Podcasts about director sales

In dieser Episode sprechen wir mit Elvir Johic, Director Sales bei Hapag-Lloyd Cruises, über seine erste Expeditionsreise in die Antarktis. Als erfahrener Branchenkenner kennt er die Destination aus dem Katalog – doch wie war es, diese eisige Wunderwelt erstmals selbst zu erleben?Elvir teilt mit uns seine Eindrücke der atemberaubenden Natur, unvergessliche Tierbegegnungen und die Highlights seiner Route mit der HANSEATICinspiration. Außerdem sprechen wir über die hohen Standards der Expeditionsreisen von Hapag-Lloyd Cruises, das Erlebnis an Bord und die Nachhaltigkeitsmaßnahmen, die solche Reisen zukunftsfähig machen. Ein Muss für alle, die von einer Antarktis-Expedition träumen! ❄️

Is there anything more terrifying for a marketer than having to work on the pricing page? How do you handle packaging, listing out features, and deciding whether to put the actual price, or “contact sales”?In this session from our Ultimate Roast of B2B Pricing Pages, Emily Kramer (Co-Founder & Advisor of MKT1), Bill Wilson (CEO & Founder of Pace Pricing), and Karan Sood (Director Sales Operations at Rakuten Kobo) share their secrets to a killer B2B pricing page. Then, they do a live teardown of real pricing pages that you can learn from.Emily, Bill, and Karan also cover:How to make your pricing page clear and transparentThe most common mistakes SaaS companies make with pricingHow to structure pricing tiers and communicate value effectivelyTimestamps(00:00) - - Introduction to Bill, Emily, and Karan (02:40) - - Why pricing pages are critical to conversions (04:53) - - The FAST framework (06:51) - - The four key functions of a pricing page (10:44) - - Common mistakes companies make with pricing page clarity (13:59) - - The role of social proof and risk reversal in building trust (16:12) - - Should B2B companies display pricing on their website? (18:46) - - How to structure pricing tiers for clarity and conversion (21:03) - - Live pricing page roast: Mention (33:53) - - Live pricing page roast: Flagsmith (42:06) - - Live pricing page roast: Contact Monkey (45:20) - - Why request pricing forms create unnecessary friction (47:41) - - Should you display pricing if your competitors don't? (49:43) - - The importance of value-based pricing in B2B (54:09) - - Final takeaways and recommendations Send guest pitches and ideas to hi@exitfive.comJoin the Exit Five Newsletter here: https://www.exitfive.com/newsletterCheck out the Exit Five job board: https://jobs.exitfive.com/Become an Exit Five member: https://community.exitfive.com/checkout/exit-five-membership***Today's episode brought to you by Navattic.B2B websites are filled with too much story, too much narrative these days. You visit a website and you have no idea what the product does and how it works. This is why Navattic has become a popular product for B2B Marketers. They help you build interactive demos so you can give buyers a real look at the product before they ever talk to sales.And guess what - it works. They found that companies using interactive demos with Navattic have seen up to a 25% lift in website conversion rates and a 10-20% increase in inbound leads. They just released their 2025 State of the Interactive Product Demo report, and it proves just how much more control B2B buyers want over the buying process. Buyers have more access to information than ever, and companies are finally catching up by making their product front and center.Their report breaks down the top-performing demos, why ungated demos drive higher engagement and the best use cases and strategies for making them work.So if you want to learn more about using product demos on your site, go check out Navattic's State of the Interactive Product Demo report now. ***Thanks to my friends at hatch.fm for producing this episode and handling all of the Exit Five podcast production.They give you unlimited podcast editing and strategy for your B2B podcast.Get unlimited podcast editing and on-demand strategy for one low monthly cost. Just upload your episode, and they take care of the rest.Visit hatch.fm to learn more

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** Originally published on February 15, 2023 **Here's a star replay episode, another one of my favorites! Apparently, it's one of yours too - as one of the most downloaded episodes so far. Michelle does an amazing job walking through all things Operations for GTM. What should we cover next on the show? DM me, comment, or write a review to share feedback. I appreciate you! - Jane--In this episode of "Women in B2B Marketing," host Jane Serra sits down with Michelle Kim, former Director of Sales Operations at Zendesk (now Senior Director, Sales & Customer Success Operations at Culture Amp). Michelle shares her career journey from sales to customer success operations and her current role in sales ops. The discussion highlights the distinctions between sales operations and revenue operations (rev ops), emphasizing the importance of communication and collaboration among sales, marketing, and customer success teams. Michelle also discusses challenges in forecasting, the balance between data and human elements, and offers advice for those new to operations. The episode provides valuable insights for marketing professionals aiming to enhance operational efficiency.Michelle talks us through:Her professional journey from sales to customer success operations and sales operations.The distinction between sales operations and revenue operations (rev ops).The importance of communication and collaboration among sales, marketing, and customer success teams.Responsibilities and strategies involved in sales operations, including territory management and forecasting.The debate between centralized and decentralized operations models.Challenges in achieving accurate forecasting in a fluctuating economy.The significance of research and understanding existing processes in operations roles.Balancing data-driven decision-making with the human element in operations.Motivating team members by understanding individual motivations and aligning them with business objectives.Advice for individuals new to operations on self-management and identifying operationally inclined team members.Key Links:Guest: Michelle Kim: https://www.linkedin.com/in/michellejykim/Host: Jane Serra: https://www.linkedin.com/in/janeserra/ Mentioned in this episode:Women in Revenue community: https://womeninrevenue.org/The amazing Sydney Sloan (future WIB2BM guest!): https://www.linkedin.com/in/sydsloan/Dimitri Tamparopoulos: https://www.linkedin.com/in/dimitri-tamparopoulos/[Book Reco] How Women Rise: https://www.howwomenrise.com/Michelle's Podcast Recommendations:The Revenue Engine: https://podcasts.apple.com/us/podcast/the-revenue-engine/id1554168319UnapologeTECH: https://podcasts.apple.com/us/podcast/unapologetech/id1526386752Permission to Speak:

Stell Dir vor, Du bist auf einem der berühmtesten Ozeanliner der Welt. Du wachst auf, öffnest die Augen – und die Sonne blitzt über den Horizont. Um Dich herum nur das endlose Blau des Ozeans. In dieser Show wird der Traum ein Stück greifbarer. Zu Gast ist eine Expertin in Sachen Seereisen und Luxus auf dem Wasser: Anja Tabarelli, Geschäftsführerin von Cunard Line Deutschland. Die Themen:Wie schafft es Cunard, dieses besondere Erbe zu bewahren und gleichzeitig neue Reisetrends zu setzen?Welche neuen Routen und Erlebnisse erwarten uns? Wie sieht die Zukunft der legendären Queens aus? Was macht das Cunard Erlebnis aus? Was sind die USPs der Flotte?Wer kommt zu Euch an Bord? Welches Publikum spricht Cunard Line an?Was ist das Besondere an den Schiffe, genannt die vier Queens? Wie unterscheiden Sie sich?Wo sind die Schiffe von Cunard unterwegs?Was sind Ihre besonderen Fahrtgebiete?Was macht Cunards Weltreisen und Weltentdeckerreisen einzigartig?Wie laufen bei Cunard die Landausflüge ab? Welche Trends beobachtet ihr bei Cunard Line?Welche Tipps gibt es für diejenigen, die kurzfristig dem deutschen kalten Wetter entfliehen möchten? Manche planen gerne weit im Voraus. Reisen für das erste Halbjahr 2027 sind schon auf dem Markt. Welche besonderen Reisen und Routen gibt es?Shownotes:LCC REISEBÜRO-FINDER (hier klicken).LCC Travel Termin (hier klicken).

Tue, 24 Sep 2024 03:00:00 +0000 https://ehi-retail-insights.podigee.io/133-new-episode 8449121f3f27890aa4a012156398880e Herzlich Willkommen zu dem EHI Retail Insights Special anlässlich der EHI Connect – Dein Event für E-Commerce am 1. und 2. Oktober im Denkquartier in Düsseldorf. Die EHI Connect ist für alle was, die eine Begeisterung für den Onlinehandel haben. Die Veranstaltung beleuchtet dabei in unterschiedlichsten Formaten die wichtigsten Entwicklungen und Trends rund um den E-Commerce. Außerdem bieten sich zahlreiche Möglichkeiten, Networking zu betreiben. Details zu Programm und Ablauf findet ihr in der ersten Folge unseres Specials. Zur thematischen Einstimmung auf die Konferenz spreche ich in dieser Episode mit Kristina Hekmann, PO Core Shop Experience, DOUGLAS und Markus Elbers, Director Sales, GK AIR. Die beiden sprechen über KI-gesteuerte Personalisierung. Danke an unsere Supporter des Specials: Devoteam & GK Anmeldung & Infos zu der EHI Connect: EHI Connect - Dein Event für E-Commerce 1./2. Oktober 2024 (ehi-connect.com) Moderation: Ute Holtmann Tritt gerne direkt via LinkedIn mit mir in Kontakt: https://www.linkedin.com/in/ute-holtmann-1233327a/ Technische Produktion: Philipp Lusensky Alle Folgen und mehr Infos zum EHI LAB: www.ehi-lab.org/podcast full no EHI LAB

In unserer aktuellen Folge schnackt Hubi mit Anja Tabarelli, der Director Sales und Marketing der Deutschland-Niederlassung von Cunard. Seit Anfang 2024 verantwortet sie zudem das gesamte DACH-Gebiet, also Deutschland, Österreich und die Schweiz.

Collaboration and communication are the key drivers for any successful marketing team to function. Gavin Watson, Senior Industry Lead for Marketing at monday.com, reveals how businesses are using the visibility and integration tools in project management tech to improve team efficiency and streamline marketing projects.Guest:Gavin Watson is the Senior Industry Lead Marketing, Creative, Retail and Manufacturing for Asia Pacific and Japan at monday.com. He has over 20 years of experience in tech and marketing and was previously Director of Strategic Partnerships at Outfit.io, Chief Commercial Officer at Automaton and Director Sales and Marketing at WPP, where he excelled in streamlining operations and driving mar-tech innovations.Find Us Online:James Lawrence LinkedIn: https://www.linkedin.com/in/jameslawrenceoz/ Smarter Marketer Website: https://www.smartermarketer.com.au/ Rocket Agency Website: https://rocketagency.com.au/ Rocket Agency LinkedIn: https://www.linkedin.com/company/rocket-agency-pty-ltd/Buy Smarter Marketer:Hardcover: https://amzn.to/30O63kg Kindle: https://amzn.to/2ZqfCWm About the Podcast:This is the definitive podcast for Australian marketers. Join Rocket Agency Co-Founder and best-selling author, James Lawrence in conversation with marketers, leaders, and thinkers about what it takes to be a smarter and more successful marketer.

This episode of the CPM Customer Success Podcast dives into the upcoming OneStream Splash conference in Las Vegas. Randy Cramp, Senior Sales Director at OneStream, joins the show to discuss how attendees can get the most out of the event.  Cramp emphasizes the importance of planning and suggests reviewing the conference app to curate a personalized agenda. He also highlights networking opportunities, recommending attendees connect with other customers, partners, and OneStream specialists.  The episode explores valuable sessions, including those focused on OneStream's AI capabilities showcased in the AI Hub. Cramp stresses the importance of asking questions, particularly for potential customers seeking to understand how OneStream can address their specific needs.  Selecting the right partner is also a key topic. Cramp advises attendees to explore the partner expo and inquire about a partner's experience and methodology.  Randy concludes with a customer success story, illustrating how a OneStream user continuously identified opportunities to solve problems and deliver value across the organization. 

Onze salesbaas van vandaag staat aan het roer van wat wij in onze tijd de verkoopschool van Nederland hebben genoemd. Honderden salesmensen hebben hier de kneepjes van het vak geleerd ik denk met genoegen terug aan mijn tijd bij deze toonaangevende leverancier van printers en kopieermachines met een historie van meer dan 100 jaar in Nederland dat inmiddels onderdeel is van het Xerox concern. We hebben het in deze aflevering over integriteit, planmatig werken en de waarde van Vitamine A in een organisatie. Hij studeerde Commerciele Bedrijfskunde aan de Erasmus Universiteit van Rotterdam en solliciteerde na zijn buitenlandstage bij het bedrijf waar hij nu alweer 19 jaar werkt. Hij doorliep zelf de school of hard knocks binnen dit bedrijf van junior accountmanager tot Salesdirecteur. Het is inmiddels 8 jaar geleden dat we collega's waren, dus voor mij was dit een leuk weerzien. Ik heb nu mijn eigen trainingsbureau en hij is de Director Sales en Operations bij Veenman Xerox Business Solutions. Onze gast: (99+) Faysal Baouch | LinkedIn Website: www.veenman.nl Onze presentator: (99+) Josef Stevens | LinkedIn Redactie: josef.stevens@salesbazen.com Onze adverteerders: Mediabureau Druktemaker: www.druktemaker.nl Salestraining organiseren? Bel met 0687608311

On this episode I am joined by Ben Crowe from Vertiv. Ben provides an insight to the ever expanding Australia and New Zealand Data Center regions.Ben shares how he started his career and how he ended up in the world of data centres.We then discuss Australia & New Zealand. Ben covers how the regions are developing, what is driving demand, and what we can expect in the coming years. They are very exciting regions with a lot of existing and future growth.Finally Ben provides his insight to some of the challenges we may face in 2024. The Inside Data Centre Podcast is recorded in partnership with DataX Connect, a specialist data centre recruitment company based in the UK. They operate on a global scale to place passionate individuals at the heart of leading data centre companies. To learn more about Andy Davis and the rest of the DataX team, click here: DataX Connect

Sebastian Tegtmeier war einer der ersten Gäste in diesem Podcast. Zuletzt in Folge 10, vor 4,5 Jahren zu hören, bekommt ihr heute die Folge 231 erneut mit Whiskey und Rum serviert. Damals war Sebastian noch bei Santa Cruz. Nachdem er den Posten für den Europa Marketing Chef frei machte, begann die neue Ära bei Bike Components. Als heutiger Director Sales & Marketing sprechen wir über seine Veränderungen, die Veränderungen der Branche und natürlich der Influencer.

Christopher Stützel ist Director Sales bei Bilendo und ein absoluter Profi im Bereich von Angeboten. Hier geht es zu seinem LinkedIN Profil: Christopher auf LinkedIN Ein gut strukturiertes Angebot bringt zahlreiche Vorteile für den Vertrieb mit sich. Durch die Implementierung klarer Kommunikation und transparenter Informationen wird die Kundenkommunikation verbessert. Dies vermittelt Glaubwürdigkeit und Professionalität, was wiederum den Eindruck Ihres Unternehmens bei potenziellen Kunden stärkt. Des Weiteren trägt die Hervorhebung einzigartiger Merkmale und Vorteile in Ihrem Angebot dazu bei, sich von Mitbewerbern abzuheben und eine Nische für Ihr Produkt oder Ihre Dienstleistung zu schaffen. Dies kann dazu führen, dass Kunden Ihr Angebot als einzigartig und besonders wahrnehmen, was die Chancen auf Abschlüsse erhöht. Insgesamt resultiert ein solches gut strukturiertes Angebot in einer effektiveren Arbeitsweise Ihres Vertriebsteams, höherer Kundenzufriedenheit und besseren Verkaufschancen. Ein transparentes, überzeugendes Angebot erleichtert Kunden die Kaufentscheidung, erhöht die Kundenbindung und fördert Wiederholungsgeschäft. Somit können Sie nicht nur Ihre Umsätze steigern, sondern auch langfristige Kundenbeziehungen aufbauen.

International listeners can support TBT here: https://buy.stripe.com/6oEaFEdAXbGe69W6ou Adeel Tahir is the Director of Sales and Ali Raza is Head of Marketing at TECNO Mobile Pakistan. TECHNO's Instagram: https://www.instagram.com/tecnomobilepakistan?igshid=MzRlODBiNWFlZA%3D%3D #thoughtbehindthings #muzamilhasan #techno Check out the trainings from Sarmaaya Financials: Training List: https://sarmaaya.pk/trainings/?src=tbt Technical Training Masterclass 2.0: https://sarmaaya.pk/trainings/details?tid=1&src=tbt Fundamentals of Capital Market: https://sarmaaya.pk/trainings/details?tid=2&src=tbt Do not forget to subscribe and press the bell icon to catch on to some amazing conversations coming your way! Socials: TBT's Official Instagram: https://www.instagram.com/thoughtbehindthings Muzamil's Official Instagram: https://www.instagram.com/muzamilhasan Support our podcast: https://anchor.fm/syed-muzamil-hasan-zaidi3/support Adeel's LinkedIn: https://www.linkedin.com/in/adeel-tahir-b132aa6/?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app Ali Raza's LinkedIn: https://www.linkedin.com/in/ali-raza-2548880/?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app Podcast Links: • Spotify: https://spoti.fi/3z1cE7F • Google Podcast: https://bit.ly/2S84VEd • Apple Podcast: https://apple.co/3cgIkfI --- Support this podcast: https://podcasters.spotify.com/pod/show/syed-muzamil-hasan-zaidi3/support

Marketing consists of everything that you do to create awareness of your business. Your marketing affects your lead generation, it affects your sales conversations, and it absolutely affects your income. My guest today is Patrick McGovern, Director Sales and Marketing at Ascedia, and host of the Over a Pint Podcast. Join us as we discuss how you can have easier sales conversations through content marketing, how the Covid-19 lockdowns affected our awareness of other humans outside of places like school or the office, and the balancing act involved in deciding if something truly is not working or if you simply have not tried it long enough. Guest Resourceshttps://www.linkedin.com/in/pmcgovern1https://podcasts.apple.com/us/podcast/over-a-pint-marketing-podcast/id1535335449BE IN CHARGE >> TAKE ACTION >> GET RESULTSConquer Your BusinessJoin us on FacebookLinkedInInstagram

Wie jeden Samstag gibt es heute eine neue Folge aus der Rubrik “Media Talk – die wichtigsten Startup-Medien im Dialog” und dafür begrüßen wir Franz Kubbillum, Director Sales von Atreus - A Heidrick & Struggles Company sowie Podcast-Host von “Behind the C”.Behind the C ist der Podcast des Manager-Netzwerks Atreus und wird von dem Direktor Franz Kubbillum gehostet. Er befragt erfolgreiche C-Level-Manager nach ihren Erfolgsrezepten, Karrierewegen und Gewohnheiten, die sie zu dem gemacht haben, was sie heute sind. Somit richtet sich der Podcast insbesondere an Manager, die ihr Potenzial ausschöpfen möchten, oder an angehende C-Level Manager, die von Expertinnen und Experten lernen wollen.

Teil zwei aus Griechenland mit Vollbluttouristikerin Sainey Sawaneh am Athener Flughafen, mit solamento Geschäftsführer Sascha Nitsche und Christos Tassakos, Director Sales vom Daios Cove, auf Kreta sowie mit Host Dominik Hoffmann, leider nur aus dem Münchner Tonstudio. Die Themen: Göttliche Ankunft; Schönste Privatbucht Europas; 360 Mitarbeitende; Natur und Gänsehaut pur; 165 Zimmer mit privatem Pool; 2.500 m2 großer holistischer Spa inkl. Kältekammer und Hyperventilationskammer; Modernstes Gym; Neues Restaurant; Adults only Bereiche; Residence Club; Cocktail-Labor; Genauso entschleunigen; Kinderclub; Aegean Airlines Die Welt ist schön, schau sie dir an. Finde Deinen persönlichen Reiseberater auf https://solamento.com/ Schreib uns deine Fragen und Anmerkungen an: podcast@solamento.de

Kalimera. Vollbluttouristikerin Sainey Sawaneh sitzt in Athen am Flughafen, solamento Geschäftsführer Sascha Nitsche und Christos Tassakos, Director Sales vom Daios Cove, befinden sich auf Kreta. Host Dominik Hoffmann neidet aus dem Münchner Tonstudio Richtung Griechenland. Die Themen: Sehr gewollt im Daois Cove; Neuer Flughafen auf Kreta ab 2027; Griechenland-Buchungen boomen; solamento Expertenfilter; Super Inseln, super Produkt, super Hotels; solamento Beratungsleistung; Stammkunden; Eigenständiges Kreta; Gastfreundlichkeit und Hilfsbereitschaft; Freddo Espresso SASH VOYAGE mit SOMMER SONNE SIRTAKI feat. Massimo Andretti: https://www.youtube.com/watch?v=2J9o2rP0KZ8 Die Welt ist schön, schau sie dir an. Finde Deinen persönlichen Reiseberater auf https://solamento.com/ Schreib uns deine Fragen und Anmerkungen an: podcast@solamento.de

This podcast is a recording of a panel session from June 15th 2023. Join us as we discuss how the OEMs have supported their customers to adapt their strategy to open new routes and deliver new revenue streams during and since the pandemic.  MODERATOR: Aaron Munetsi, CEO, Airlines Association of Southern Africa In conversation with: Dominique Dumas, Vice President Sales Africa & Indian Ocean, ATR Joep Ellers, Airline Marketing Director - Africa, Airbus James Bosse, Director Sales, De Havilland Aircraft of Canada Limited  Raphael Haddad, President, Jetcraft Commercial Stephan Hannemann, VP Sales & Marketing, Head of MEA, Embraer Jason Sutcliffe, Regional Marketing Director, Rolls-Royce

31 May 2023. Gulf News and Khaleej Times newspaper in the UAE has decided to stop printing the physical newspaper on weekends. Anshuman Joshi, Director Sales & Publishing at Gulf News & Al Nisr Publishing talk us through the business case behind the decision. Plus, ratings agency S&P has affirmed its AA rating on the Abu Dhabi economy – one of the highest in the world, economist Trevor Cullinan of S&P outlined the main findings. And,  latest report that Dubai is now home to hundreds of Russian startups and investors. We speak to the author from Wamda, Triska Hamid.See omnystudio.com/listener for privacy information.

Das ist eine Situation, die jeder kennt. Wir überlegen, wo der nächste Urlaub hingehen soll. Da hast Du die Qual der Wahl. Willst Du Sport machen oder komfortabel entspannen oder viele Menschen kennenlernen? Wenn Du Dich nicht für eins entscheiden kannst, dann ist es herrlich einfach. Aktivsein, Entspannen, Urlaub mit Gleichgesinnten...das alles gibt es in Clubs. Andreas Weber ist jetzt hier im Podcast. Er ist Director Sales & Marketing bei Aldiana.Die Themen:Wie sieht das bei Aldiana aus? Was erwartet Urlaubshungrige vor Ort? Wo gibt es überall Clubs? Shownotes:LCC REISEBÜRO-FINDER (hier klicken).LCC MEET ME (hier klicken).

Manchmal muss es schnell gehen – und dann sollte man die Gelegenheit beim Schopfe ergreifen, wenn sie sich bietet. So haben wir es auch in dieser Episode getan. Denn Florian Lüft, Director Sales und Marketing bei Envision Digital als auch Michael Richter, Senior Manager Business Development, waren in der Nähe – und da haben wir spontan das Mikrofon gezückt, um euch teilhaben zu lassen. Envision ist eines der führenden Greentech-Unternehmen. Themen wie Windkraft, Fahrzeugbatterien, KI und mehr zählen zu den Business-Feldern des Players aus dem asiatisch-pazifischen Raum. Wir möchten die Welt durch die Reduktion von Emissionen in eine bessere Zukunft führen Technologie braucht Geschwindigkeit – sicher ein Grund, warum Envision auch mit einem eigenen Formula E Team aktiv ist: https://envision-racing.com/. Viel Spaß beim Reinhören und gute Unterhaltung! --- WERBUNG: Der BYTES ,N' BATTERIES Podcast wird unterstützt von Hankook und iON, der globalen Reifen-Familie speziell für Elektroautos --- Special thanks to / Unser besonderer Dank gilt: Florian Lüft und Michael Richter, Envision Digital GmbH ---- Unterstützer: Hankook Tire https://www.hankooktire.com/de/de/home.html Pressemitteilung iON Reifen-Familie ---- Feedback und Anfragen: york.kolb@brands-in-green.com https://bytesnbatteries.de/ Instagram: @bytesnbatteries_podcast

Die Themen im heutigen Versicherungsfunk Update sind: Fonds Finanz verstärkt Führungsteam Vivien Steinke hat die Leitung der Abteilung Human Resources der Fonds Finanz übernommen. Sie verstärkt das Führungsteam seit 1. Juli 2022. Gemeinsam mit den Bereichen der Unternehmensstrategie und Organisationsentwicklung soll die 44-Jährige Rahmenbedingungen schaffen, die die Mitarbeitenden langfristig an den mittelständischen Finanzdienstleister binden. Signal Iduna will Betriebskunden unterstützen Die Signal Iduna arbeitet künftig mit der Canei AG zusammen. Das Unternehmen aus Dortmund hat den Bereich der betriebswirtschaftlichen Unternehmensberatung digitalisiert. Dadurch sollen Unternehmern in Sekundenschnelle die finanziellen Möglichkeiten sowie nötigen Handlungsfelder aufzeigt werden können. Während Canei-Kunden künftig auf Produkte und die Beratungsleistung des Versicherers zugreifen können, sollen im Gegenzug die Leistungen von Canei an Betriebskunden herangetragen werden. Neodigital verstärkt Vertriebsteam Die Neodigital Versicherung AG stellt ihr Vertriebsteam breiter auf und verstärkt sich mit Beatrice Jacobus. Jacobus unterstützt mit Wirkung zum 15. März als Director Sales das B2B2-C-Vertriebsteam der Digitalversicherung unter Leitung von Ulf Ackerschott und soll insbesondere die neue, innovative Kfz-Sparte voranbringen. Zuletzt verantwortete sie als Managerin Business Development B2B die Leitung des Vertriebes mit Kooperationspartnern für u. a. die Vertriebswege Automotive und unabhängige Vermittler bei der Verti Versicherung AG (Mapfre Group). MLP verlängert mit Finanzvorstand Der Aufsichtsrat der MLP SE hat den bis 31. Januar 2024 laufenden Vertrag von Reinhard Loose einstimmig erneut um fünf Jahre bis 2029 verlängert. Als Finanzvorstand verantwortet Loose die Bereiche Compliance, Controlling, Einkauf, IT, Konzernrechnungswesen, Risikomanagement, Interne Revision und Recht. Continentale überarbeitet Cyber-Schutz Die Continentale Sachversicherung hat ihren Cyber-Schutz weiter verbessert. Sie bietet ihren Firmenkunden jetzt als Ergänzung zum Tarif KuBuS Cyber kostenlose Awareness-Schulungen an. Diese sollen das Bewusstsein der Belegschaft für Gefahren durch Cyberangriffe schärfen und so die Sicherheit ihrer Unternehmen erhöhen. Außerdem können Unternehmen dadurch den vereinbarten Selbstbehalt senken. Das Angebot richtet sich an Neu- wie Bestandskunden gleichermaßen. Funk verstärkt den Industriebereich Der Versicherungsmakler und Risk Consultant Funk reagiert auf die Entwicklungen am Sachversicherungsmarkt mit personellen Veränderungen. Gemeinsam mit dem bisherigen Leiter Christian Pietsch werden Cord Harder und Tobias Kahlo den Bereich ab April leiten.

Den Effecten-Spiegel und den Düsseldorfer Eishockey-Club DEG verbindet eine langjährige Sponsoring-Partnerschaft. Wie wichtig Sponsoren für den Profisport sind und welche Veränderungen die Coronapandemie mit sich brachte, bespricht der ES im Interview mit Herrn Schlenker, Director Sales bei der DEG. www.effecten-spiegel.com

„Entschuldigen Sie, wo haben Sie denn dieses Mammut gefunden?“ – So oder so ähnlich könnte es schon in frühester Menschheitsgeschichte angefangen haben. Was folgte, war eine Empfehlung und unter Umständen ein glücklicher Urzeitmensch. Mit der zunehmenden Kommerzialisierung wurde dieses Grundprinzip um einen monetären Faktor erweitert und nur wenige Jahrtausende später lassen wir uns praktisch alles von Influencern verkaufen. Ein wesentlicher Bestandteil dabei ist das so genannte Affiliate Marketing. Dino Leupold von Loewenthal von Rakuten Advertising kennt sich als Director Sales bestens in Sachen Affiliate Marketing aus und erklärt im neuen OHN Podcast, wie das Geschäft abläuft. Als nahezu risikofreier Bereich des Marketing können Unternehmen hiervon schließlich auch in wirtschaftlichen Krisenzeiten profitieren. Wer jetzt Feuer und Flamme ist und sich weiter informieren möchte, trifft die Branche am 23. März 2023 auf der Partner Up+ in München.

There's a lot of chatter around RevOps lately, so Michelle joins us to talk through the world of Revenue Operations - from Sales through Customer Success and Marketing. What makes each and every Ops team work more efficiently and ultimately drive more revenue for B2B brands?Michelle talks us through:Keeping the revenue engine running smoothlyThe #1 skill for a successful RevOps professionalDifferent org structures: centralized vs decentralized RevOpsForecast accuracy - how this has changed over the last few years, and how Michelle's team has achieved 1-5% forecast accuracy (wow!)How revenue operations can differ at smaller brands vs more mature, enterprise brands The importance of a "Secondment" - or job rotation, or an internal internship - gaining exposure to different teams within your oganizationKey Links:Guest: Michelle Kim: https://www.linkedin.com/in/michellejykim/Host: Jane Serra: https://www.linkedin.com/in/janeserra/ Mentioned in this episode:Women in Revenue community: https://womeninrevenue.org/The amazing Sydney Sloan (future WIB2BM guest!): https://www.linkedin.com/in/sydsloan/Dimitri Tamparopoulos: https://www.linkedin.com/in/dimitri-tamparopoulos/[Book Reco] How Women Rise: https://www.howwomenrise.com/Michelle's Podcast Recommendations:The Revenue Engine: https://podcasts.apple.com/us/podcast/the-revenue-engine/id1554168319UnapologeTECH: https://podcasts.apple.com/us/podcast/unapologetech/id1526386752Permission to Speak: https://podcasts.apple.com/us/podcast/permission-to-speak/id1491356006Dear Asian Americans: https://podcasts.apple.com/us/podcast/dear-asian-americans/id1500293933Speak as a Leader: https://podcasts.apple.com/us/podcast/speak-as-a-leader/id1647699850Asian Hustle Network: https://podcasts.apple.com/us/podcast/asian-hustle-network/id1520338573The Tao of Self-Confidence: https://podcasts.apple.com/us/podcast/the-tao-of-self-confidence/id1035011998You Are The Brand: https://podcasts.apple.com/us/podcast/you-are-the-brand/id828811790

Die Themen im heutigen Versicherungsfunk Update sind: Swiss Life will ausbauen Der Finanzberatungskonzern Swiss Life Deutschland plant weiterhin den Ausbau der Beratungsstandorte. „In diesem Jahr möchten wir rund 70 weitere Standorte und Kanzleien eröffnen. Gerade in diesen Zeiten stellen wir damit die Nähe zu Kundinnen und Kunden sicher“, sagt Matthias Wald, Leiter Vertriebe und Mitglied der Geschäftsleitung bei Swiss Life Deutschland. Mittlerweile verfügt das Unternehmen und deren Töchter Swiss Life Select, tecis, Horbach und ProVentus über ein Netz von mehr als 770 Standorten mit mehr als 5.800 Finanzberatern. Element erweitert Executive Board Philipp Hartz und Michael Bongartz ergänzen ab sofort das Executive Board von Element, in dem CEO Astrid Stange sowie CFO/CIO Eric Schuh tätig sind. Hartz ist seit Februar 2020 im Unternehmen. Als Chief Sales Officer hat er seit Oktober 2022 außerdem die Führung für den weiteren Ausbau der Vertriebskanäle übernommen. Bongartz hatte im August 2022 die Rolle des Chief Commercial Officers übernommen. DKM mit verändertem Öffnungskonzept Die Leitmesse der Finanz- und Versicherungsbranche wird ihre Messetage verschieben. Die DKM startet bereits am Dienstag, 24. Oktober 2023 ab 12.00 Uhr das gewohnte DKM-Programm aus Information, Networking und Weiterbildung. ­„Gemeinsam mit den Ausstellern haben wir ein Konzept erarbeitet, das ein gestrafftes Programm bietet, aber dennoch zwei Messetage mit sich bringt.“, erklärt Konrad Schmidt, Geschäftsführer des DKM-Veranstalter bbg Betriebsberatungs GmbH. Eine weitere Änderung betrifft die Abendveranstaltungen: Aus Warm-up und DKM Night wird „Meet-up“. Der Besuch der Veranstaltung ist im Messeticket enthalten. Huk-Coburg gründet Data Analytics-Abteilung Die Huk-Coburg baut ihre Aktivitäten rund um datenbasierte Geschäftsmodelle weiter aus und hat eine eigene Data Analytics-Abteilung gegründet. Ziel ist es, datenbasierte Anwendungen und Produkte zu entwickeln sowie interne Prozesse zu unterstützen. Zum 1. Februar übernimmt Dr. Thomas Körzdörfer (42) die Leitung der neuen Abteilung. Der promovierte Physiker und Datenwissenschaftler ist seit 2018 im Unternehmen tätig. Er war zuletzt für die Data Analytics-Aktivitäten des Aktuariats im Bereich der Schaden- und Unfallversicherung verantwortlich. Xempus verstärkt sich Mit Julian Traut gewinnt das Münchner Insurtech Xempus einen neuen Director Sales für Versicherer und Vermittler. Zuvor verantwortete der 36-Jährige bei dem Technologieunternehmen Salesforce den Vertrieb und das Key Account Management für verschiedene Enterprise-Kunden im Versicherungsumfeld. Weitere Stationen seiner bisherigen Karriere waren Versicherungsunternehmen wie Allianz und Zurich International, wo er in unterschiedlichen Funktionen in den Bereichen betriebliche Altersversorgung und Mitarbeiter-Benefits tätig war. 38.000 Sportunfälle pro Jahr Jeder fünfte Sportunfall passiert beim Skifahren. „Insgesamt leisten die Unfallversicherer pro Jahr bei über 8.000 Skiunfällen“, sagt Jörg Asmussen, Hauptgeschäftsführer des GDV. Nur der Massensport Fußball hat mit 35 Prozent einen höheren Anteil an den jährlich 38.000 Sportunfällen, in denen Unfallversicherer leisten. Je Skiunfall zahlen die Unfallversicherer im Schnitt rund 7.700 Euro. Bei Verletzungen beim Reitsport sind es rund 6.900 Euro, beim Fußball knapp 5.200 Euro.

In der neuesten Folge des Sales Career Podcasts habe ich Michael Jezela zu Gast, einen erfahrenen B2B Sales Experten und aktuell Director Sales bei TradeLink. Michael hat bereits einen bemerkenswerten Karriereweg hinter sich und wir tauchen in seine frühe Tage als Vertriebler ein, als er "Klinken putzen" musste, um Ärzte/Ärztinnen für doctolib zu gewinnen. Hier erfahren wir, wie Michael es schaffte, eine starke Beziehung mit dem Personal an der Rezeption aufzubauen und die Ärzte/Ärztinnen zu überzeugen. Doch die Zeiten haben sich geändert und so auch die Art des Verkaufens.Heute geht es eher in Richtung digitalem Vertrieb, und das hat Michael über die Jahre erfolgreich umgesetzt. Michael beschreibt seine Passion für Outbound-Verkauf als "Blutleckerei". Denn er findet es spannend, mit traditionellen Branchen zu arbeiten, die man von null auf eins aufbauen kann und einen Mehrwert ins Leben der Menschen bringen kann. Im weiteren Verlauf unterhalten wir uns über das Konzept von Wachstum in einem Unternehmen, auch in wirtschaftlich schwierigen Zeiten. Michael legt den Fokus auf die Zufriedenheit und Motivation seiner Mitarbeiter:innen und betont, dass er Talente durch seinen Führungsstil anziehen möchte. Hier lernen wir auch den Leadership-Charakter von Michael kennen und was Mitarbeiter:innen in seinem Team erwarten können. Die Highlights: Michael Jezela ist ein erfahrener B2B Sales Experte und Director Sales bei TradeLink Vorher hat er Startups wie doctolib und Cosuno mit aufgebaut Er hat bereits eine bemerkenswerte Karriere hinter sich Michael hat eine Passion für Outbound Vertrieb, interessiert sich vorallem für traditionellen Branchen Er fokussiert sich auf Zufriedenheit und Motivation der Mitarbeiter:innen Seine Mitarbeiter:innen können von ihm starke Führung und Motivation erwarten --- Wenn du mehr Input für deinen Einstieg in den Softwarevertrieb willst, dann geht das ganz einfach hier: Der wöchentliche Sales Career Newsletter: https://salescareernewsletter.ck.page/48d7c78db4 Tyrone auf LinkedIn: https://www.linkedin.com/in/tyrone-smith-bremen/ Sales Career Podcast auf YouTube: https://www.youtube.com/@salescareerpodcast --- Links zu dieser Folge: Michael auf LinkedIn: https://www.linkedin.com/in/michael-jezela/ Karriereseite von TradeLink: https://jobs.eu.lever.co/tradelink --- Happy selling!

Managing wireless and wireline telecom networks involves monitoring and interpreting a lot of data from thousands of sites and dozens of data points at each of those sites.Network managers need to know the status of their sites at all times, especially when power outages or equipment failures occur. They rely on detailed site data to make informed decisions for appropriate corrective actions or to dispatch field technicians.Jon Baars, Director-Sales & Marketing at Asentria discusses with John Celentano, Inside Towers Business Editor, the business of site monitoring and how capturing and displaying large volumes of information helps to manage networks efficiently and cost-effectively.Support the show

IMPORTANT NOTE: If you follow me on LinkedIn, you might have already read about Jenny's journey to fight cancer. Together with Michael Larche and SDRs of Germany, we are trying to take some weight off her family's shoulders and raise money for her treatment, which her health insurance is not covering. Please follow this link to help us and donate

In the latest episode of our Identity Architects podcast, InfoSum's Director Sales, Sunil Modha, sat down with Lincoln Gunn, VP, Programmatic Revenue, Operations & Data Partnerships, at Fandom, to discuss data privacy, consumer trust, data collaboration, and more.---More information on InfoSum https://www.infosum.com/InfoSum Case Studies: https://www.infosum.com/resources/library/case-studies---Subscribe to our newsletter: https://www.infosum.com/resources/insightsFollow us on LinkedIn: http://www.linkedin.com/company/infosumhqFollow us on Twitter: https://twitter.com/InfoSum

For more prospecting and sales development tips, join 1'808 SDRs getting the newsletter here: https://sdrgame.substack.com/ ---- In this episode, I talk with David Bentham, Director, Sales Development @ Cognism. We talk about the structure of the SDR team at Cognism, Cognism has 75 SDRs globally and 8 SDR managers. Dave shares his lessons after hiring 1000+ reps in his career and on the Cognism hiring process. What's working for them, how many steps, the traits he's looking for, the red flags he's looking for, and how long it takes to hire 1 SDR. Follow Dave: https://www.linkedin.com/in/davebentham/ Resources from the episode: Never hire a bad salesperson again by Christopher Croner — Follow me on LinkedIn: https://www.linkedin.com/in/elriclegloire/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/sdrgame/message

Rizwan Shaikh, Director Sales, MENA & Asia, ExpleoNew financial technology is changing the way we work but making the technology work for the customer is paramount – and that means both working for the bank or financial institution and for the end customer, whether that consumer is an individual or a corporate. Rizwan Shaikh, Director Sales, MENA & Asia for Expleo, discusses the concept of humanisation with Robin Amlôt of IBS Intelligence and why software solutions must make sense to end customers. We also delve into the difference between digitisation and digitalisation.

It's October! Therefore, it's scary season. That's why we decided to share with you our live event that we recorded a couple of months ago. It was the scary success live panel run by Peter Storey of Greenlit in association with Kino. On the panel were Jake West, Frighfest's Paul McEvoy, Alix Austin, Kier Stewart, Sarah Appleton, Giles Alderson and director/sales agent Julian Richard.In their conversation they talked about:- making horror films in 2022- film festivals- the importance of cast- knowing your audience- platforms for horror content- value of short films nowadays- new ways of marketing- merchandise- how to animate your audience- casting and getting cast- getting named actors on board … and so much more. This is a feature-length masterclass in indie filmmaking with a focus on the horror genre. You. Don't. Want. To. Miss. This. So, sit back, relax and listen to our amazing chat! PATREONBig thank you to:Lee HutchingsMarli J MonroeKaren NewmanWant your name in the show notes or some great bonus material on filmmaking?Join our Patreon for bonus episodes, industry survival guides and feedback on your film projects! Our new 4 tier structure is in place. Come join the community!https://www.patreon.com/thefilmmakerspodcast CREDITSThe Filmmakers Podcast is hosted, produced and written by Giles Alderson @gilesaldersonEdited by @tobiasveesSocial Media by Kalli Pasqualucci @kallieepMarketing Huw SiddleLogo and Banner Art by Lois Creative Theme Music by John J. Harvey Hosted on Acast. See acast.com/privacy for more information.

C-band deployments are underway with the major carriers, particularly Verizon and AT&T, that each got an early start with Phase 1 rollouts in December 2021. The Phase 2 activities are underway to meet a December 2023 deadline.C-band is a valuable mid-band spectrum for its bandwidth capacity and reach. The early carrier activity has focused on macrocells but is moving to small cells for network densification in populated areas and for new fixed wireless access applications.Mounting C-band radios on small cells, however, poses a host of challenges and understandably, not one size fits all.Kat Brooks, Sr. Director-Sales at CommScope talks with John Celentano, Inside Towers Business Editor about C-band small cell deployment challenges and some novel solutions. Support the show

My guest for this episode is, Daniel Rodriguez Nieto, Global Director, Sales Development @ MessageBird...  Daniels previous roles include, Head Of Business Development for EMEA @ Criteo & Head of Sales Development for EMEA Enterprise @ DocuSign.  Connect w/Daniel - https://www.linkedin.com/in/danielrodrigueznieto/   

In der Jubiläumsfolge – ja, es ist bereits die 20. Ausgabe – unseres Podcasts spricht Gastgeber Ralf Wolfgang Lothert mit der Customer Relationship Managerin Sabine Frank und Jürgen Klampfer, Director Sales bei JTI Austria, über die besonderen Herausforderungen beim Kundenkontakt und im Verkauf, wenn der Markt über ein Handelsmonopol gesetzlich geregelt ist.Für Fragen und weiterführende Informationen schreiben Sie bitte an CCAllgemein@jti.com

In this episode, Ritesh Chopra, Director Sales and Field Marketing in India & SAARC Countries of NortonLifeLock speaks to host, Nandagopal Rajan about how he measures and evaluates internet addiction, the biological and mental effects of spending several hours on devices, and how people use, and can protect themselves from, creepware or spyware.

Roy Schindele, Executive Director, Sales and Marketing, Mission Inn Resort & Club, discusses the upcoming LPGA Epson Tour event, May 27-29, to be played on the award-winning El Campeon championship course. He also highlights the many amenities the resort has to offer including its world-class Spa Mirabella which is open to the public, fine dining, Sunday brunch, and more.

Die Themen im heutigen Versicherungsfunk Update sind: Aon übernimmt den Spartenmakler Die Aon Versicherungsmakler Deutschland GmbH hat den Spartenmakler Karl Köllner übernommen. Im Paket sind beiden Unternehmen Karl Köllner GmbH Versicherungsmakler und die Karl Köllner GmbH & Co KG Marine Insurance Brokers. Aon will damit sein Portfolio im Bereich Schifffahrt, Transport und Logistik weiter ausbauen. Gothaer startet neue Rentenversicherung Die Gothaer baut ihr Produktportfolio mit einer indexgebundenen Rürup-Rentenversicherung aus. Das Produkt "BasisVorsorge GarantieRente Index" ist auf dem Produktkonstrukt sowie dem Indexportfolio aus der GarantieRente Index aufgebaut, das bereits in der betrieblichen und privaten Altersvorsorge angeboten wird. blau direkt mit neuem Director Sales Der Maklerpool blau direkt beruft mit Wirkung zum 01. Mai 2022 Stefan Woitkus zum Director Sales. Der 41-Jährige soll die Akquise und Begleitung von Key Account Partnern sowie Kooperationen steuern. Xempus schafft Position des Chief Product Officer Beim Insurtech Xempus verstärkt Louise Buson das Management-Team als Chief Product Officer. In dieser Position soll sie den neu geschaffenen Vorstandsbereich leiten und die Zukunfts- und Wachstumspläne des Unternehmens steuern. HDI Global mit neuem Global Head of Human Resources Arnoud Bos übernimmt mit Wirkung zum 1. Juli 2022 bei der HDI Global SE die neu geschaffene Position des Global Head of Human Resources (HR). In seiner neuen Rolle wird der 46-jährige Niederländer das People-Management von HDI Global verantworten und gemeinsam mit den lokalen Einheiten eine weltweit harmonisierte HR-Struktur für HDI Global schaffen. HUK-Coburg vermittelt CO2-Bonus Ab sofort vermittelt die HUK-Coburg Haltern eines Elektroautos einen CO2-Bonus: Wer die von der Bundesregierung festgelegte Treibhausgasminderungsquote für sein rein elektrisch angetriebenes Auto über den Versicherer verkauft, erhält für dieses Jahr 350 Euro. Dieser Service soll unabhängig von einem Versicherungsabschluss sein und auch Nicht-Versicherungskunden offen stehen.

In this episode, Rachael is joined by Ryann Morrow, Senior Director, Sales Development at Cybrary, a cyber security professional development platform that provides IT and security professionals with the knowledge and skills to achieve their career goals. Ryann joined Cybrary in 2019 and in 2020, Cybrary won an OpsStars Award for Highest ROI Program of the Year for driving a 133% increase in pipeline in just one quarter after a major project to automate their go-to-market processes. In this episode, Ryann shares how she took her sales development team from survival mode to a thriving organization, by aligning with big picture business goals.

Wally joined Kohler Co.'s Minneapolis Branch directly following his graduation from the University of St. Thomas in St. Paul, MN in 1976.In October 2020, after over four decades with Kohler Co., Wally retired as a Director – Sales, Builder Channel, a position that he had held since 2008. Today, he serves as a consultant and brand ambassador for the luxury kitchen and bath manufacturer.In 2014, Wally's contribution to Kohler Co. was acknowledged when he was chosen as the recipient of the company's highest and most prestigious recognition, the Chairman's Award. Wally was also recognized by CBUSA in March 2020 with its first inaugural and annual Walter G Schwartz – Award of Excellence award.Wally considers applauding good work and innovation, as well as having an atmosphere and a spirit of collaboration, as keys to cultivating good company culture. He also encourages going above and beyond what is expected in demonstrating to your people that they are supported, such as by sending them handwritten notes.He goes on to discuss his 12 years as the focal person for “all things builder” within Kohler Plumbing North America, how he came to collaborate with CBUSA, and the major changes he personally witnessed within the company since joining them over 40 years ago.In particular, he speaks on the reputation that Kohler has built for “elevating kitchen and bath into the fashion industry” and its recent push for more sustainable and environmentally-friendly products.Episode Sponsors:Visit https://buildertrend.com/aft/ to get a 60-day money-back guarantee on your Buildertrend account!Pella Windows & Doors - https://www.pella.com/Topics Discussed:[03:17] What sets the tone for good company culture[09:26] Managing conflict and addressing poor internal communication[13:41] How the role of “Director – Sales, Builder Channel” got started[19:25] How Wally proved himself to senior leadership[23:51] Onboarding customers to “buy into” Kohler Co.'s products[25:38] The evolution of the Builder program[31:30] What inspired Walter to join CBUSA[38:00] What Wally likes best about working with Kohler Co.[41:25] Building a network of big players in the industry[47:58] The biggest changes within Kohler Co. over the last four decades[58:01] What differentiates Kohler Co. from its competitors[01:01:03] A fun fact about Kohler Co. that most people aren't aware ofConnect with Kohler:Website - https://www.us.kohler.com/us/Instagram - https://www.instagram.com/kohler/Facebook - https://www.facebook.com/KohlerPinterest - https://www.pinterest.com/kohlerco/_shop/YouTube - https://www.youtube.com/KohlerTwitter - https://twitter.com/KohlerHouzz - https://www.houzz.com/professionals/kitchen-and-bath-fixtures/kohler-pfvwus-pf~1577186000?=undefinedLinkedin - https://www.linkedin.com/company/kohler/Connect with Brad Leavitt:Website - https://www.aftconstructionpodcast.com/Instagram - https://instagram.com/aft_constructionFacebook - https://www.facebook.com/aftconstructionHouzz - https://www.houzz.com/pro/aft-construction/aft-constructionPinterest - https://www.pinterest.ph/AFT_CONSTRUCTION/YouTube - https://www.youtube.com/channel/UCzB4R_DHPVV1SPh7RUfR5jgKey Quotes by Walter SchwartzIt's important in any company to have an atmosphere and a spirit of collaboration.I love Kohler Co. The work was hard; but, when you have a passion for something and when you really love something, it's a great feeling.The elevation of the kitchen and bath into the fashion industry – even our competitors would admit that Kohler Co. has been the leader in doing that.Kohler Co., for as long as I can remember, has consistently reinvested 90% or more of its earnings into the company. I think that's really important when funding the growth of the company and expansion and so forth requires a lot of fiscal discipline.

Monica Venturella is a Director, Sales Development at Signant Health. Signant Health is the evidence generation company, uniquely providing a single source for comprehensive clinical trial technology, services/support, and expertise. Monica is responsible for effectively enabling a global team of sales development folks who educate the market on the value of Signant Health's solution offering. In this episode, we talked about the Universal Sales Truths that were true yesterday, are true today, and will be true tomorrow. Take a listen to the episode to find out which universal sales truths Monica talked about.

In this interview, I am joined by Courtney Hirata - Senior Director, Sales Strategy and Operations - Global SMB at SAP Concur. Listen as we discuss Courtney's journey from Accounting to IT and her amazing career and life advice! Get in touch with Courtney: https://www.linkedin.com/in/courtney-hirata-80313337/ Books & Podcasts mentioned: Brene Brown - Author & Speaker Armchair Expert - Dax Shepherd Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team by David Mead, Peter Docker, and Simon Sinek ✦ SUBSCRIBE so you don't miss more tech tutorials and tech career tips videos:: http://bit.ly/SlyGittensYouTubeChannel ✦ LinkedIn Profile ➜ https://www.linkedin.com/in/slygittens/ ✦ Instagram Profile ➜ https://www.instagram.com/sly_gittens/ --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

The month of April is dedicated to exploring some Corporate 101 together. Kicking us off is the spectacular Wanda Rozwadowska, Senior Sales Director at Nike. Yaaaaaay! Not only do we dive into what it takes to become a leader in the corporate world, but we also dive into Wanda's story, how she has morphed one career into another and continuously built her repartoire of skills and experiences that allow her to lead authentically today.Corporates the world over are interesting animals. Endlessly variable departments and functions working in (semi) harmony to keep the big machine operational across continents and time zones. Some rules governing this complex organism operational are written, but some others, are not. We talk about career development in such entities, about staying in charge of one's own fortune, and finding mentors that matter.Have a listen, have a laugh, learn a little and have a fabulous day!Let's go get it!HIGHER! -- with Nikki Symmons and Tom Zamzow--Welcome to Higher! everyone. The podcast where we help you reach higher in your career, and learn with experts in recruitment, entrepreneurship, marketing and many more about what it takes to become a leader in your dream industry.Be sure to follow #gohigherpodcast on Instagram for a peek behind the scenes, additional resources, and to let us know your thoughts and comments for this episode!--This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

In this episode we talk to Ashutosh about his upbringing and journey into corporate life, and the lessons that taught him. His route into entrepreneurship to build the “Boots of India”,which grew to be India's largest retail pharmacy chain, and his life post-exit as an author and podcaster. The NBN Entrepreneurship and Leadership podcast aims to educate and entertain, sharing insights based on the personal story of our carefully selected guests aiming for the atmosphere of an informal conversation in a bar or over a cup of coffee. This episode can be viewed on Youtube here. About our guest Ashutosh hosts the very successful video and podcast series titled “The Brand Called You – Converse with the Future” (www.tbcy.in) bringing the stories of successful entrepreneurs, professionals and senior corporate leaders to thousands of listeners. He is a certified Business Coach and coaches / mentors several CEOs in India on business matters, governance, strategic planning, succession planning, personal accountability, people and culture issues. (www.equationcoaching.com). A published author of 6 best-selling books, he has written on Startups, Entrepreneurship, Retirement in the 21st Century, Personal Branding, Work Life Balance and Fiction. His latest book on personal branding is titled “The Brand Called You”. He writes regularly for Times of India and can often be seen on National Television panel discussions on political affairs. Ashutosh founded Guardian Pharmacy in India in 2003 and built it into India's second largest Pharmacy Chain. He exited from the business in 2016. Prior to that he worked for ITC Limited for 17 years leaving in 1996 and thereafter with US Aerospace companies for 8 years as their Head of Asia. Ashutosh served on the board of GAVI, The Vaccine Alliance (www.gavi.org) for 8 years. He sits on several boards and advises companies on strategy and governance matters. He was the Chairman of Bizdome, the Startup Incubator of IIM Rohtak till 2018. He is a YPO member and was Chairman of YPO South Asia Gold (2017-19). He was recognised as a Global Leader for Tomorrow by the World Economic Forum in 1994. His wife Vera is a Historian and teaches at the American Embassy School, New Delhi. His older son, Varun works for American Express in Singapore as their Director Marketing and his younger son Ashwin works for Procter and Gamble in Cincinnati as their Director Sales. A keen golfer, he plays the Indian flute, enjoys reading and listening to Indian classical music About the NBN The New Books Network was founded in 2007 as a podcast interviewing the authors of academic books, and has grown to the largest author interview podcast in the world publishing 12 podcasts a day in more than 90 specialist areas, with over a million downloads a month. Read about the founder Marshall Poe and the NBN here. In recent years it has expanded beyond its “author interview origins”. Historically NBN only did audio recordings. E&L is the first NBN podcast distributed on Youtube. About Kimon Fountoukidis Twitter Linkedin Kimon is the founder of both Argos Multilingual and PMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his story here, About Richard Lucas Twitter Linkedin Richard is a business and social entrepreneur who founded or invested in more than 30 businesses, including investments in Argos Multilingual, PMR and, in 2020, the New Books Network. Richard has been a TEDx event organiser, supports the pro-entrepreneurship ecosystem, and leads entrepreneurship workshops at all levels: from pre- to business schools. Richard was born in Oxford and moved to Poland in 1991. Read more here. Listen to his story in an autobiographical TEDx talk here, Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

Nora Toure  is the founder of the non-profit Women in 3D Printing in 2014 to promote women leaders in the additive manufacturing industry.She has successfully grown a 23,000+ community within 6 years, establishing Women in 3D Printing as one of the largest additive manufacturing community in the world.She is presently the Director, Sales & Service Factory ,Operations at Fast Radius. Subscribe  Apple I  Google I  Amazon Music I Spotify I Gaana   Resources: Click on this link to get a step-by-step framework of implementing 3D Technology to your practices. https://forms.aweber.com/form/71/1638467471.htm Visit the website: www.surgeonsin3dprinting.com. Sponsors: Reconstructive Healthcare Solutions Private Ltd. Take the first step to your 3D Printing Journey.

Lee Rohde, President & CEO of Essex Aviation, Elaine Lapotosky, VP Jet Aviation Staffing & Zoe Katsilis, Director Sales & Recruitment, Jet Aviation Staffing talk about talent acquisition during COVID-19.

Brilliance and resilience, best describe this super energetic corporate leader celebrated in the Real Estate industry, for three decades.A TEDx speaker and recipient of over 35 prestigious awards and accolades. Ananta has spear headed leadership challenges, as the Executive Director -DLF, Chief Executive -Emaar MGF and Country Head (India & Nepal) as Senior Director -Damac. She is presently the Senior Executive Director at Experion Developers, India. A science graduate from Miranda House , Delhi University. An insatiable hunger for knowledge has equipped her with Masters in English Literature, Education, Computer applications and Management. She is a MRICS, UK and PhD in Marketing Management. A multifaceted personality and a trained musician, dancer and author. She holds a Sangeet Prabhakar in Hindustani Classical Vocal Music, trained in Guitar, Garbha, Shaimak's contemporary and Bollywood dance. She authors Real Estate research trends and personal life experiences too. Ananta is passionate about the safety and education of children. She guides women in Realty entrepreneurship. She is  the proud mother of a son who keeps her grounded. Featured amongst the “Most powerful women in Business & Economy 2018“ by Business Today. Her journey and views are covered by Indian Express, Hindustan Times, Mail today, Business today, Realty plus, Outlook, Savvy, Atelier, Khaleej times, Hindi Hindustan,Tribune etc. Also, Harvard business school in their projects on ‘ How star women succeed' & ‘Managing your own Human capital‘.She stepped out of the enmeshment of her comfort zone  seeking new challenges and is crowned with 6 glamorous titles as an International & National Beauty Pageant Queen. She aspires. She inspires. A journey of fortitude, attitude, gratitude, solitude and altitude. She is an “ Exclusive. Extraordinary. Savvy Corporate Woman Warrior “. 

Guest: Danielle Peretore - Director, Sales Strategy & Analytics @Glassdoor (Formerly @NerdWallet, @LinkedIn, @BCG, @HBS) Guest Background: Danielle Peretore is the Director of Sales Strategy & Analytics at Glassdoor. Prior to Glassdoor, Danielle worked in management consulting and business operations in the tech industry. She graduated from Brown and Harvard Business School and has a soft spot for the East Coast. She spends most of her free time doting on her two rescue dogs. Guest Links: LinkedIn Episode Summary: In this episode, we cover: - Biz Ops Team Structure & Hiring - Best Practices - International Markets Selection Framework - Data-Driven Executive Decision Making - Executive Profiles, Challenges, Solutions - Translating Executive Strategy & Data to the Field - Sales & Customer Success - Building Commercial Structures for Scale - Company Superpowers - @Glassdoor, @NerdWallet, @LinkedIn Full Interview Transcript: [Naber] Hello friends around the world. My name is Naber Naber, welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented, and highly skilled sales and marketing minds on the planet from the world's fastest-growing companies. Enjoy. Hey everybody, today we have Danielle Peretore on the show. Danielle's the Director of Sales Strategy and Analytics at Glassdoor. Glassdoor was acquired back in 2018 for $1.2 billion.  worked in management consulting and business operations in the tech industry. She worked for NerdWallet, who has a $500 million valuation, and $105 million capital raised. And she also worked at LinkedIn, who was acquired by Microsoft back in 2016 for $26.2 billion. Before that, they went public in 2011. Danielle graduated from Brown and Harvard Business School, and she has a soft spot for the East Coast. She spends most of her free time doting on her two rescue dogs. Here we go.   [Naber] Danielle, awesome to have you on the show. How are you this morning?   [Danielle Peretore] I am great, thanks for having me. I'm excited to be here.   [Naber] Thank you.   [Danielle Peretore] Although it's actually evening my time.   [Naber] (laughs) Well happy evening, and good evening. So what I think we'll do is first talk through a little bit of your personal story, get into you as a kid, some of the decisions you made, interests you had, et cetera, and then we'll start to lean into probably 80, 90% of what we'll talk about which is your professional jumps, and some of the superpowers that you've acquired, accumulated along the way, and some of the things that you're great at, and know a lot about. And we'll talk through some of the methods and mindsets that you have around those things. Sound okay?   [Danielle Peretore] Yeah, sounds great.   [Naber] Okay cool. Let's start back in Jersey, where it all started.   [Danielle Peretore] Oh boy.   (Naber laughing)   [Naber] 25, 35, minutes outside of Newark it seems. Tell us a little bit about you as a kid.   [Danielle Peretore] So, I think I was the ultimate nerdy kid. I read all the time and everywhere, and I was horrible at sports. I got kicked off of six sports teams in high school, actually six.   [Naber] You counted. [Danielle Peretore] About half for skill. Oh yeah, I mean about half of them were for skill and about half of them for having a bad attitude. So, you know, kinda evened out. But yes, I read a lot of books. I went to a lot of really nerdy camps. I went to computer camp, I went to science camp, I went to math camp, all of the above.   [Naber] Yes, this is so cool.   [Danielle Peretore] Is it, is it so cool, or did I have a tiger mom? I'm not really sure.   (Naber laughing)   [Naber] Fair enough, fair enough. So maybe both are true. This is great. Tell us about a couple of the camps that you enjoyed the most and why.   [Danielle Peretore] Which camps did I enjoy, actually I loved computer camp because you could play games all day. Actually, you weren't supposed to but I did. Do you remember that game Frogger that was really big in the 90s?   [Naber] Absolutely.   [Danielle Peretore] Of course, of course. Okay great. Yeah, I loved Frogger, so I played a lot of Frogger there. I also learned how to code in HTML, back in, this must have been like 1998. So I was ahead of the curve and then I totally lost it, never became a coder, you know my mom's dreams of me becoming a female engineer just went out the window. That's a story for later, but anyway I coded these, Danielle's home page, it was always rainbow and sparkles, whatever. So yeah, I loved computer camp.   [Naber] Very cool.   [Danielle Peretore] Yeah, yeah.   [Naber] And what was the first way that you made money?   [Danielle Peretore] First way I made money. The first actual paycheck I had for the summer before I went to college, my parents were, you know I'd been a nerdy kid just studying all through high school. And so they were very determined, they said that I needed to have a menial job. It was incredibly important to them that I understood what life would look like if I dropped out of college. And so they signed me up to work at a, it was like a shack that made french fries. So I made french fries and like chicken dinos. It was at like a, I think it was at a local pool. Yeah, it was at a local pool. And I spent my summer mopping floors, lots of clogged toilets. It was great, it was great. By the time I got to college, I was like, yep I'm gonna figure this thing out, I'm gonna stick it out. I don't want there to be any more clogged toilets in my future.   (Naber laughing) [Naber] That's a good story.   [Danielle Peretore] Yeah, my parents had a little bit of a shock and awe strategy in terms of raising us. They were like yeah, you don't wanna do the things that we think you should do, or that you should do, let us shock you. Like, throw you in the deep end.   [Naber] That's funny. Was that the way it was for all our siblings as well?   [Danielle Peretore] Oh my gosh, yes. I think my other sisters, one of them worked, she actually, she was going to Harvard and then she spent two summers scooping ice cream. Where she got in trouble because apparently her ratio of ice cream to sprinkles was not right, and it was pretty funny when then she had to explain to them, she's like, "I promise I can do this. "I'm going to Harvard next year."   (Naber laughing)   [Naber] All right, great. And one last question, and we'll move on. What was your personality like as a kid? How would you describe it?   [Danielle Peretore] Well, believe it or not, I didn't talk really, as a kid. This is shocking to anyone who knows me now, but I was silent. I didn't talk to anyone, except my parents, and I really didn't like other kids. I was not into it. I just wanted to hang out with the adults. I basically wanted to be left alone and reading all day. I didn't wanna sweat. Sports was just a no go, I didn't really wanna be outside. I was like an 80-year-old woman as a 10-year-old.   [Naber] Interesting.   [Danielle Peretore] Yeah.   [Naber] Were you always like that, like did your parents say that you were like that when you were really small, like when you were a child?   [Danielle Peretore] Yes, yes. Yes, I was always like that. I never, there's all these pictures of me as a kid where all the other kids are together and I'm in the corner by myself not talking to anyone. Yeah, but it's funny, as I got older, so my middle sister used to be the really talkative one and so she would answer questions for me and whatever, and then we totally flipped and now I talk all the time, I always wanna talk. And my middle sister is really quiet and wants to be left alone.   [Naber] Well, you're making up for lost time with words, I love it.   [Danielle Peretore] I mean, yeah it's been about half my life that I've been making up for lost time so I should probably pump the brakes a little bit.   (Naber laughing)   [Naber] Fair enough. All right, so you're getting out of high school, you're making the decision to go to uni, why Brown University? And why cognitive neuroscience and Brazilian Portuguese studies?   [Danielle Peretore] Oh God, that's the question of the century. Why Brown, I'm wearing my Brown sweatshirt right now actually. I went to Brown, well really 'cause it was the best school I got into and as I said I had a tiger mom. So there wasn't much negotiation there. However, I loved Brown. I loved everything about Brown. Brown is just such a weird, wacky, wonderful place. There are no requirements, you take whatever you want. The weirder you are the better. I was considered so normal at Brown. And it was not cool, you know, it was not cool that I was normal. My friends from Brown are, they're just doing weird cool stuff. Brown was the best. I just had my 10-year reunion and it was a dream, I loved it. I think I got there and I was like, oh it's a bunch of weird kids who wanna sit in a corner and read, like me, great.   [Naber] Why cognitive neuroscience, and why Brazilian Portuguese studies?   [Danielle Peretore] Also great questions. So cognitive neuroscience, as I've said like 10 times during this conversation, I had a tiger mom, she really wanted me to get a science degree, and I did not wanna take Organic Chemistry. So I literally found the one degree I could get that did not require me to take Organic Chemistry and I signed myself up. But that's the funny side of the story, which is very true, it's very true. But I also, I've just always been really interested in why people do the things they do. It's part I think why I work with sales teams, which we'll get into, but I love it. Like what drive people, why do people make this decision, why do you do this thing that makes no sense, that's totally irrational. And so I got there because I was trying to appease my mom and also not do what she wanted at the same time. And then I stayed here because I really liked learning about that.   [Naber] Very cool. And you're at Brown, thinking about making your move into the real world,  your first jump out of school. Tell us about your professional ride so far.   [Danielle Peretore] Sure, yeah. So I graduated Brown in 2009  and that just goes to say that the world was ending when I graduated. It was basically like, whatever job you got you held on for dear life. And so I got really lucky, I interned at BCG, the Boston Consulting Group, management consulting, during my summer, my junior year summer. And honestly I did 'cause that I didn't know what else to do. You know that's the thing that's, I'm not gonna say all of us, but so many college kids who don't know what they wanna do, they get tricked. It's like, go into management consulting, I'm gonna get to do a lot of things. When actually you're gonna get to do one thing, which is run an Excel model and put it into PowerPoint slides. So yeah, signed myself up on that train. I did my summer at BCG, and then came back and was like, well there are literally no other jobs. So I went there full time. I joined the BCG New York office, I moved right to Manhattan after I graduated college. It was actually, a funny sidebar, my roommate was, she an amateur boxer training for the Golden Gloves and her boyfriend who lived with us was the starting linebacker for the New York Giants. So it like a real, yeah, I know. And then there's me. You guys can't see me, but I'm under five feet tall. So it was a real trip.   (Naber laughing)   Otherwise, they were great, but yeah. So then I was living in New York, working at BCG, and frankly, I just didn't love the buttoned-up culture. It just did not fit me. So I did it, I got through kind of paying my dues there, and then I was like, I don't wanna wear a suit to work anymore. And I was a kid from New Jersey, I had big hair at the time, big hoop earrings, I had a Jersey accent, and I was like, this is not my scene. So anyway. I had a great experience there, I'm really happy, I learned awesome skills, but then I jumped from there. I had always loved California and had done a bunch of trips there when I was younger and loved San Francisco, and so  LinkedIn reached out to me. They were looking, it was right before they were about to IPO, and they were looking for someone who spoke Portuguese, and I studied abroad in Brazil in college, 'cause they were about to open the Brazil office, and so I was like, all right, I'm outta here. Flew across the country with two suitcases, lived in a basically condemned apartment building as you do when you're 22 years old and moved across the country. And it was super fun. So I was at LinkedIn for about two years through an awesome period of their growth. They went from I think about a thousand employees to about five thousand by the time I left, it was over two years, it was wild. LinkedIn went public and I was still trying to figure out where the cafeteria was. It was just such a crazy experience. And I had no idea how crazy what I was living through was at the time but I had the chance to work with really awesome people there. And then I decided that so, back to tiger mom, my mom had signed me up for the GMAT when I was in college during a  break. She was basically like, you don't need time off, you're just gonna take the GMAT. And so my GMAT score expired like I had to use it or lose it.   [Naber] Oh no.   [Danielle Peretore] So I applied to business school, went off to HBS for two years,  and then came back, after HBS I was recruited by my boss from LinkedIn, so a company called NerdWallet. And then I was recruited from Nerdwallet by another boss from LinkedIn, his name is Christian, he's now the CEO of Glassdoor to Glassdoor. And here I am.   [Naber] Excellent. So let's pull up here. And we'll talk about a couple of different things. One is, you've been at some great companies. And you've been at those companies through the prime of part of their hyper-growth phases.   [Danielle Peretore] Yes.   [Naber] And one of the things that I'd love to hear from you is around, specifically the biz ops and strategy superpowers that each one of those businesses have. So let's start with LinkedIn. What was LinkedIn's superpower, what is something that they did extremely well, better than the rest, that you said like, this is the thing that they were elite at, from a business opt and strategy perspective that you lived through, that every company should have, whether it is natural or learned?   [Danielle Peretore] Yeah, so I don't know if this is technically biz ops and strategy, so tell me if I'm going down the wrong path, but something that I think that LinkedIn did incredibly well, and credit to their CEO Jeff Weiner, is they defined a mission and vision, and managed to use that  both in communicating externally, like it was very clear what LinkedIn was here to do and what they were looking to be, and also internally. They drove it down through the ranks internally in a way that there is no way that anyone who worked at LinkedIn, from the most senior levels down to someone who was on a contract basis, didn't understand the purpose of what they were doing there every day. And I thought that was truly exceptional. When I first started at LinkedIn I was young, it was my second job. I didn't really have much experience at different kinds of companies, and even I knew from the minute I walked in that door,  this is what we're here to do. This is my job today, and this is how I'm impacting both LinkedIn and the world.    [Naber] That's great. Okay, while we're on LinkedIn. What were a couple of the coolest projects you worked on at that time? There's a lot of different definitions for biz ops and not necessarily for strategy, but a lot of different definitions and ways that one would kind of ring fence or define biz ops. And as we go through each of these companies and talk about what they're great at, I'd also love to hear some of the really cool one or two projects you worked on. So at LinkedIn, what were some of the coolest one or two projects that you worked on?   [Danielle Peretore] Yeah,  sure. So I worked for a guy at LinkedIn, he was a VP of biz ops, his  name was Dan Yoo. He's an incredible, incredible person. He's been my mentor for a long time. He wrote my recommendations for business school, recruited me to NerdWallet. And he, I think arguably, really did a lot of the definition of what biz ops is today. And there are two different types of Biz Ops teams. Biz ops evolved a bit later in the tech lifecycle, as tech was a bunch of small companies, you don't really get a bunch of MBAs running around.  And there've now been companies with two different versions of biz ops. One is the dedicated biz ops model, where you have a team that is, you have biz ops for all the different leaders of the organization. Biz ops for products, biz ops for sales, biz ops for marketing. That's Dan Yoo's view of the world, and what it looked at LinkedIn and NerdWallet. And Glassdoor is similar but slightly different. It's more of a centralized team that works on broad, cross-department initiatives instead of having a biz ops partner exactly devoted to marketing and only what the priorities are of that marketing leader or the sales leader. It becomes a bit broader and you've projects that really no one else can get done, 'cause they don't stay on all those different teams.   [Naber] What are the strengths of both of those models? Just quick interjection.   [Danielle Peretore] Yeah. I think the strengths, it's a really good question. So I think there's a lot of pretty obvious strengths to the dedicated biz ops business partner model 'cause then you are literally infusing really smart strategic thinking throughout the whole organization. What I always recommend, what I don't think is great, is when you do that and then have those teams actually report up through the functions, they report up through product or through marketing, 'cause then you lose that connection. What's awesome is to have a biz ops for marketing person thinking with the biz ops for product person, applying unified frameworks. So if you have a centralized team that's dedicated to the different parts of the business, what you end up doing is infusing that thinking through the organization, in actually a holistic way. But the downside of that model is, sometimes companies just kind of aren't big enough to bear it. If you think about the background of someone who's a biz ops or strategy person, they're someone who likely has, they may have an MBA, they've thought about leadership, they've thought about strategic thinking, they think about the path forward for any organization. Having a biz ops leader parallel with every single leader of a different business unit or a different function, it can be overkill. And so I think it's really dependent on both the company's stage and size, and also how the company functions. You know, do things really get done centrally, is there central strategic thinking, or is it more that you wanna infuse strategic thinking, but you wanna make sure that you're not overdoing it as well.   [Naber] Excellent. Okay, sorry to interrupt your thought, carry on.   [Danielle Peretore] Yeah, so at LinkedIn and NerdWallet, they were both run by the same guy,  by Dan Yoo, and so they were much more the centralized team, but dedicated business partner model. Biz ops for product, biz ops for marketing, biz ops for sales, and then teams underneath them. And then at Glassdoor, it is a little bit different. So it's a stellar team, it's super smart people, but they work a bit more on cross-functional products. So we'll have someone who's biz ops for all international, they own our international expansion strategy. Then they'll have biz ops for our jobs marketplace, and our jobs marketplace under rides, it touches product, it touches marketing, it touches sales. But really no one else other than the biz ops teams could own these areas, because they're centralized, they're super smart, and they're really close to the executive teams, they can get things done.   [Naber] Okay, let's wrap LinkedIn. So at LinkedIn, can you give us maybe an example of a really cool, nerdy project, fun project you worked on LinkedIn that you think was, maybe either the biggest project you worked on or the most fun project you worked on.   [Danielle Peretore] Yeah, the answer to those is probably the same. So I built our expansion strategy into Latin America, which it is was funny, I was originally hired to LinkedIn too, partially 'cause I spoke Portuguese, they were looking for someone who could work in Brazil, and then they kind of launched Brazil and let it run, so I didn't touch much of it from there, but two years later, they were deciding whether they should expand into Mexico and Argentina, et cetera et cetera, and I travelled down to Mexico, met with a bunch of different people down there to determine if we  should open up an office there. Did a bunch of research on Latin America and then eventually published our expansion strategy. But I think the coolest part of that was that I built a framework that I heard was still in use, probably not today, but a couple of years back was still in use. It was a framework to use for prioritizing markets for entry. You know to figure out where to go next. And I loved that, that was super fun. I mean it also involved me going to Mexico with these two amazing and hilarious Brazilian men and me. You know, so they were toting me around, so I'm in the back trying to take notes in these languages that I 50% understand. So that was pretty fun. [Naber] Nice, cool. And can you tell us a little bit about that framework? About the framework you built?   [Danielle Peretore] Yeah. So you're really testing the limits of my memory, 'cause this is now like six or seven years ago, but I'm gonna try. So what the framework had, it basically was evaluating in any decision to enter a new international market, I think something that I have seen companies get wrong is basically saying, there's a massive potential in this market, and therefore we should go for it. I mean the most classic example obviously is basically Google trying to enter China. Right? It's huge, you feel like you gotta be there, but the environment is just. There are really three elements. There's like, is it a big market, but is the environment hostile, and then also what is your, what are your consumer metrics like there? You know, when companies think about expanding internationally, the first, and web companies obviously, this is tech and internet companies, but the first thing that you do is you get a domain in that country and you start trying to build up your UGC, your User Generated Content. So for Facebook, they want members there, they want people posting. For Google actually I'm not entirely sure  that they want, what their UGC might be, but they're probably trying to launch Google Photos, get people using the platform. For LinkedIn, it was getting members there. For Glassdoor, it's getting people to post reviews and salaries et cetera. So building up that UGC pool. And then at that point, you can make a decision on entry. But really if any of those three factors are off, you're in trouble. One, market size. Two, hostility. Maybe not hostility as too punitive, but essentially how friendly this environment is, both to business just generally and also to your particular brand of business. And then thirdly, what does your own consumer penetration look like there? What do you have to build on?   [Naber] Awesome, that's great. Thanks so much.   [Danielle Peretore] Yeah, oh sure.   [Naber] So, let's jump into NerdWallet. What's the one thing they do extremely well?   [Danielle Peretore] Yeah, so NerdWallet is such an interesting business. I mean that business is just a crazy cash cow. It is nuts. I've never seen anything like it. I think I've always, the other companies that I've been at have been along the enterprise SaaS model, which I love. I love working in enterprise businesses, I think they're really interesting, a lot of people don't but I do. they get a kickback, and it's brilliant. And so it's really, what I thought was really cool at NerdWallet, they have two superpowers. One, the way you win that market, the way you win the search market, is just having, there are hacky ways to do it that everybody knows. There's Ask.com and whatever that Google's always trying to kind of take a hit at. But so, let's, assuming you don't go the hacky way, the real way to do it is you build an incredible content asset. And what NerdWallet has done, which I think is so cool, they have their head of content is this woman named Maggie, and she's super impressive. She has an awesome background in journalism. And they have hired a team of badass journalists. Really great writers, really badass people who are experts across different parts of the personal-finance spectrum. And they do two things, one is some writers have managed to marry writing on interesting topics with what that's actually going to mean for search results, like how is this going to appear in search results? How is this going to get your page truncation? And then secondly, they now have an investigative reporting arm. Which is so cool. So they've got a team that goes out and digs into personal finance issues, and potentially at their own risk in terms of not really ingratiating themselves to some of the financial players, they'll publish exposes. But they've built is amazing. I mean at least when I left it was, that team was probably almost a hundred people. A lot of them are remote, but really talented, really strong people. So that's one amazing thing they've built there. The second thing that again comes from Dan Yoo, who you're gonna hear me mention a lot, at biz ops, I'm sorry, in biz ops at LinkedIn and then of course at NerdWallet.  To some extent, we got this, by the way, from Jeff Weiner at LinkedIn. And so, just, I've never seen, or not that I've never seen in a sense I've worked for these guys for a long time, but in comparison, they are incredibly data-driven. And data-driven in a way that it flows down through the entire organization. Kind of like I was mentioning with mission and vision at LinkedIn as well, but they're data-driven in a way that every single person knows what metric they are driving towards, and what metric they are responsible for. This is really, really hard to do. Building a culture that is that data-driven. Not everyone you hire top-down throughout the organization. Data-driven executive decision making, and then translating that data and those insights and that strategy to the field is something you've had to do at multiple businesses, multiple roles, something you obviously get quite good at. Let's take each one of those one at a time. So firstly, can you explain data-driven executive decision making, and how do you think about it, what's your mindset, what's the method and process you use to go about doing that?   [Danielle Peretore] Yeah, no it's a great question. So that's something that we have, we have been working through really actively makes all decisions based on data, And the inherent thing about data is it will always contradict itself. Always. So you can have two metrics that are beautifully defined, the data can be clean and accurate, and I guarantee you, they will at times clash. If they're aiming to do the same thing or measure the same thing, they will at times contradict themselves. It's just how data works, and especially data in the world that we live today where tech companies collect a ton of data on their users, on their customers, et cetera. And so in the worlds where you've got a leader who wants a ton of data and a ton of metrics, you could often end up where you are both using too many resources to produce data and produce metrics. You're just spending too much time on it as a company. Two, you're actually confusing executive decision making, it's very hard to come to a consensus. And then three, you're just kind of at a point where you may truly not know what to do with the business. You need to have data limited enough that there's one or two metrics that you use to drive your  decision making, and you don't introduce all this confusion. And so I think those are the watch-outs in that first scenario. In the second, take a leader where you have someone who makes decisions based on their gut, you have to really train them to use and trust data. That's really hard to do. It's really hard to get someone who, and this I think especially happens with leaders who re founders, or leaders have been at the company and built the company for a long time. What you'll hear from them is, "I know the data says that, "but I've been here, I've seen how this company was built, "I know how customers buy X company, "how they buy X product." And so that becomes a real uphill battle. And in that instance I think what you need to do is spend a lot of time thinking about what are the few metrics that you know are indicative of the business,  and then even if it's not a focus of discussion, just bring it up, every single week, in the management meeting, we're gonna look at this metric. And then provide the appropriate level of commentary, so that what'll happen is, they'll see the business shift, and see the metrics shift in that direction over time. But that requires a lot of time, and there's really no way around just showing that this business went in this direction, remember that this metric was indicating that about 10 weeks ago, here's how you marry them.   [Naber] Okay, great. So, we talked about data-driven executive decision making. Let's say you get to a point where you're making a decision, you're going in a specific direction. How then do you translate that data, that information, those insights to the field?   [Danielle Peretore] Yeah. This is something I think about a lot. And the reason I think is, so I  think I mean it's obviously important for the reasons that I talked about earlier with both  LinkedIn and NerdWallet where I thought something that was so amazing was that every single person at those companies knew what metric they were driving and how they were contributing to the business. So it is an incredibly powerful thing to roll data, and specifically, not just data on how to do your job, be data on the core business metrics and how we as a  company are driving to that, down to the field, and down to the lowest levels of the organization. It's massively valuable. What you then end up having is, you're having a conversation with executives on noticing that a metric is up or down, and you know exactly what to go do to drive that metric in whichever direction you want. So let's say one of your metrics is down, and the question becomes, how do we fix it. If let's say your sales reps, or your customer success reps, or  whoever's responsible for that metric, is not only monitoring, but also responsible for, incentivize on that metric, all you do is say, "Great, we're gonna go talk to that team." It becomes like a really beautiful loop. That said, there are a lot of metrics at the executive level that are not really appropriate for the field. And so this is where it gets complicated. At the executive level, for example, the number of calls that a sales rep makes is really important for how good they are at their job. Super basic, super important. Should the CEO be tracking the number of calls that a sales rep makes? Absolutely not.  Should the CEO be tracking the sales rep's overall productivity in dollars? Absolutely. That said, you're not gonna drive, let's say, you're not gonna say to sales reps, "Well, the team you're on "has been less productive this year, "and we need you to drive that up." They're gonna be like, "What do you want me to do about it?" What they need to know is, make more calls, send more e-mails, have more in-person meetings. And so figuring out how to balance the need for at the executive level to have macro metrics, metrics that are large enough, that encompass essentially a broad enough swathe of the business that they're meaningful, and having metrics that go to the field that are actionable, something they can specifically drive. And so I think that balance is really important. And so as awesome as it is when you can find a metric that you can drive all the way through from the CEO all the way down to the field, that's amazing, sometimes you need modifications and tweaks in order to do that.   [Naber] So when you're doing that  for different types of teams, like marketing, sales, customer success specifically, in the commercial stack, do you have to approach that translation and that rolling out in different ways based on those types of themes, and if so, what are some of the differences?   [Danielle Peretore] Yes, definitely. There, I'm laughing as I say this, because definitely. Those teams, one of the great learnings that I've had of working on the go to market world, is just how differently these teams are driven, even though they work so closely together. So the most core example of that is, what does a salesperson respond to? They respond to more pay, basically, it just comes down to pay. So tell them how to hit their quota, so they can make more money, they're on board. Someone in marketing, not only are they not on a quota, and therefore you can't just pay them more, but also someone who goes into marketing, that isn't, they're just a very different person from someone who goes into sales. Especially I think in marketing, customer success, you get a lot of people who just really love working with clients, they love working with customers. They really thrive in the environment where they're thinking about, how do we get our message out there, how do we ensure that people understand who we are, how do we make sure that someone has a quality experience? The thank-you that they get from a customer can be as valuable as an extra $20,000 is to a sales rep. And so these teams work so closely together, but they're, not only are there incentives in terms of how they're paid so different, but literally their incentives they often share clients, but they are so different. And so for salespeople, again, it just comes down to, think about their incentives structure. Think about their compensation plan. Beyond these very early days of a start-up, you're going to be hiring salespeople whose behaviour will be driven by how you pay them. So if you pay them to just go out and get dollars, they'll just go out and get dollars. It doesn't mean they're getting dollars the way you want them to get dollars. “and here's what I'm gonna give you "if you sell this product." The same would go for if you want them to drive certain activity. It might be that for example, some companies have hybrid sales reps, and it is always easier to just go and try and sell more products to a customer that's already convinced, that already buys from you, than it is to go make a new sale to someone who has no sense of your company and who you  are. You may need to incentivize reps to go and do that new business motion which takes a lot more time, is a lot harder, than kind of going and fishing in the existing pools. So my biggest lesson of working with sales teams is incentives are everything. Customer success is a whole different animal. Customer success, I mean customer success obviously takes many different  forms and it can mean many different things to different companies, but typically the people  ho take a job We had a product where we had a very strong hypothesis, which I think by the way was the right one, which is that most employees when you sign up for a healthcare plan through your employer, you have literally no idea what you're choosing. You have no idea if it's the right plan for you, no idea if it's the right plan for your family. And so we built a tool that would plug into your healthcare plan options as an employer, and that you would then roll out for employees to use in onboarding so they could select, I go to the doctor this many times a  year, I need these kinds of specialists, I have this many dependents et cetera, and it would spit out the healthcare plan that was the most effective and efficient for you. And it was really cool, I mean I loved working on it. But we ended up folding it. And the big lesson that I took from that is one, healthcare is really, really, really hard. Regulated spaces are really, really, really hard, they're also where we're going to do the most good for the world, but they are so difficult. And you need to be really dedicated to figuring that out. And then I think secondly, I just learned a  good lesson there on what companies are willing and not willing to pay for. Which is a great lesson for someone who works in the enterprise business and has been working in SaaS-like spaces. Companies, essentially if we were able to say to them, we're going to reduce your healthcare costs by rolling out this tool, they'd be like, "Awesome, we're totally on board." But this was just a way to make things easier, and the value prop was just not quite as clear in that way, right. I guess I wouldn't say the value prop in the sense that there was value, there was clear value to it, employees loved it. But the specific value to the employer we couldn't quantify. And it becomes so important to quantify. If you can't quantify, it's basically dead in the water.   [Naber] Yeah, good one. Okay, Glassdoor, what is something that, what's one of Glassdoor's superpowers? What's something they do extremely well?   [Danielle Peretore] Yeah, Glassdoor's superpower is actually easy, and I should say, I love Glassdoor. I think it's an amazing company, I'm so happy there. Part of this is because Glassdoor, what Glassdoor does well is they are an excellent employer. And we should be, right, we literally collect data on what it means to be a good workplace. But we truly walk the walk and talk the talk in a way that I haven't really seen any company do before. I mean again, of course, this is our product, right, our product is talking about what makes a great workplace, what makes a great manager, how to ensure you're fairly paid. But Glassdoor lives those values to a  tee. Glassdoor has an exceptionable executive team, a really exceptionable executive team, who are, they're incredibly smart, they're incredibly talented and driven, but they care deeply about their employees and their employee's experience. Employee happiness surveys, we send Glint surveys twice a year. We have a full 360 review twice a year, there's a lot of feedback and a huge focus on how to be a good manager, how to treat your employees well, and then from the HR side, Glassdoor publishes studies of its own data on whether we're fairly paid, all the time, across all of the metrics, across genders, across races, et cetera. It is an exceptional and deeply thoughtful place to work, and we leverage what we learn in the marketplace to be a great employer ourselves.   [Naber] Wow, that's great. I love the proactive transparency behind all of it too. If you need to talk speak categorically about this, go for it, but an example of a really big or cool project that you've worked on, or are working on at Glassdoor?   [Danielle Peretore] Yeah, something I have thought a lot about is you first, and there are  companies that have inverted this and gone for start-ups first, but often you tend to go for large enterprise-type customers first, they've got budgets, they've got money, you sell a bunch of enterprise customers, you build, sometimes even a custom product, you definitely have a super customized service motion and model that you have for them, and that's how you get out and you get product-market fit, you start to build your base of customers. And then over time, the enterprise space is finite. There's only so many Fortune 100, Fortune 500, Fortune 1,000  companies out there. And something, and forgive me if I misquote this, but something like 60% of employers in the US have less than 10 employees. So tons of SMBs out there. That goes to goes to say the SMB space is huge, and then so you start to figure out how you can sell into the SMB space. And as you do that, and that is kind of, I am equating that with when a company scales, although of course as I mentioned, some companies will start small and go big. Either way, for your first initial customers, you likely are building a relatively high touch service model. They've got two or three people who are at their beck and call, they need anything we're there, providing super superior service. But over time, and as you scale, you can't do that anymore. One, because as your company grows, you just run out of venture money, you just get to a point where profit matters. Uber is Obviously defying all of these truisms, but for most companies eventually, you need to start turning a profit. But secondly, as you start to sell into smaller companies, or you have smaller deal sizes, it doesn't make sense to have a dedicated team servicing a really small customer. So what do you do? And that's where automation comes in. And I think that this is an interesting space in that a few years ago, automation was kind of super hot. Everyone was buying tons and ton of different products. it's been something that's been on the table at all the companies I've been at, 'cause all of the companies I've been at have been in hyper-growth.   [Naber] Okay, I've got one more question for you, and then we'll wrap. If someone's looking to build out a biz ops and strategy team,  or biz ops and strategy function, do you have a couple of best practices or a mindset that they just need to nail these one or two or three things that they're gonna build out that function and be really successful?   [Danielle Peretore] Yeah, that's a  good question. So I'd say a couple of things. One, your biz op, the person that you hire to lead your biz ops team, you want them to be a strategic thinker, So you need someone who's going to be able to walk into that room and convince a sceptical executive team of the importance and the value of data. So that first hire is really important. And then also as I mentioned, of course, they've gotta be a really strategic thinker. This has gotta someone who sees the whole picture of the company and can play ball with executives and those senior levels. And the reason they need to be a really strong people leader is the kind of people that  you wanna hire on a biz ops team, they're gonna be super data-driven, super strategic like their  leader, and they're also going to be pretty intense, and going to be people who are, they're  really looking to build a career, they wanna know what their next steps are, they've gotten, the   was never good enough for them, they got the A plus. And so enabling, you want someone who's going to enable the people who do both attract really strong talent and then manage them well. And managing people who are really high octane, really high output, sometimes it's easy to let them run, but they actually, they need a lot of support. They certainly need a lot of coaching, they're going to want a lot of guidance, they're people who are going to seek out their manager for help. So having someone who's a really strong people leader is incredibly important. And then I think in terms of who you hire next, something that I've found is really useful is I send a homework assignment. Again, maybe self-evident, but I think this is something that, send, obviously clean-up the data, make sure that the data that you're sending out is not proprietary, I don't want anybody getting in trouble, so these are not things in that proprietary  data, out a data exercise, someone on my team did, again, scrubbed, can't say that enough, scrub that data. And then I ask them to both manipulate the data, but also to put together a  presentation. And I do this actually pretty mu h across all levels. You learn so much from that.  There are so many people that you'll say, oh they've got a great background. But what you don't know, and I think one of the major flaws of interviewing and hiring in general, is you just really ever know, you're just asking questions. You don't know how someone would do with the job, to actually do in the job So send them a sample piece of work. See how they handle it. It'll tell you 90% of what you need to know.   [Naber] Hey everybody, thanks so much for listening. If you appreciated and enjoyed the episode, go ahead and make a comment on the post for the episode on LinkedIn. If you love The  Naberhood podcast we'd love for you to subscribe, rate, and give us a five-star review on iTunes. Until next time, go get it.