set clear terms and stop letting clients hold your agency hostage. Project-Based Doesn't Mean Profitless If You Structure It Right Five years ago, 85% of Bluleadz's revenue came from retainers. Then COVID hit. Buying behavior shifted fast. Clients wanted results without long-term commitments. So Eric pivoted hard into project work—today, 80–85% of their revenue comes from one-off HubSpot onboarding and implementation projects. That means 50–75 new customers per month, each on 30 to 90-day timelines. The lesson: project-based doesn't have to mean chaos - if you systemize delivery and payment. However, Eric does admit he and his team had been failing to recapture clients for a second or third project. “We were just focused on getting new clients through the door.” Instead of nurturing clients post-delivery, they handed off the project and moved on. Meanwhile, past clients drifted—only to come back a year or two later in total chaos saying, “We lost our HubSpot guy. Can you help?” The opportunity cost was massive. They are currently working on recapturing these relationships. By reselling past clients, his agency could double or triple revenue in a year. The Triple-Team Model: Sales, CSM, Implementation In their efforts to start creating more lifetime value for customers, Eric's agency introduced Customer Success Managers (CSMs)—not just to check in, but to hunt for value. CSMs dig into each client's needs post-project, surface upsell or cross-sell opportunities, and feed them back to the sales team. Now they're farming the base, increasing LTV, and stacking wins without chasing cold leads. This third new role adds a new layer to his team's structure, which he now breaks down as: Salespeople close net-new deals and join key milestone calls.           Implementation Specialists own delivery and are the client's main point of contact. CSMs sit above delivery, watching for success gaps, retention issues, and upsell opportunities. “Salespeople are hunters, not farmers. Trying to make them farm didn't work. So we changed the model.” This layered structure gives clients clarity, keeps teams focused, and ensures no growth opportunity slips through the cracks. Strategic Partnerships Are the Future Another key reason Bluleadz is scaling so quickly is partnerships. They're one of HubSpot's top onboarding partners, and at one point this partnership drove most of his agency's net new leads. More recently, however, as they start to expand their efforts to engage past clients, only 40% of their leads come from HubSpot, while 30% comes from existing customers, and another 30% from their inbound marketing efforts, other strategic partners, and referrals. This makes for a more balanced pipeline: “Inbound, outbound, and strategic partnerships”. Those are the three pillars in the Playbook. You've got ‘em dialed in. As for Eric, he's all in on strategic partnerships, which he considers to be the way of the future. The One Thing Eric Would Do Differently If he could go back and give his younger self advice on agency ownership, Eric would say “Let go faster.” He held on too long to sales, finance, client services… all of it. And every time he finally let go, the agency grew again. Today, Eric has zero departmental responsibilities. His job is vision, strategy, and leadership—and it's paying off. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

This week we are doing our very best just to make it through this episode intact while we regrettably discuss “My Struggle III”! We're talking the episode titles reflecting our increasing struggle to watch these, CSM name drop without any forewarning, Chris Carter's “Secret Science” AMA, Mulder becoming a noir detective out of nowhere, and how this whole apocalypse thing was just one big joke. We get really excited about the possibility of Scully transmitting brain morse code, wonder when exactly we ended up in a Ford commercial, get excited about Spender's brief return, and really struggle (ha!) to recap the last five minutes of this episode. We are getting Scully out of here if it's the last thing we do!Send us an email at scullynationpod@gmail.com or follow us on Instagram!

跟大家分享今年最新發表的CPG: 旋轉肌肌腱病變 (Rotator Cuff Tendinopathy) 這次主要分享的內容是關於評估檢測的臨床指引 也有今年CSM上作者演講的相關補充 快點連結在自己喜歡的平台收聽：https://linktr.ee/2PRO_PT 歡迎到Facebook, Instagram追蹤或來信來訊跟我們互動～ Email: 2propt@gmail.com Reference: Desmeules F, Roy JS, Lafrance S, et al. Rotator Cuff Tendinopathy Diagnosis, Nonsurgical Medical Care, and Rehabilitation: A Clinical Practice Guideline. J Orthop Sports Phys Ther. 2025;55(4):235-274. doi:10.2519/jospt.2025.13182 Music by Elizabeth's Groove by Amarià @amariamusique Creative Commons — Attribution 3.0 Unported — CC BY 3.0 Free Download / Stream: bit.ly/elizabeths-groove Music promoted by Audio Library youtu.be/-MO-mrBlo5

Episode No. 718 features artist Masako Miki and artist/curator Katherine Simóne Reynolds. The Institute of Contemporary Art San Francisco is presenting "Midnight March," a far-ranging presentation of Miki's two-dimensional and three-dimensional practice. The Japanese-born Miki's paintings, sculptures, and installations live between the sacred and the secular. Her often exuberant sculptures are rooted in the blending of Japanese and US cultures. Her previous solo shows have been at museums such as the de Young Museum, San Francisco, the Berkeley Art Museum and Pacific Film Archive, University of California, Berkeley, and the ICA San José. Her work is in the permanent collections of BAMPFA, the San Francisco Museum of Modern Art, and more. Reynolds is the curator of "Held Impermanence (Artists Select: Katherine Simóne Reynolds)" at the Clyfford Still Museum, Denver. The exhibition uses the museum's art collection and archive to consider multiple competing desires, including Still's and the desires of art institutions, such as the unknown future museum to which he directed his art and archive be entrusted. Reynolds is an artist and curator who investigates emotional dialects and psychogeographies of Blackness. Her previous exhibitions have been at venues such as SculptureCenter, New York, Counterpublic 2023, St. Louis, and the Stanley Museum of Art, University of Iowa. As mentioned on the program: The CSM's gallery booklet. Instagram: Masako Miki, Tyler Green.

OP Labs releases the OP Kona rollup node.  ChainLink introduces State Pricing. Lido discloses a CSM vulnerability. And Privacy Pools supports wstETH. Read more: https://ethdaily.io/753 Disclaimer: Content is for informational purposes only, not endorsement or investment advice. The accuracy of information is not guaranteed.

According to research from Gartner, 77% of sellers report that they struggle to complete their assigned tasks efficiently. So, how can enablement help cut through the noise and maximize rep efficiency to drive business results? Riley Rogers: Hi, and welcome to the Win-Win podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Kim Engebretson, manager of sales enablement at Protegrity. Thank you so much for joining us, Kim. We’re super excited to have you here. As we get started, I’d love if you could just run us through yourself, your background and your role. Great. Thanks Kim Engebretson: Riley. I’m happy to be here and excited as well. So, as you mentioned, I’m the manager of sales enablement at Protegrity. Which is a data-centric security company, which is part of the cybersecurity industry. I’ve actually been in sales ops and enablement for more than 25 years of my career over a host of different industries, most of which was in medical devices than telecommunication, and that ultimately brought me here to Protegrity. But I would have to say that my earliest career back in aerospace and defense really contributed to my love of sales enablement because I learned about manufacturing processes, project management, and I always take that lens of a process when I bring it to looking at a sales process to say, can we refine it? Is it the most efficient? Are there things that we can do? So always using a continuous improvement mindset. So it’s really been fundamental in how I approach most of my sales enablement projects. RR: Amazing. Thank you for that background. I love the thorough experience that kind of leads you to where you are today, and it’s part of the reason that we’re super excited to have you today is you bring a really well-informed perspective to the table and looking at your background, it’s clear that you have extensive experience, not only as an enablement leader, but in all of the different skills that make a strong enablement leader. So as the enablement landscape has kind of continued to evolve over the years, I’m curious how you’ve seen. The challenges go to market teams face evolve, and then maybe what you’re seeing is the most pressing today. KE: Yes. Well, as I mentioned, with having a pretty long career thus far, I’ve come through a couple major milestones. The introduction of the internet, digital transformation. I mean, I was in sales enablement when people had to call in a paper order was processed. So as you can mention, this is a big evolution that we’ve moved to such automation, such efficiency, and so from a go to market perspective, sales hasn’t changed. From the standpoint that a seller must know their product and service, they must bring value to the table so that the customer really perceives them as adding value and being a consultant, being a partner, and making the right business decision. But what has changed dramatically, even in the last five years and is continuing to move at an amazing pace, is that buyers don’t really wanna engage with the seller until it’s much further along in the process. So the buying cycle is still a pretty long period of time, but the sales cycle when the customer and the seller engage is really much further down the pipeline than it normally was. So from a go-to market perspective, our sellers have to know that and know what assets, what webinars, what podcasts, what materials has the prospective customer engage with through their self discovery. And it really precedes ai. But this desire to say, let me educate myself in what’s available before I start talking to a prospective vendor. And from that standpoint. When we do have that first engagement, it’s got to be solid. It’s got to be really a opportunity where we distinguish ourselves from the other vendors that that prospect or customer might be thinking about talking to. RR: Yeah, I think that’s certainly a common challenge that a lot of businesses are seeing, and I think that need to be agile, to be effective, to be efficient in that moment where you’re allowed as a seller, to have that first touch with a buyer is so crucial. I know that kind of as a solution to that. Sales efficiency is kind of a key priority for you. So can you maybe talk us through why sales efficiency is a priority and then how you’re focusing on that and what initiatives you’re using to help you achieve it? KE: Sure. So understanding the prospect. So we have a really strong demand gen organization that is trying to provide leads or prospective leads to our sales team, but that still requires that our sellers really get to know again, who that company is. What industry are they working in? Who are the decision makers? There’s a considerable amount of research and data accumulation that has to take place so that, again, when that seller has that first opportunity, that phone call, that business meeting, that they come prepared. And I believe that customers also expect. That individual to come already knowing quite a bit about them, because again, we work under this kind of accelerated cycle. And so the efficiency part is how do we assemble all that information, how do we synthesize it? And then simultaneously using things like our business use cases, our understanding of the industry, how do we prepare our seller so that they’re not having to do that all on their own? We are providing them those materials and resources so that they can, again, bring their best, you know, representation for that first meeting. So there’s a lot of pressure on that first call, but I think the sales efficiency is building all around, making our sellers. Informed. Knowledgeable and impactful. RR: Yeah, definitely. I think thinking about that sales efficiency and all the support levers that you’re pulling to help sellers drive it, I’d like to maybe talk about enablement technology and how you’re using that to create efficiency. I know you actually switched off of a previous enablement platform and moved to Highspot just recently last year, so I’d love if you could talk us through maybe what motivated the change, how you reevaluated, and then what that process was like. KE: Absolutely. I joined Peg in June of last year and it just so happened the sales enablement platform we were using was coming up for an annual renewal. So there was a natural event that said, you know, I’m new in the role. I was given a new responsibility of sales enablement, so let me test. Whether or not we had the right product, right tool for what we needed. And so I went out and spoke to pretty much the top three or four companies giving our current vendor every opportunity to also come forward and demonstrate what they had that perhaps we weren’t utilizing in that system. So it was really about were there things that we weren’t using, not optimizing in the system. And it was through that process that really Highspot. Distinguish themselves, and I just emphasized that first meeting being so important and really our account executive came prepared, had done some research, was sharing with us ideas that we hadn’t had, even though I had researched all the vendors independently myself, and so they stood out. And that continued through the next engagement and the next engagement. And as the account executive brought in other resources from Highspot through the solutions team, everybody came prepared and demonstrated to me an interest. They were interested in what we needed and they wanted to showcase how they thought the Highspot solution could meet the business needs that we defined. And that really just. Changed the kind of trajectory. So it was up for our incumbent to really lose the business, and unfortunately they did because they didn’t really fight hard enough to sustain it. And again, across the vendors, a lot of common functionality. But it was the way. That the Highspot team was able to really demonstrate what did they think that their solution could do that would be different? And it was, uh, a couple things. Digital rooms. It was the close integration with Salesforce. Were, were really two of the key decision makers, the decisions for us. RR: Wonderful. Well, I first of all am so happy to hear that you had such a fantastic experience with our team, and I think that, you know, kind of speaks to the value of enablement in the work that you do of. How else are you getting sellers ready to deliver these experiences? And then also congratulations on one year. Super exciting. Just past that mark. So gotta call that out. I’d love to know maybe drilling a little bit further into that process of switching. So when you switch an enablement tech stack, what maybe are some of the best practices that you would share for managing that change and empowering reps through that transition? Because I know that’s probably not an easy process. KE: Agreed. That’s probably the biggest challenge with any technology transition is implementation and then change management. So from the implementation side, again, I think Highspot had a great enablement support where the project plan was clear. The kickoff was good. I did have a partner at the time who was working with me on the transition so that I was able to focus on the enablement side. The other person was able to focus on the content. Implementation. So I would say having a good project team internally was really important because you really wanna have people who can focus on the different elements of that transition. But the thing I also focused on was ensuring that our sales leaders really understood why we’re making the change. That they were also helping to articulate the business decision and the value. And then it all came down to just communication, really keeping the sales team well informed why we were making the change, what were some exciting things they could look forward to. And then once we made the change, supporting them through multiple hands-on sessions. So that they could get familiar with the system. And so I was doing, you know, weekly sessions, small group sessions, really to make sure people understood the new navigation, how to find the resources. And then, uh, the big one was introducing the digital rooms. So it was really just about. Change management 1 0 1, communicate, implement, and support. RR: Yeah. Amazing. I think changes in the tech stack are a pretty common scenario that you’ll encounter, but I feel like there’s not so much in the way of guidance or best practices out there for how to do it, so thank you so much for sharing that. I’d love to know, maybe just one more question on this topic, in your opinion. What is the advantage of an enablement platform? How does it help you with sales efficiency? And then maybe a little bit, if you can, share about how switching to Highspot helped you amplify that advantage. KE: Sure. So we were using multiple resources. Our tech stack is pretty, I should say, it’s either deep or wide, whichever way you want to define it, but the ability to compress and integrate. To demonstrate a seamless experience, whether you’re using Highspot through Outlook or through Salesforce or teams, but trying to minimize that feeling of a seller going to multiple systems to achieve something. And more importantly, we have our collateral, our marketing content. We have product information, we have sales process information. We have the ability to collect how to information. And so by putting that all into one system, that’s easy to navigate. Is also giving that seller that kind of efficiency, which is if they have confidence that they can come into one system, quickly, find the answer to the question, whether it’s, how do I, what’s the next step? Particularly for things which maybe they don’t do on a high frequency basis. So they need to come back to how to find that resource. Previously, you know, it was all via SharePoint, which it definitely has some value. But now being able to put everything kind of into one basket, meaning one system, we’re able to provide them, I think a more unified user experience. And then the efficiency of being able to say, I can do multiple things with this one tool that I previously had to go to, maybe three or four different resources, or even people to find the answer to a question. RR: Wonderful. Well, I’m so glad that you’re seeing the degree of success that you are already and that the switch has kind of been a fruitful one. Speaking of some of the work that you and the team have been doing with the platform, we’ve heard that sales plays have been a key lever in helping you improve sales efficiency. So I’d love if you could talk us through how you’re leveraging them to support your sales efficiency initiatives and then how maybe they’re helping you drive. More consistent execution across your sales teams? KE: Yeah, absolutely. So as I mentioned previous to me joining the organization a year ago, we didn’t really have a dedicated sales enablement function. Of course, sales enablement was being delivered by different individuals. And so one of the things that was, you know, my primary objective was improve the onboarding experience and then also help document the processes, or in this case, the sales place. So there really wasn’t a repository or a collection of that. I love the way, it’s what do I need to know, show, say, or do? And I’ve used that so many times, even in my own enablement sessions, because I think that routine, that practice starts to build that understanding of how we break down a sales play. And so first and foremost, brought the right people together through a series of workshops. So that we could create the sales plays. And so the way we started was we used both industry and business use case as the formula for defining the sales plays, and that enabled the team to kind of hyperfocus on for this specific industry and this specific peg use case or solution. How can I define the things that that seller would need to know? And so once we produce a couple of sales plays, that made it a lot easier us for us to template that moving forward. And in fact, that’s all been on the like pre-sales side on winning new business. And now we are moving into building sales plays around the post-sales process about customer onboarding and customer engagement and time to first value. So we’re using those same principles now. Through another portion of the buyer life cycle, so I’m excited to start documenting those processes as well. RR: Amazing. Well, I love to hear that the no say show do structure is so ubiquitous in enablement at Prote. It’s such a useful framework and it really does work. Maybe shifting gears a little bit, besides sales plays, we’ve also heard that you’ve had quite a bit of success, as you mentioned earlier, with things like digital rooms, and you’ve achieved an 83% external share. Adoption rate. So I’d love if you could share some best practices for helping reps regularly use external sharing features, and then maybe how you’re seeing that engage buyers. KE: Digital rooms are by far my favorite. Not only because you can get a little creative, and we’ve created a digital room template for different business use cases or for different customers at the different intervals of where they are in their buyer journey, whether it’s for prospecting or it’s for contract management or responding to a request for proposal. So we look at each one of those buyer seller engagements. As a unique opportunity to define a digital room, and they essentially sold themselves. So I think our sales teams immediately got how valuable these could be compared to, you know, the old school method of emailing customers serially, you know, having to search through your email to find out what was the last communication, looking for resources. And so everybody just really, I think, inherently understood the. Value of a digital room. And again, going back to saying how do we hyper-personalized, how do we customize something for a customer or a prospect, which will help distinguish peg from potentially other vendors that they’re talking to. And in fact, I was onboarding a new solutions engineer just a week or so ago, and when I introduced him to Highspot and the use of digital rooms. The fact that that individual repeated back to me, oh my gosh, I can see the value of this. I was like, alright, you got it. And so I think that it’s not a leap for people to know how valuable digital rooms can be. And the second part of your question is, you know, how did it when the adoption one is, I think there was genuine need in an interest. So those people ran toward it. But I hosted a couple enablement sessions and then. I highlighted the individuals who were doing unique things, they really made their personality stand out in the digital room. They added some stuff that sometimes was funny, you know, or engaging. So using successful sellers to showcase best practices to the rest of the team. I’ve always found that that tends to be more impactful than me sharing my recommendation or even a vendor sharing a recommendation. So when they see another respected seller is doing something and having success with it, then they’re more inclined to say, let me check that out. Let me adopt that practice as well. And so I hosted a enablement session called the Digital Masterclass. Where we took it to, you know, how can we use some higher end functions and features, and I’ll continue to do that as Highspot continues to release some new features and functionality with the digital rooms. RR: Well, I love to hear that, especially I feel like the best part of digital rooms is that they kind of marry, flash and function. So when you can show off a really cool one, everybody’s like, ah, why am I not doing this? And so it seems that’s very much how you’re getting that engine moving. So having heard a little bit about your strategy and the work that you’re doing to drive it, I’d like to know maybe since implementing Highspot, what business results you’ve achieved, any wins, achievements that you’re particularly proud of, programs that you’re running really successfully, that you’d like to share with us. KE: Yes. Well one is, I, I think just the, the adoption rate that you mentioned and the high rate of external shares is indicative of that. The team has adopted this as a, a distinguishing sales function, so that’s one thing. I did take a look at it, and although I can’t give you very specific numbers, I looked at our pipeline from a year ago, you know, year over year, and what I was able to see was double digit growth in both new opportunities created. And new opportunities, not only with existing customers, but what we call net new logos. And so, although there’s other contributing factors, I definitely think that the use of the digital rooms has helped advance the opportunity from say, qualification into then our next opportunity stage. And that’s reflective of the fact that that’s when we say, this is when you now create the digital room. To move a customer from, you know, once we’ve identified there’s a business value that we can deliver to them, is now let’s start to move them into a digital room, start to share more assets and information, which again, can help them inform themselves and be a great place where we can keep a record of recorded meetings, action items, next steps. And it just helps facilitate, you know, the sales process motion and sales tactics. RR: Well, I think. To start. That sounds like you’re making amazing progress and I am sure that’s just reflective of the great work that you’re doing. I really appreciate you walking through kind of that enablement action to then this is how we’re seeing that impact on the outcomes that the business really cares about. And it seems like to your point, the data is reflecting the value of your work. So speaking of kind of seeing that data and being able to. Validate the work that you’re doing. I’ve heard that you’re currently working, as you mentioned on that integration between Salesforce and Highspot. So as you’re making progress on that, I, I’d love to know what value you’re seeing in the integration and then as you’re going, what outcomes you’re hoping to achieve down the line. KE: Yeah, absolutely. So right now we are actually in production. Our integration’s complete. We just haven’t rolled it fully out to the organization. As I continue to fine tune a few things. What I think I’m more excited about now is that it wasn’t how I thought we would be using it. Let me clarify that by saying, you know, floating content, floating recommended sales plays over to the opportunity or from Highspot to Salesforce is. You know, one of the things we expected, but it was a sales operations leader who said, well, can we give them the process guidance as well? And I said, well, sure we can. So this was something that we’ve implemented and we’re now testing out, but this is where I’m also floating over the how to guide, on how to perform the next step. What are the things that you need to do from a Salesforce. Process standpoint as one of the recommended assets. And although we had those materials and we’ve had a lot of how to guides produced in the past, it was always the challenge of somebody going to find the guide at the time that they needed it. And by using the Highspot integration. It is surfaced right there on the opportunity. So it’s literally, you know, look at the opportunity, click on the resource guide, and now we can give them the guidance that they’ve been looking for, or that they maybe stopped doing something and called somebody to get the guidance. So again, I think that highlights the efficiency because we have sellers all around the globe, and we want them to be able to work and not be delayed in what they’re doing because they’re waiting for somebody to answer a question. If they can get the information right when they need it, and again, at the point of use, which in this case would be within Salesforce, within the opportunity. So looking forward to releasing that really in the next, uh, week or so, and I’m sure the team is gonna see the value there as well. RR: Well, I know I, for one, can’t wait to hear about how that goes with the team in the next week. Best of luck to you. But if you’re already finding surprise use cases and additional values popping out at you, I’m sure as sellers are getting in there and using it, you’re gonna find new things pop up that they’re using that you aren’t even expecting. Well, one last question for you before we let you go. For organizations aiming to improve their operational efficiency through an enablement platform. What is maybe one or two pieces of advice you would offer when selecting that tool to partner with? KE: It’s a good question. You know, one, I’m gonna point back to what I said in the beginning, which is really trust, maybe your instinct, which is, if the very initial engagement with a prospective supplier is good, that tends to be somewhat indicative that that business relationship will continue on. If you find that you’re not getting the information. Or you’re struggling to see the value in the tool. It’s not being conveyed to you in a way. That may also be an early indication that, that that could paint how this engagement with that prospective supplier is gonna be so lean into, you know, how does the company represent themselves? Because if they’re successful using an enablement system, it’s gonna be reflected in their own account. Executives do talk to a couple other, uh, referrals. I think it is also helpful. I don’t think a company’s gonna give you a referral that’s not gonna give you a good assessment. But speaking to other companies that are using the product. Particularly if they’re in the same industry, I think is beneficial. And then of course, I would ask to really understand what the implementation plan is. So, and do that early enough when you’re doing the vendor review. Not just what is the product solution, but what is their implementation strategy and plan. How long will it take? And then what is their transition after you have your instance up and running? What are the resources that they provide? And that has also been something that has been really valuable to me, is having the continuing relationship when we transitioned out of our implementation. And then over to the customer support team, CSM. Um, it’s been a good relationship and that’s how we’re continuing to look at how do we leverage the system? How do we continue to optimize Highspot to get the most value out of it? RR: Amazing. Well, I think that’s fantastic advice, and I just have to say thank you again, Kim, for joining us. It’s been so lovely to chat with you and I think we’ve got some great best practices to share with our audience. Really appreciate it. KE: Thanks Riley. I enjoyed being here. RR: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize implement success with Highspot.

This week we are trying to stop an apocalypse, develop a world-saving vaccine, locate our long-lost son, and find a good parking spot while we discuss “My Struggle II”! We're talking Scully's strange anti-vaxx turn, the tonally bizarre Guy Ritchie fight scenes, Scully being able to stop a riot with just her words, CSM's return as a cartoon flaming skull, and the fastest-onset apocalypse we have ever seen. We wonder just how quick Scully is able to develop a vaccine, if Teen Willy has a permit to drive that UFO, get indignant on behalf of the nurse Scully won't learn the name of, and wish we could welcome back Reyes, but why did it have to be like this? Quote of the episode: Calm down, you're talking to a scientist here. Thanks, Skinner.Send us an email at scullynationpod@gmail.com or follow us on Instagram!

In this Tactical Tuesday episode, Natalia Bullett (a CSM here at Loxo) joins us again to discuss more strategies for in-house and agency recruiters.Today, she walks Sam through some of the dynamics of working with multiple hiring managers — from the importance of creating customized templates and the value of pipeline review calls to the need for tools that enhance communication and collaboration. The biggest takeaway? As a recruiter, you're a strategic partner to hiring teams — and you can help set the tone for the collaboration and the overall success of the partnership. Chapters:00:00 - Becoming a strategic partner to your hiring managers02:35 - Tailoring your recruiting process for different departments05:55 - The value of pipeline review calls and candidate scorecards08:10 - The power of sharing recruiting metrics early and often11:05 - Improving your time-to-hire with the right communication12:59 - Translating team objectives into a winning recruiting strategyExplore all our episodes and catch the full video experience at loxo.co/podcastBecoming a Hiring Machine is brought to you by Loxo. To discover more about us, just visit loxo.co

Derek Crager, PMP, CLSS, CSM, AWS-CP is a visionary AI Solutions Architect & founder of Practical AI, which exists to bridge the gap between people and the knowledge they seek. Mike Petrusky asks Derek about empowering employees with the right knowledge and tools for effective asset and facility management. They explore how Voice AI can act as a singularity point in knowledge, providing instant access to standard operating procedures, safety routines, and tribal knowledge in the built environment. Derek believes that AI will not replace human jobs in facilities maintenance, but it will support and enhance them, so we must seek applications that will help FM and asset professionals deliver value for their people. Leading with empathy and curiosity is key to staying ahead in the rapidly evolving tech landscape, so Mike and Derek share their love of music and classic videos games as they offer advice and the encouragement you need to be an Asset Champion in your organization! Take the Eptura™ Podcast Survey: https://forms.office.com/r/jY577CbNcx Connect with Derek on LinkedIn: https://www.linkedin.com/in/amazonleadership/ Explore more about Practical AI: https://www.practicalai.app/ Learn more about Eptura™: https://eptura.com/ Discover free resources and explore past interviews at: https://eptura.com/discover-more/podcasts/asset-champion/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/  

Are your customers ghosting your QBR invites? Let's be real… every CSM has faced the dreaded silence or worse, the wrong people showing up. But here's the ugly truth leadership never told you. It's not your QBR's timing, your agenda, or your follow-ups. It's that your meetings are about you, not your customer.In this episode, I break down the single biggest mistake 99% of CSMs make with their QBRs and hand you my simple 3-step framework to flip the script—from ignored invites to strategic sessions your customers actually want to attend. We'll dig into exactly what to research, how to reframe your outreach, and the one pro move that gets even busy execs leaning in. Craving the kind of executive buy-in that accelerates renewals, expansions, and your own career? Hit play, because everything you've learned about QBRs is about to change, starting now!

What if I told you the secret to being a proactive CSM has nothing to do with having more time?In this episode, I'm walking you through the exact 6-step framework I use with my coaching clients to help them get out of reactive chaos and into strategic, high-impact action—no matter how overwhelming their workload is. You'll hear how one CSM managing 500+ accounts went from “I don't even know where to start” to “wait… this is actually doable” in just one coaching call. And yes, I'm sharing the exact steps we used.If you're tired of feeling behind and ready to finally feel in control of your book and your career, this is the episode to hit play on. Let's get you unstuck.

If you've ever felt like your Google Ads were rockin' one month and dead the next, you're not crazy, and you're not alone. In this episode, I'm joined by two of my favorite people, our COO, Hallie Wasinger, and lead CSM, Danni Marks, as we unpack the wild ride that is Google Ads.This isn't a blame game or finger-pointing session. It's an honest, behind-the-scenes look at what happens when ad performance drops, whether it's caused by us making strategic changes or Google flipping switches behind the curtain. From the algorithm updates that wrecked March 2024 to the subtle behavioral shifts we're seeing now in 2025, we cover it all.You'll hear why turning off your ads when things get tough might be the worst move, how Local Services Ads (LSA) are stepping in to fill the gap, and why online scheduling isn't just convenient, it's essential. We'll even dig into how your website content and your service advisors' phone skills could be the hidden heroes or villains in your marketing success.This episode is sponsored by Shop Boss. Shop Management software that works the way you need it to right out of the box. Are you ready to convert clients to members? App Fueled specializes in creating custom apps tailored specifically for auto repair businesses. Build client loyalty. Get started today with your own customer loyalty app. Visit Appfueled.comLagniappe (Books, Links, Other Podcasts, etc)GOOGLE LOCAL SERVICES ADSGoogle's Local Service Ads – Everything You Need To Know - BlogGoogle's New Local Service Ads: What Auto Repair Shops Need to KnowHaving Patience With Google Ads With Hallie WasingerPatience is Key With New Google Ads - BlogShow Notes with TimestampsHow To Get In TouchJoin The Auto Repair Marketing Mastermind Group on FacebookMeet The ProsFollow SMP on FacebookFollow SMP on InstagramGet The Ultimate Guide to Auto Repair Shop Marketing Book Email Us Podcast Questions or Topics