Podcasts about inside sales manager

Season 6– Episode 5 – STEC-The Revisit--David Taylor and his team from STEC sit around the break room with host Tim Kreger on a rainy Monday. Join in with the laughter the STEC team brings. Guest this episode include: David Taylor, owner; Cliff Stewart, Dealer Development; Cody Dillworth, Inside Sales Manager; Brandon Cox, Territory Sales Manger; and Collin Greene, Technical Sales Support. The Carolinas GCSA is committed to provide its members with the opportunity to excel professionally and enhance the game of golf through responsible turfgrass management.

Talk or type with our new Team Bot: https://realestateteamos.com/botOver the past 20 years, Dustin Oldfather has connected with and been coached by the best in the real estate business, including several of our guests on Real Estate Team OS.As a result, he's experimented with different methods and models - with VAs, ISAs, training cadence, lead distribution, and more.The top-ranked real estate team in Delaware, The Oldfather Group is an 80-agent team driven by responsibility-centered leadership, opportunity meritocracy, and interactive, one-on-one training.Dustin walks us through how they're pairing local staff paid 15% above market with international VAs to improve performance and reduce vulnerability, how they've added meritocracy and agent voice to their model, why they've both insourced and outsourced the ISA function, and exactly how they deliver training day by day.Watch or listen to this conversation with Dustin for insight into:- Responsibility-centered leadership vs reward-centered leadership- Being humbled in the Nuclear Navy- Providing opportunities for a growing team at the dawn of online leads- How to mitigate risk and vulnerability by partnering stateside and international team members together- Testing an agent assistant model for agents doing 6 or 9 transactions per month- What agents need and want in this market in terms of skills, efforts, and opportunities and how it affects their recruiting and retention- Shifting to a meritocracy with three agent levels - Pilot, Captain, and Commander- The pros and cons of insourcing and outsourcing your ISA function (and what works best for them) and the importance of live transfers- Exactly how they do interactive training Monday through Friday, including specific topics covered, one-on-one time, live role plays, and accountability check-ins- The cultural benefit of helping people move on, especially in the face of “demonstrated unreliability”At the end, learn about Good Will Hunting and A Beautiful Mind IRL, John Wentworth, redundant JBL speakers, pushing back on Gary Vaynerchuk, and a specific structure for a healthy day, week, and year.Guests mentioned in this episode:- Howard Tager https://www.realestateteamos.com/episode/howard-tager-ylopo-ai-artificial-intelligence- Jon Cheplak https://www.realestateteamos.com/episode/jon-cheplak-real-estate-teams-traditional-brokerages- Tom Ferry https://www.realestateteamos.com/episode/tom-ferry-differentiation-accountability- Mike Schumm (coming soon!)Dustin Oldfather:- https://www.instagram.com/dustinoldfather/- https://www.instagram.com/oldfathergroup/- https://www.facebook.com/DustinOldfatherPublic/Real Estate Team OS:- https://www.realestateteamos.com- https://linktr.ee/realestateteamos- https://www.instagram.com/realestateteamos/ Talk or type with our new Team Bot: https://realestateteamos.com/bot

Jim Akey is Senior Sales Manager for Particles Plus. He has over 25 years of industry experience working with his customers sharing his application experience and providing solutions for their controlled environment particle counting. Before joining Particles Plus, Jim spent 5 years as Inside Sales Manager for ART Instruments, a particle counter manufacturer that revolutionized the way that particle counters were assembled. Jim also spent 9 years working as Inside Sales Manager for Lighthouse Worldwide Solutions. Jim lives in Oregon and has been very busy working with professionals dealing with wildfire related issues and numerous other particle counting applications. He is a graduate of California State Fresno with a Bachelors of Business Administration.

This episode of Pool Magazine dives into the world of pool pump technology and energy compliance. Joining us are Adam Key, Senior Product Manager for Pumps at Pentair Pool, and Rob Gaither, Inside Sales Manager for Pentair Pool, who discuss the benefits of variable-speed pumps like the IntelliFlo3. They emphasize how this technology enhances pool flow efficiency, reduces noise, and improves water clarity—all while lowering energy costs.The conversation extends into automation and remote monitoring capabilities, highlighting how these innovations streamline pool management for both homeowners and professionals. The guests also provide insights into upcoming energy regulations that require variable-speed motors, which present new opportunities for pool professionals to help clients remain compliant while saving on energy. This episode is a comprehensive resource for industry professionals eager to stay informed on technological advances and regulatory changes in pool equipment.Send us a textGENESIS®GENESIS® is the leading educational program for pool builders and design professionals.Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show

An incredibly valuable part of your team operating system: the ISA function, your ISA team, and your Inside Sales Manager. Here in Episode 38, Lisa Ryan, Director of Opportunities at Exquisite Properties LLC, an independent teamerage in San Antonio, Texas, shares her path from ISA and Inside Sales Manager into her current role. You'll learn how they build trusting partnerships with agents, how they compensate ISAs, which daily activities are expected, what metrics they track, how they manage handoffs to agents, when ISAs take opportunities back from agents, the role of AI in opportunity development, their training cadence for agents and ISAs, and much more!Watch or listen to Episode 038 with Lisa Ryan to learn:- The benefits of modeling behavior in-office and in-person- The path in and out of ISA and Showing Assistant positions and why the ISA position isn't “entry level”- The language and mindset of opportunity- Keys to a healthy agent-ISA relationship- How they compensate ISAs on buyer and seller transactions and with bonuses and incentives- Core activities in the role, including 1,000 calls per week- How they manage handoffs from ISA to agent (and exactly when and why ISAs are empowered to take those opportunities back)- Key metrics they pay attention to besides calls and appointments- What their training schedule looks like- The pros and cons of AI in lead engagementAt the end, you'll hear about fantasy football, ramen noodles, family walks, and “adult cartoons.”Connect with Lisa Ryan: - https://www.instagram.com/exquisitepropertiessa/- https://www.tiktok.com/@isasofsa- Email: Lisa @ ExquisiteSA . comConnect with Real Estate Team OS: - https://www.realestateteamos.com/subscribe- https://linktr.ee/realestateteamos- https://www.instagram.com/realestateteamos/

Thomas Le Maguer is the Co-founder and CEO of Republix, a growth marketing agency that helps marketers reclaim their fearless attitude and ability to drive and accelerate growth. Republix seamlessly handles your business growth needs through numerous disciplines supported by well-educated people and robust technology platforms.  Thomas has over 15 years of experience in the financial industry, working in various sales and management positions. Additionally, he has co-founded other companies and serves in executive roles at Consolidated Capital Corporation, eRational Marketing, Integrity Distributed Software Solutions, and Vequitas Capital Corporation. Previously, he was the Vice President of Sales and Inside Sales Manager at ONE Financial, where they successfully increased sales by 127%. In this episode… Starting and running a business is one of the most challenging things you can do, but growing it is even more difficult. While there are many ways to expand your business, acquisition remains one of the most effective. By acquiring another company, you can gain access to new customers, products, technologies, and expertise. However, it's crucial to approach acquisition with caution and careful planning, as it can also be a risky and costly process. Serial entrepreneur Thomas Le Maguer acknowledges that acquisition is a strategic move that helps your business achieve rapid growth and gain a competitive edge in the market. It allows you to expand your reach, diversify your offerings, and tap into new revenue streams. By acquiring a company that complements your strengths and weaknesses, you can create a robust, more well-rounded business better equipped to meet your customer's needs. He shares their journey of acquiring multiple brands and the lessons learned.  On this episode of the Inspired Insider Podcast, Dr. Jeremy Weisz sits down with Thomas Le Maguer, Co-founder and CEO of Republix, to discuss how they grew through acquisitions. Thomas talks about Republix and what it does, how it structured their acquisition deals, their acquisition criteria, and the lessons learned from the acquisition failures.

On this episode, Stephen Vickers (Head of US Sales Development) sits down with a video outbound expert - Ryan Scalera, Inside Sales Manager @Lob. He shares the common pitfalls when coaching video, and provides an insight into how you can get buy-in from your team, to use video as a channel.

In this bonus episode, we share a conversation from our live podcasting event at the 2023 AIA Conference on Architecture in San Francisco, California. Cherise is joined by Sebastian Williams, Inside Sales Manager at Cladiator. They dive into the world of rain screen façade solutions discussing how Cladiator's thermally isolated cladding support systems address the challenges of thermal bridging in the building envelope. Sebastian shares insights on reducing penetrations and improving moisture management through their unique fiberglass ziggurat system, offering an optimal environment for your rain screen system.If you enjoy this episode, visit arcat.com/podcast for more. If you're a frequent listener of Detailed, you might enjoy similar content at Gābl Media. Mentioned in this episode:ARCAT Detailed on Youtube

Our guest today is Grant Polfer.  Grant is our Manufacturer Rep and Inside Sales Manager for LUXART and already Grant great has been partner to us.  Grant lives in Lakewood, Florida, newly married to his new bride Melissa.  Today, he shares the value, the versatility, the affordability and why LUXART is a great choice for your luxury home.  He speaks of, '...a curated and boutique brand.'  LUXART is our company brand so we can provide all the traditional and newest designs for every room in your new home or renovation with room for every price point in all the beautiful finishes you want.www.luxartcollection.comhttps://www.luxartcollection.com/blogs/luxart-living/power-couplehttps://www.instagram.com/luxartcollectionusaWhen style and artistry meet, a beautiful love story unfolds. One where innovative faucets and signature accessories are born. Add an obsession for quality and you know you're getting the finest materials, finishes and craftsmanship. Only an artisan can create a masterpiece. Only LUXART is fitting for any canvas.https://www.buzzsprout.com/2167985The Showroom Show is a Spotify original.

Supply chain is much more than domestic truckloads and distribution centers. In fact, global logistics encompasses a vast amount of services. Join us as we speak with Bryanetta Grant of Vanguard Logistics Services to discuss some of the less discussed service offerings supporting supply chain. #transportationandlogisticsclubhouse #freightbroker #hotshot #flatbed #dispatcher #boxtruck #logistics #opendeck #broker #freight #freightforwarding #carrier #trucking #supplychain #warehousing #storageyard #freightmanagement #Reefer #drayage #refrigeratedfreight #trucking #dedicatedfreight #dat #containers #chassis #networking #fcl #lcl #nvocc #vanguardlogistics #globallogistics Positive Hip-Hop by MaxKoMusic | https://maxkomusic.com/ Music promoted by https://www.chosic.com/free-music/all/ Creative Commons Attribution-ShareAlike 3.0 Unported (CC BY-SA 3.0) https://creativecommons.org/licenses/by-sa/3.0/ Mixed by HM Media --- Support this podcast: https://anchor.fm/transportationlogistics/support

Randy discusses the DOE's L-Prize Competition, scientists are testing the effects of multicolor lighting on psychological states, Get a Grip on Lighting published a new episode, and PureEdge Lighting has an opening for an Inside Sales Manager.

In this episode of the Sales Secrets podcast, Brandon features Inside Sales Top 10 sales  development leader of 2018 Chris Fago. Chris, who works for Palo Alto Networks as its Inside Sales Manager, talks about overcoming renewal objections and the sales strategies they used to improve customer retention. Spoiler alert: it's all about timing and consistency.SUBSCRIBE TO SALES SECRETS PODCASTITUNES ► https://itunes.apple.com/us/podcast/s...​SPOTIFY ► https://open.spotify.com/show/1BKYsQo...​YOUTUBE ► https://www.youtube.com/channel/UCVUh...​THIS EPISODE IS BROUGHT TO YOU BY SEAMLESS.AI - THE WORLD'S BEST SALES LEADSWEBSITE ► https://www.seamless.ai/LINKEDIN ► https://www.linkedin.com/company/seamlessai/JOIN FOR FREE TODAY ► https://login.seamless.ai/invite/podcastSHOW DESCRIPTIONBrandon Bornancin is a serial salesperson, entrepreneur, and founder of Seamless.AI. Twice a week, Brandon interviews the world's top sales experts like Jill Konrath, Aaron Ross, John Barrows, Trish Bertuzzi, Mark Hunter, Anthony Iannarino, and many more -- to uncover actionable strategies, playbooks, tips, and insights you can use to generate more revenue and close more business. If you want to learn the most powerful sales secrets from the top sales experts in the world, Sales Secrets From The Top 1% is the place to find them.SALES SECRET FROM THE TOP 1%WEBSITE ► https://www.secretsalesbook.com/LINKEDIN ► https://www.linkedin.com/company/sales-secret-book/ABOUT BRANDONBrandon Bornancin is a serial salesperson (over $100M in sales deals), multi-million dollar sales tech entrepreneur, motivational sales speaker, international sales DJ (DJ NoQ5), and sales author who is obsessed with helping you maximize your sales success.Mr. Bornancin is currently the CEO & Founder at Seamless.AI delivering the world's best sales leads. Over 10,000+ companies use Seamless.ai to generate millions in sales at companies like Google, Amazon, Facebook, Slack, Dell, Oracle & many others.Mr. Bornancin is also the author of "Sales Secrets From The Top 1%" where the world's best sales experts share their secrets to sales success and author of “The Ultimate Guide To Overcoming Sales Objections.”FOLLOW BRANDONLINKEDIN ► https://www.linkedin.com/in/brandonbornancin/INSTAGRAM ► https://www.instagram.com/brandonbornancinofficial/FACEBOOK ► https://www.facebook.com/SeamlessAITWITTER ► https://twitter.com/BBornancin

In Season 2, Ep 8 of the Best Boss Ever podcast, Christine interviews Mary Shannon, Inside Sales Manager at Manulife.  Mary shares stories about her best boss who changed her career path by taking a chance on her and led her on the track to sales.  Jasmina Garbus was invested in her team's development, recognized strengths in others and motivated and empowered her team.  They talk about the importance of networking, excellent communication, building culture and relationships as well as the best simple advice for all leaders. 

My guest for this episode is, Giacomo Gigliarelli, Inside Sales Manager @ MathWorks... Connect with Giacomo - https://www.linkedin.com/in/giacomogigliarelli/ 

Motivating and leading in the remote work environment can be challenging for those who traditionally have relied upon in person, face-to-face conversations with their peers and prospects. Building and maintaining successful remote sales teams requires a balance of creativity, coaching, and a clarity of both expectations and communication.We are thrilled to have a leader join us on Twins Talk it Up to share how he motivates and builds successful remotes sales teams. Mark Davis is the Inside Sales Manager at Optimize Health, one of the fastest SAAS based remote patient monitoring companies revolutionizing the healthcare sector. Some of Mark's strategies for motivating sales professionals include:Incorporating technology toolsInvesting in training and resources for professional developmentConsistent coaching and mentoringManaging goals and expectationsQuality over quantity with meaningful and authentic conversationsHe loves seeing his teams win. Make one more call, as that call could very well be the difference and translate into incredible success. You will also appreciate how Mark models what he preaches. He is an avid reader and integrates his love for team sports into his leadership. To learn more about Mark, Optimize Health or to join his team, connect with him on LinkedIn at www.linkedin.com/in/mark-davis-41721260/ or by visiting www.optimize.health/Support and Follow us by Sponsoring, Subscribing & Downloading.--- more ---If you are looking to learn the art of audience engagement while listening for methods to conquer speaking anxiety, deliver persuasive presentations, and close more deals, then this is the podcast for you.Twins Talk it Up is a podcast where identical twin brothers Danny Suk Brown and David Suk Brown discuss leadership communication strategies to support professionals who believe in the power of their own authentic voice. Together, we will explore tips and tools to increase both your influence and value. Along the way, let's crush some goals, deliver winning sales pitches, and enjoy some laughs.Danny Suk Brown and David Suk Brown train on speaking and presentation skills. They also share from their keynote entitled, “Identically Opposite: the Pursuit of Identity”.Support and Follow us:YouTube: youtube.com/channel/UCL18KYXdzVdzEwMH8uwLf6gInstagram: @twinstalkitupInstagram: @dsbleadershipgroupTwitter: @dsbleadershipLinkedIn: linkedin.com/company/twins-talk-it-up/LinkedIn: linkedin.com/company/dsbleadershipgroup/Facebook: facebook.com/TwinsTalkitUpFacebook: facebook.com/dsbleadership/Website: dsbleadershipgroup.com/TwinsTalkitUp

This week, we are joined by Joe O'Grady AKA Director of Awesomeness and the co-founder of The Service Profit Group. Prior to that, Joe got his start as an Inside Sales Manager at a Florida-based home services company, Clockwork Home Services. It was there that he learned how to train almost everyone, from owners to techs and everyone in between. Having leveled up to a Director of Operations role at a $7 million per year HVAC and plumbing business, he recognized his true calling in teaching and empowering others. At The Service Profit Group, they help HVAC, plumbing, and electrical contractors who are in the home services space increase their bottom line - on average increasing profits by 8 to 14%. Go get your popcorn and your favorite drink as this should be a fun episode! How can EOS (Entrepreneurs Operating System) help my business?How do you understand what your core values are?Why is it hard to figure out your core values?How do you plan an exit strategy for your business?How can you sell more memberships?What should you spend on marketing as an HVAC business?What Key Training Indicators (KTI) should I look at? What is broke/fix it syndrome, and how do you overcome it?What is the quickest way for you to lose respect for someone?What are the trends in HVAC? How to avoid racing to the bottom?How do I show them the numbers in my business?And more!Find Joe :On The Web: https://members.theserviceprofitgroup.com/starter-toolkit/On The Web: https://calendly.com/thespg/consultVia Email:  joe@theserviceprofitgroup.comFacebook: https://www.facebook.com/joe.ogrady.79Join Our Group: https://www.facebook.com/groups/hvacrevealedPresented By On Purpose Media: https://www.onpurposemedia.caFor HVAC Internet Marketing Reach out to us at info@onpurposemedia.ca or 888-428-0662

Randy discusses the ioXt Alliance, Radulescu LLP to host webinar on patent issues, #BreakTheBias with WILD on International Women's Day, bankrupt Healthe names creditors, and a lighting manufacturer is looking for an Inside Sales Manager.

Since the introduction of our new, industry-leading Archive feature Steve decided to sit down with two of our CoudM leaders; Director of Customer Experience, James Smith, and Inside Sales Manager, Sam Winter to discuss Archive in more detail. They delve into the numerous ways you can Archive your data. They talk about real customer stories and the challenges they have faced, and of course look at how CloudM has helped overcome these. If you want to make sure your business is staying compliant and secure in the digital workplace, this is an episode not to be missed.

Breaker of boundaries and professional Hype Man – Joshua Brown is a Sales beast. He shares his inspirational story of overcoming a damning health diagnosis, to training with Boxing elites, all the way to his discovery of Sales and his success within it. This is an episode worth listening to. Since recording Joshua Brown has become an Inside Sales Manager at Archipelago.

Bienvenue á l'épisode 14 de la deuxième saison du podcast, aujourd'hui je reçois Zeina Lo, Inside Sales Manager, basée à Atlanta.Nous avons parlé de l'habitude que nous avons dans notre communauté de faire des commentaires négatifs sur le physique des gens et de l'impact que ça a sur l'estime de soi. Zeina a partagé avec moi son expérience, elle a parlé des conséquences que les comparaisons avec ses soeurs et ses cousines ont eu.Joignez-nous sur notre compte Instagram pour discuter et nous poser des questions. Cliquez sur ce lien pour avoir accès á toutes nos infos. Inscrivez-vous á notre bulletin d'information pour être les premiers á être au courant de nos news. 

Sanjit "Sonny" Dhaliwal is the Inside Sales Manager at PatientPop. He's been promoted 4 times in the 4 years he's been there and is a rising star in the sales leadership world, referred to this podcast by THE Justin Welsh. In this episode, Sonny and I talk about: His professional acting career How he continues to move up within the organization Passion for Real Estate investing And much more This podcast is brought to you by Gong.io, the #1 Revenue Intelligence Company, and Postal.io, A Curated Experience Marketing Platform that Helps You Cut Through the Noise. If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts? It takes less than 60 seconds, and it really makes a difference in helping to grow this show and find the best guests possible for you. Follow The Podcast: Apple/Spotify: Millennial Sales Twitter: @TommyTahoe Instagram: @TommyTahoe YouTube: TommyTahoe Website: Millennialmomentum.net

Sanjit "Sonny" Dhaliwal is the Inside Sales Manager at PatientPop. He's been promoted 4 times in the 4 years he's been there and is a rising star in the sales leadership world, referred to this podcast by THE Justin Welsh. In this episode, Sonny and I talk about: His professional acting career How he continues to move up within the organization Passion for Real Estate investing And much more This podcast is brought to you by Gong.io, the #1 Revenue Intelligence Company, and Postal.io, A Curated Experience Marketing Platform that Helps You Cut Through the Noise. If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts? It takes less than 60 seconds, and it really makes a difference in helping to grow this show and find the best guests possible for you. Follow The Podcast: Apple/Spotify: Millennial Sales Twitter: @TommyTahoe Instagram: @TommyTahoe YouTube: TommyTahoe Website: Millennialmomentum.net

Casey J. Ashley joined the Sage family in March 2018. He currently serves as an Inside Sales Manager in North America for the Specialized Small Group portfolio, with products supporting both Small & Medium Segments. Prior to that, he worked in the FinTech & MarTech industries. He is an inspirational leader to the core. He believes that by focusing on people and creating a culture-centric approach it allows him to maximize the success of everyone. This approach ultimately drives the results needed for the individual, the team, and the company’s goals. He is a firm believer in personal development and personal accountability in pursuit of becoming the best version of himself. www.linkedin.com/in/caseymeansbusiness

The housing bubble of the early 2000s, where house prices peaked in early 2006 then started decreasing dramatically. By December 2008 we experienced the most significant price drop in history, prolonging the crisis until 2012. Through that time a lot of myths surged around whether or not it was a good idea to invest in a house. Regardless of what is false and accurate, the crisis showed us that many ordinary citizens had limited knowledge about real estate. When we look at the Black community, this number is even more significant. In this episode, co-hosted by Mervin Bourne, we talk with two members of the world's largest real estate agency, Century 21; Marc Dosik is a Senior Agent, and Mike Davis, Inside Sales Manager. They kindly explained the values of owning land and the benefits citizens can have access to just by owning a property. We talked about the lack of education on real estate, the different housing values according to owners' ethnicity, and the concept of paying ourselves before paying anyone else. They brilliantly explained the real estate crisis of the late 2000s and how and why it mainly affected minorities. Marc and Mike also demystified some popular beliefs about investing in real estate and the post-2008 narratives. Tune in to Just Black Talking and learn about real estate's intricacies and why it is so hard for many people to get into this market. Some Questions I Ask:Could you tell us a little bit about the importance of homeownership? (4:05)Could you explain a bit about generational wealth and the wealth gap? (11:51)How do people find out about their possibilities in the real estate market? (16:57)There was just an article that we saw where a Black homeowner had their white friend stand in and pretend to be the homeowner, and all of a sudden, their appraisal value had changed. What do you know about that? (22:26)Marc, you were in the industry in 2008. What are some of your impressions about what was going on in 2008 from the perspective of minorities and minority homeownership? (27:46)In This Episode, You Will Learn:McDonald's and the value of owning land (5:00)The five ways to get rich in America according to Mike Davis (10:13)Putting money in ourselves first, and the wealth gap between white and Black Americans (18:18)Keeping the wooden spoon on the wall. The influence of ethnicity in properties' value (22:43)What is a short sale in real estate, and how that affects homeowners (32:35)Resources:Fed City Team at Century 21 Redwood Realty WebsiteFed City Team at Century 21 Redwood Realty FacebookConnect with Marc:Cell: 301-910-9976Work Phone: 202-543-7283Office: 202-930-9371Connect with Mike:Cell: 240-701-0529

We have five generations working in telecom sales now… all on the same team. It's no walk in the park to manage a team of a dozen reps ranging in age from 18 to 65. I recently had a chance to pick the brain of Aaron Owen, Inside Sales Manager at Verizon, about his experience leading a cross-generational team. What we talked about: People: the tendencies of different generations Process: whether two daily meetings is too many Technology: the best channels to communicate are all the channels For more engaging sales conversations, subscribe to The Sales Engagement Podcast on Apple Podcasts, on Spotify, or on our website. Listening on a desktop & can't see the links? Just search for Sales Engagement in your favorite podcast player.

This episode of Interview with Influencers features Joey Meredith the Inside Sales Manager for the Tennessee Titans. Don't miss Joey discuss... - His discovery of the business side of sports and how he worked his way from Inside Sales to leadership with the Titans organization. - What the Titans sales teams day to day during a global pandemic looks like. - Skills/traits he looks for in a potential hire. PLUS SO MUCH MORE!!

This episode of Interview with Influencers features Zach Henderson the Inside Sales Manager for the Washington Nationals. Don't miss Zach discuss... - The importance of supplementing course work with experiences, more experiences and even more experiences. - What skills have helped him become a well respected, impactful and successful leader. - The skills/traits he vets for when speaking with potential hires. - The power of PROPER networking and importance of FOLLOWING UP. PLUS SO MUCH MORE!!

This episode of Interview with Influencers features Pat Ayling, Inside Sales manager and Logan Hill, Account Manager or Memberships with the Philadelphia Flyers. Don't miss Pat and Logan discuss... - How they broke into the sports industry. - The value of quality mentorship and how mentors have influenced their careers. - The skills that have propelled them to success thus far in their career. - The little things hiring managers look for that can separate you from the pack. PLUS SO MUCH MORE.

When it comes to promo sales (or really, sales in general), few methods are more successful than the classic Good/Better/Best method. To break down this “ole faithful” of sales strategies, today we’re speaking with Rande Marin, Inside Sales Manager at Next Level Apparel. We’ll hear her thoughts on why this method is so effective, which end-buyers fit into each category and which Next Level styles fit each group’s specific needs.

In this episode of the OKRs Q&A Podcast, Tim Meinhardt interviews Jeff Hartand they discuss the fun and competitive nature of OKRs and how being consistent with OKRs ultimately ends up breeding culture change. Jeff recognized early on how OKRs made his team more focused and productive and is a huge OKR advocate and fan.Jeff is currently an Inside Sales Manager for the Public Sector at Red Hat, where he leads a team of young professionals to drive sales pipeline for their organization. Jeff has over 20+ years of sales and management experience in the Washington D.C. area and graduated from the University of Pittsburgh, where he studied Business Administration/Communications.If you interested in working with the Atruity team or downloading our free e-book The Seven C's To OKR Success - click this link: https://linktr.ee/atruity

- Intro and career paths summary - The most important thing to think about when selling across different countries - How do you leverage social selling across regions - Train your team members on cultural differences when selling - One advice for remote managers - Advice for individual contributors being managed remotely ____ Check out our #limitless webinar series: https://www.hippovideo.io/webinars.html Learn more about Hippo Video: www.hippovideo.io Visit: https://www.hippovideo.io/podcasts/listen-now.html to get updates on the upcoming episodes and share what we're learning on your social handles. Tweet us @thehippovideo

So many of us in sales have said these words: “Anything but sales.” What is it that draws us in? We love a challenge. In this episode, I interview Mataya Frizell, Inside Sales Manager at World Manager, about tactical tips for crushing the first year. What we talked about: How to get from sales to sales manager in 10 months Tactical tips about goal setting Personalization is key Using your intuition for when to push a Type A personality For more engaging sales conversations, subscribe to The Sales Engagement Podcast on Apple Podcasts, on Spotify, or on our website.

Happy International Woman's Day! Today we have a special episode. Doreen is the Inside Sales Manager at Facebook Workplace. In this episode, we talk about what being a woman in sales leadership means, how to take your sales role seriously and how being a woman in sales is different in each region.

Guest: Daniel Dackombe - Head of Sales, EMEA & LATAM @Mixpanel (Formerly @LinkedIn) Guest Background: Dan is the Head of Sales, EMEA & LATAM @Mixpanel (Series B, $865M Valuation, $77M Raised), where is leading Mixpanel's rapid expansion into EMEA & LATAM markets.  Prior to Mixpanel, Dan was at LinkedIn as Global Sales Director - Search & Staffing focused on growth and strategy of the Search and Staffing vertical globally. Prior to this, during his 8 years at LinkedIn, Dan built, managed, and led the Search & Staffing vertical expansion throughout EMEA from scratch to a 9-digit ARR business w/ over 150 employees. Guest Links: LinkedIn Episode Summary: In this episode, we cover: - The EMEA B2B SaaS Playbook: Market Selection, GTM Considerations - Compete AND Compliment- The New Fragmented Market Reality for Sales - Hiring Profile Tips - Sales Reps & Sales Managers - Global vs. Regional Leadership - Influence, Focus, Consistency vs. Flexibility Full Interview Transcript: Naber:  Hello friends around the world. My name is Brandon 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! Naber:  Hey everybody. Today we have Dan Dackombe on the show. Dan is the Head of Sales, EMEA & LATAM @Mixpanel (Series B, $865M Valuation, $77M Raised), where is leading Mixpanel's rapid expansion into EMEA & LATAM markets.  Prior to Mixpanel, Dan was at LinkedIn as Global Sales Director - Search & Staffing focused on growth and strategy of the Search and Staffing vertical globally. Prior to this, during his 8 years at LinkedIn, Dan built, managed, and led the Search & Staffing vertical expansion throughout EMEA from scratch to a 9-digit ARR business w/ over 150 employees. Here we go. Naber:  Double D, Dan Dackombe. Awesome to have you on the show. How are you this morning? Daniel Dackombe:         I'm well. I'm well. Thanks, Brandon. Naber:  You've got your go-to tee shirt on. You're ready to rock in the morning and had your cup o'tea. I'm loving it. Hey, what I think we'll do in our chat, go through some personal stuff first, and talk a little bit about you growing up. What Dan Dan was as a kid. And we'll go through some of the decisions you made as a kid, and what you were like. And then ultimately, go through the bulk of where we'll spend our time, which is professional stuff. Sound okay? Daniel Dackombe:         Sounds great. Naber:  Awesome. All right, let's start with Dan Dackombe as a kid. So Crawley, England, I could have said that horribly, with the American accent. Totally understand that. However, Crawley, England, believe you grew up there. What were you, what was Dan Dackombe like, as a kid? What were you interested in? And what were some of your hobbies and things that you were doing when you were younger? Daniel Dackombe:         Oh, man. Yeah. So, I'm the oldest of three. Two younger brothers. Yeah, my parents divorced when I was about 12, and they both started another family each. So there are five brothers all in all basically. Which is, which is pretty cool. So I'm the oldest of five really. I was, I was pretty intense. My Dad was a rugby guy, so I played a lot of rugby growing up. So yeah, I'm not great at the kind of default, what's your favourite football team? I kind of have to take a bit of a back step in terms of my credibility around anything regarding football, more of a rugby guy growing up. I boxed through it while I really enjoyed that for a few years. But yeah, I was a pretty social guy, pretty social kid. I was, I was always...and this is quite an interesting dynamic actually because I've thought about a lot of these ideas. I was always the worst kid, in the top class. Okay, and so what that basically meant...And that has kind of scarred me and blessed me. Take sports. I remember being on again, my son's 14, so this is really like...I remember being 14, 15 in the cross country race. So you imagine a freezing cold, February morning in the UK, frost on the ground, and there being a big line of in my mind, giant 15-year-olds. And there'd be like, me, and I always got smashed. So I'd always be like, maybe not last in the top group, but I definitely went the champion jog. And so I was always frustrated that I'd worked hard enough to get to the top group, but I was never kind of capable in that sense. And likewise, academically, I always found I did pretty well at school. I wasn't the most gifted, but I was always in top sets, but I wasn't one of these people that were crazy naturally gifted. I had to revise really hard. And so, I think a lot of that translates to both, I think what helps set me up for future success, but probably also like, it has caused a lot of the scarring and imposter syndrome that we all kind of face. Maybe it'd be different if I was in the one class down and like, the top kid there. Yeah, it was great. I was, I enjoyed growing up with where I lived, had a whole bunch of friends I'm still in touch with. Probably half a dozen of them. You don't see someone for a year, two years, three years, and then you catch up in a bar or pub and telling the same mom jokes, or talking about the time that someone did something stupid. And you know what man, we just been repeating these stories for like 30 years. It's nice to maintain those types of relationships. Naber:  Oh, that's great. That's good, that's a really good start. You got me smiling a lot over here. It's great. And you always do. Okay, so, two more questions. What was the first thing you did to make money? Daniel Dackombe:         Yeah, I mean I've always had a pretty good work ethic. And so I worked from a pretty young, I mean I did like, standard, paper rounds at a young age, gardening work. My first actual employment I worked, cleaning the cars on the four court, on early, early Saturday mornings. So that when people are out looking at new vehicles, they can go in and again the cars don't look like they're covered in crap. But this was a show that was right in the middle of an industrial estate, right next to this great big dual carriageway. So I used to come into work every Saturday when these cars were like rotten. I was like, I gotta clean every single one of these calls again. It used to kill me. I just think maybe like, I don't understand how they get so written off. So I did that probably 14 or so. But yeah, I spent a lot of time, doing construction jobs. My Dad was a construction guy, ran his own companies. I mean, you wouldn't do it now. I mean, I would probably be, yeah, my first salaried wage. I could have been maybe 15, maybe 16, and you'd be working in a building site in central London. He'd like dropped me off. I mean he dropped me deep in. And so talking about learning confidence. And building relationships with like, grown men who are kind of in the construction stage, and I'm like 16. And my dad was the boss and no one knew this. So basically, I was the boss's son. He would drop me off, and at the end of the week. I'd meet him in the pub, as you do when you're 16. And everyone would be like, Oh man, you know...I'm like, that's my dad and all of these guys be like, oh man, we've been bossing this kid around for a week, and this is the boss's son. I, I've got a whole bunch of stories I can probably tell you in the pub about my time doing that sort of thing. But yeah. So I've done some different jobs and worked from a pretty young age. Naber:  The things that folks have done when they were younger that they don't think are that fascinating, or just normal, are fascinating to a lot of other people. So you're saying that you worked for your dad's construction company, you just got dropped off and then picked up. That sounds a crazy, interesting scenario for many people that didn't have that as their normal day to day as they're growing up. So maybe it doesn't come to mind, for you or for the folks that are talking on this on our show a lot, but it's really fascinating. That's really cool. It probably, I mean it forms and shapes you. Daniel Dackombe:         Totally, I mean I've got a really vivid image in my mind. Bearing in mind this would probably be early to mid-nineties. So it wasn't quite deep in the eighties, but there was still that 80s hangover of music, what people wore. And so the work that we did was a lot of, like, data centres and dealing floors. And so basically just as the trading community began to really digitize their business, and they used to have big data centres basically, that's what my dad did. He built out trading floors and data centres. So all of my work would be in the city. Okay, so you'd be all of these companies that had been doubling down on technology. And so I remember being in a bar in the city and there was like, two divides. I mean on one half of the bar you had all of these construction dudes, and on the other half, you just have all these traders. You know, handmade suits. And it was really interesting for me too because it was like, hey I'm here, but it baked this aspirational, I want to be on the other side of the bar, and I want to be with the traders crowd. Those are the guys that are drinking bottles of champagne, and you know all of the builder guys were pretty dismissive about them. And I kind of was looking at them in a fairly, sort of aspirational way. Like yeah, at some point I'm going to be, I'm going to be that guy on the other side of the bar. Naber:  I love that. Cool. That obviously shaped your mentality for a long time. Great Story. All right. So, you're making decisions about where to, about where to go to school. You head over to University of Surrey, in Guildford. Explain, why you went to University of Surrey, and then we'll hop through some of your first professional, gigs and up through, up through TotalJobs to LinkedIn. Daniel Dackombe:         Yeah, sure. I mean, I loved history and I loved...The A levels that I did, so I did English, I did history, and I did an early, what was called then, a media studies course. And in that media studies course, we studied a product and a principle called the information superhighway. Okay. And that was the first name of the Internet. So basically, I remember writing essays and stories and dissertations on potential outcomes and the impact that this would have in terms of like, they were really around personalization. I mean basically what we wrote about then, in terms of IoT and personalized content, seems so abstract because we didn't understand the hardware and the kind of infrastructure requirements, and that felt too advanced. If you can let go of the how you're going to make it happen, and kind of focus on the what, it becomes quite inspirational. So, so I did that. So I applied for two types of colleges. My number one choice was, nautical archaeology in North Wales. Okay. So my life could have been very different. Then the other piece, so the Surrey course was a BSc in media production and business. And so it was all in documentary making, filmmaking, radio shows, graphic design, web design and business around that. So a lot of my pals from college went on to do some sort of media production based job. And I, yeah, I mean, I loved it. It was great. It's a great course. It was really practical. I didn't really apply myself I think as well as I could've done. I think I did the classic, straight from high school, did A levels that were pretty intense. Then straight from there went to college, and at that point, I was just like, I wasn't there with a purpose apart from kind of having fun really. Yeah. It was a, it was a great course. Made some great friends there. Still in touch with those guys. And yeah, really, really enjoyed my time there, but it was mainly focused around media production and business. Naber:  Nice one. Awesome. All right, so you're leaving Surrey, you're getting into your first gig out of school. Walk us through the first few gigs you had a school and take us up through the end of TotalJobs, and then we'll talk about your jump into LinkedIn. Because we'll spend the bulk of our time in LinkedIn and Mixpanel and talking about a few of your superpowers and going through some mindset and method on some of the things that I know that, one, you're really passionate about, and two, that you're really good at. Daniel Dackombe:         Yeah. So, I mean, I didn't know exactly what I wanted to do when I left college. The career track if you want to kind of continue some type of media production based job is that effectively you leave college and try to effectively get an apprenticeship or an internship. And I just was too impatient for that. And to be frank, I needed the money. And I couldn't wait around, in terms of what I wanted to do in my life, and where I wanted to go. And so, I struggled. The idea of kind of like, dragging myself up into central London, to work for some sort of media production - pre or post-production business - for almost minimal wage with a view that at the end of a period of time they may or may not offer you a job. I was like, man, I don't know if I've kind of got that in me. And so I'll paint for you because it gives you a nice snapshot of the times. So I was in a pub smoking cigarettes. Back in the days when I used to smoke cigarettes and back in the days when you could smoke in a pub. I'm reading the Guardian, which is a pretty left-wing paper, back in the days when I was fairly left-wing. And it had hundreds of pages of job adverts, and this is pre job board, so the technology of job-seeking was sitting in a pub looking at a newspaper, which kind of suited me quite well. And there was an advert in the back of this newspaper saying, are you a graduate? Do you earn 30,000 pounds a year? I was like, yeah, that's an easy take on those two. Circle. I'll go and grab another beer. And basically dragged myself up to London for an interview. I had a phone interview, go invited it up for a second interview, and walked into this place that was basically a massive contract publishing business. And they had like two hundred people, on this huge Salesfloor. There was a huge amount of energy. There's a huge amount of fun going on. I used to get paid weekly in cash, which was hilarious. It was just a real boiler room basically. And basically the end of that first year, I was the number one Salesperson. I'd paid off my student loans, I'd bought a car, and I'd bought my first flat in my first year. And so basically, I used to get paid weekly in cash. I was living on my Dad's sofa at the time because I came out of college and I was like, I needed to get into London. My Dad worked in London. And I was like man, I'll just bunk up with you for some time. And that was it. The Sales bug, you're hit man as soon as you start moving into that world. So I did that for a couple of years, beginning of the .com boom. Headhunted for an Inside Sales role. Went over, joined that company, and that company went on and was rebranded to coming from Stepstone. And I stayed there for a number of years, moved into my first leadership role, managed a pretty big team there. So I moved on to managing probably 18 people. And then literally the DOTCOM bubble burst, share price completely tanked, we had to fire half the people. I kind of walked away from there being completely disillusioned with management and leadership because I just personally found it so hard. I left there, pretty bruised, to be honest, I'd kind of gone through a pretty tough time prior to me leaving there. Had burn out periods, took a couple of months off. And in many ways that's actually one the best things that happened to me because that has really helped me sort of, mediate and moderate my own thinking around work. Mental health in the workplace is another topic that I'd love to talk about. But maybe that's another, another topic for another time. Went over to TotalJobs, which was basically the digital division of RBI, a large publishing business owned by Reed Elsevier, a global FTSE business, Anglo-dutch company. Went to their digital division. Started off as a Field Sales guy. I'd spent, up to that point, I'd been an Inside Sales guy and Inside Sales Manager. Managed a team, then managed two teams, managed the channel team and the advertising agency and RPO team. So moved up the ranks there every period of time, had great fun. They're highly, highly competitive. Highly in the UK. So kind of learned a lot around just operating as effectively as you could against the backdrop of peak competition. And then really the big change for me at that point, I was then headhunted again by LinkedIn to basically be their first EMEA Enterprise Sales Manager. So I was responsible for and launched the UK business. And there's, there's a whole other chapter to follow on after that, I guess. Naber:  Excellent. So that's your jump into LinkedIn, first role at LinkedIn. So, let's pause there for a minute. You were at TotalJobs for eight years. I mean that's a long, long time. What were one or two things that were the biggest things that you learned that you took with you throughout your career from TotalJobs? And then we'll hop into your roles at LinkedIn and I've got some specific questions around your superpowers there. Daniel Dackombe:         Yeah, so I think, key lessons learned, there were one, around the importance of short term execution. This was a business that would operate with pretty strict deadlines. And so as opposed to the kind of annual quota philosophy, there was almost a monthly execution. And I think that created a good sense of kind of both urgency, and then how do you kind of manage a team to kind of operate so that there's like, twelve billings periods as opposed to one or even four. And so I would say that was definitely one of one of the key pieces. And then, actually the back end of my time there, the global credit crunch had really just started. And so actually it was a really, the year before I left, it was actually really quite tough. And basically we got to the point whereby if a bunch of headcount we'd removed from the business. And we were down to right, this is the skeleton crew that we need to run. But if we don't hit the following financial milestones, further cuts will need to be made. And I was quite transparent about that with my teams. I was like, look, this is where we are with it. And so I guess out of that adversity came a belief around the importance of honesty, transparency, authenticity, and then how the team then galvanized. And basically, you would get to a point whereby at the end of every month or the end of every quarter people were working for each other, working for a particular cause. And I come on to this, but I've always believed people work better for a cause than the company. And that cause for us at that time was like, we don't want to lose anyone from our team. And so, those were, I would say, the urgency of the billing, but then also the importance of galvanizing a team around a particular mission. Even if at that point that mission was pretty negative. But it still showed me the importance of relationships, and how to lead through adversity. And those, I would say probably the two things that really stand out. Naber:  That's great. Okay. So you jumped into LinkedIn, you're headhunted into LinkedIn. You've talked about what you're responsible for in your first role, so jump through maybe in two minutes, the responsibilities you had in that first role again, and then through your jump from Mixpanel and just run us through what you're doing at LinkedIn and what you're responsible for. And then we can jump into a couple of topics. Daniel Dackombe:         Yeah, sure. Okay. So, I mean, there were 30 people in the UK, probably no even many, 20 people in the UK. Maybe 50 people, not even 50 people in Dublin. There's now what, 3000 people in Dublin? So, one of the early guys. I spent my first six months literally interviewing, I think I did 133 face to face interviews in my first year at LinkedIn. Literally, I was just focused on building just building the best team I possibly could. And so we built a team of, 18 Enterprise AE's. And we covered the UK market at that point because we had no other Sales functions outside of the UK covering EMEA. My guys would also cover particular geographical territories. So I remember at one point, you had people covering like, all of public sector UK and the Middle East. You look at LinkedIn now, and you look at how many people are employed in those two sectors, I mean, it's hundreds. So, it's that greenfield opportunity, which in itself brings a number of challenges around prioritization. And so yeah, my first year was building up Enterprise AE team, and then help to launch a number of different offices. I helped hire the guys that and onboarded the guys in Sweden who ran our Nordic office. We opened the Paris office and helped with the training and support in getting that office up and running. The UK RM business was launched that point as well. And so, the business really started to kind of build, and grow, and scale-out. So my first year was around hiring, building, specifically focused around the Enterprise AE space. Moving into the second year, I then managed Senior Enterprise AE's. And so there was, those were guys that...we had different gradients of Enterprise AE's. And then also managed our first kind of efforts in regards to channel and partnership program, in terms of both re-sellers and lead referral program. That was, that was really interesting to see that, and there's a whole bunch of challenges around that. By then, started to diversify the Sales team to be focused on different verticals. And that kind of moves us into my third year at LinkedIn had the opportunity to put together a business case for a specific vertical and then spend the next four years building that business up in EMEA. And built that essentially from scratch to over 200 people, 163 million ARR, 12-13,000 customers, 33% growth year on year. Even bigger than that obviously, in the first few years. And then that took me to my last role at LinkedIn, which was effectively a global overlay role for that entire vertical. A fantastic opportunity. But those are, I guess, the the main broad chapters of my time at LinkedIn. Naber:  When you were at LinkedIn, and now at Mixpanel you've built out a playbook for building an EMEA-wide B2B SasS go-to-market strategy and plan. And you've done this over the years, you've iterated on it, and then you've obviously you added on the global remit you had at your later stage of being at LinkedIn. Let's talk about that playbook for building an EMEA-wide B2B SaaS go to market strategy and plan. So, I'd love to hear a couple of different pieces of it for the audience so they can hear how you think about it. So a couple of pieces being building strategy, selecting markets and when to start to expand into them, building product and enhancements to product, and then ultimately team and building out the structure and timing of your team - physical geography as well as hiring, managing them. So let's go through building strategy. So if you're thinking about building an EMEA-wide B2B SaaS go-to-market strategy, how do you think about building out the strategy and building out the market selection that you're going to then go execute on? Daniel Dackombe:         Yeah, so I think I would start off by thinking around, it's a case of having, you start off from directional confidence. And I think, at this early stage, getting to a point where you are 80% comfortable and confident in the decisions that you're making, is really how you need to operate. And so some people say, oh, you have to get comfortable being uncomfortable. And I think that's BS, because the nature of being uncomfortable is, it is uncomfortable. But my interpretation of that is you've got to be comfortable with being 80% confident, and it's okay to kind of...Because actually, the time it takes to get to the point of 100% confidence is actually dead time most of the time in a kind of scale-up phase, well, I guess I'm talking about both start-up and scale-up. And so in terms of that directional confidence, you look at really just triangulating a number of different data points. And those are both hard and soft data points. And so, those could be things like, do you have an existing customer base? Do you have an existing user base? Do you have an existing user base from customers who are billed outside that particular geography? So whether you're a consumer business or a B2B business, understanding where is the traction that's currently, in the product, that's currently being made. If there's an associated user base to it, what is does the user base look like? What are the growth rates geographically for each of those sectors? Have you got companies that are growing far quicker than some other sectors? The other pieces of information you'd probably overlay on top of that is looking at the existing customer base in terms of, are there any characteristics within that, in terms of company size, company type, industry? And so I guess it's a case of, really looking at all of the various different data points that you've got available to you in terms of what you understand about your products, the product-market-fit, and also the individual psyche of the marketplace that you want to sell into, and their ability to buy the products. And I think that's actually quite often overlooked, and it's quite often overlooked from a cultural perspective, certainly with North American, West Coast technology companies. And so I'll give you, I'll give you two examples of that. So number one, when we launched in EMEA if you looked at LinkedIn, one of the proxies we used for potential success was, well, how engaged is a particular geographical region in regards to LinkedIn.com? And the assumption we made on that was we'll actually if there's significant traction on LinkedIn.com we think we can sell the concept of that audience to people within a particular geography. So, for example, we had a high degree of engagement amongst members within Denmark, But actually the notion of direct sourcing and headhunting from your competitors from a cultural perspective, was something that actually locally in Denmark is like, really, that's not the case now but certainly 10 years ago, whatever, the principle of direct sourcing kind of from an ethical perspective was something that they were uncomfortable with. So unless you happen to know that, a bunch of decisions could be made in North America based around data, in terms of wow, okay we've run an algorithm based on penetration of membership, growth of online Sales agent within the product. We've identified Denmark as a top-four market EMEA. But actually, the reality of that is there are cultural blockers to that particular product that we weren't aware of. So another practical example of that as well, is you can have a customer that in principle looks they should really use the product. But actually, when you dig into the particular persona of that company, do they actually have the capabilities of using the product? And so, I find that in lots of technology companies or lots of technology that I've sold to, you can have on paper a company that looks the perfect persona that you should sell into, but actually, they've got no evidence of purchasing similar products before in the past. They've got no evidence of being a pro-technology company in terms of the investments they make. And in addition to that, from an organizational point of view, they didn't have someone internally that's the right person to use the product. So, an organizational understanding and sector understanding should be one of those data points that you kind of look at now. So you go back to my original point of like, directionally accurate. If you took the Nordic region and kind of made a series of assumptions, you're like, okay, yeah, we believe that that is a market that we want to be kind of going after. That is a core market for us. And effectively the way that I would categorize EMEA would be, what are your kind of core and emerging markets? And have a framework around how you define what your core markets are based on a bunch of data points that you triangulate to basically create an algorithm and a scoring mechanism. And then you can have a bunch of core and non-core markets. You then orientate Sales teams around those core markets with a percentage of their time focused on non-core markets that when they reach a particular tipping point, you kind of pull them into the fold and put more of a focus on them. Naber:  That's great. Thanks so much, Dan. This is a good transition and segue. As you started to think about it within your playbook, building out those teams, what's your mindset for hiring in EMEA in general? And then maybe even any regional nuances that you know that you need to go through, or process changes you need to have, or mindset shifts you need to have. Let's start with reps and then we can go to Frontline Managers. So as I'm starting to hire out my first few reps, within my Sales team. How do I think about going about doing that within my playbook? Daniel Dackombe:         Yeah, so I think one of the key things to think about is who do you need for the job that you need right now? And I think some of the mistakes that I've made before in the past is I've hired people that are the people that you would need in three years time. And so for me, I think, there's a whole bunch of challenges in selling technology now because companies have changed the way in terms of how they buy technology now. Technology purchasing has been, in many ways, it's been democratized by the employee. And so if you look at companies Slack as an example, you can have a company that's got 5,000 slack users, and they're not an official Enterprise customer of Slack. You've just got an employee base using a product. So you've got, companies now buy technology through individuals, through departments, and then at an Enterprise level. And so I guess the part of you understanding your own go to market strategy of, are you trying to go in at an Enterprise level? And is it a major infrastructure project? Or is it a rip and replace a competitor? Or is it land and expand? And so depending on your approach on how you want to go take a product to market, who your audience is, and the channel in how you want to introduce your products to that company, really depends then upon the type of persona, or personality, or experience of the person that you're looking for. So just being conscious of that I think is probably the first thing to think about. Off the back of that, you can then start to build out a whole bunch of skill sets and characteristics around what it is that you're actually looking for. I think one of the key considerations now is if you look at the backdrop against cloud computing and really the commoditization of every sector. If you look at, any business now needs to think about, okay, in three years time we will have five times more competitors. And all competing for the same budget, with the same decision-makers. And so, the very notion of that means the persona of someone that you need to be able to operate against that backdrop is really different. And so that's definitely something that I kind of think a lot about. And so the ability for people to then, be able to build relationships and network with an organization, help create consensus around how a decision is made, is key. The case of like, I'm going to try and sell to the CEO because he's the decision-maker, those days are gone. People don't buy like that anymore. Companies don't buy like that anymore. And so there's a whole different set of skills that you need from people in terms of their softer skills, their ability to market, their ability to communicate about how your product both compete and compliments their existing technology stack in the sector, is key as well. Customers, by the way, won't even know this. If you go look at, I don't know, the Sales industry as an example. Five years ago you had LinkedIn Sales Navigator and a couple of other pieces of technology maybe. When you look at that sector now, I mean there are literally dozens of players doing dozens of different jobs there. And if you look at marketing, jeez, I mean that's an even crazier marketplace. And so your ability to be able to articulate, to a customer who themselves may not fully appreciate all of these different pieces of kit, and how you can either complement, enhance what they've already bought, or actually how you can compete and say, Hey, I don't think you need these other three vendors because we can do the following things. And so that mindset and that skillset are different. So what you've got to be able to do to be able to identify...a, have an awareness of that. B, be able to work out what are the skills and the behaviours that you need to be able to do that. So there's a good book, The Sales Acceleration Formula by Mark Roberg is a great book around, scaling business. He's one of the early guys at HubSpot, and I actually think that's a really super practical book. So I definitely recommend reading that. For me, two things that stand out that I always look for - You've got grit and curiosity. And grit is to execute with passion and perseverance over time. Intellectual curiosity, someone is genuinely...I talk about this technology sector because I'm genuinely interested in trying to understand why are customers buying the products they're buying? What is it they're trying to do? And how can you help that? And then the ability to be able to articulate and communicate the reasons as to why you think your value proposition makes sense. Naber:  Awesome. So let's say I'm building out my first Frontline team. I've built out my reps, I'm hiring for the job I need now. I'm thinking about how they need to build relationships, build consensus, communicate internally around how the product competes, enhances and compliments within the market. And then I've hired against grit, curiosity, and communication. Now I need to build out my Frontline Managers. What's your mindset, some of the methods you use for hiring Frontline Managers? Daniel Dackombe:         I'm a fan of the core, strategic, and venture kind of methodology. Where you take a particular topic, and things that are core to that you assign 70% or seven out of 10, strategic is two out of 10, and venture is one of 10, 10% whatever you make to look at it. And so I think, for me, for a Frontline Manager, if you take the notion of, the science and the art of that. It's almost like, right, what are the core attributes, what are the strategic, and what are the venture? So what are the must-haves, nice- to-haves, and it would be good if but that is not as important? And so you're never gonna find somebody ticks the box on all of those things. There's always gonna be trade-offs. What are you not going to trade off on? One hasn't got or illustrates the following things, they're just simply are no. And that's across the two sectors of the science and art of management and leadership. So for me, it's having an under having a selection framework where you feel you're clear on exactly what the key skills and attributes are that you're looking for. Having an understanding or an appreciation of where you have a level of flexibility on that, and where you don't, are some of the key things. And actually taking the time to really go through that process in a pretty data-driven way, in terms of making sure is there a scoring mechanism against these things. Looking at other performers in the business who are doing really well, and how can you benchmark them against that particular person. And then also, hiring a leader for the role that you need now, and that you need in probably the next 24 months to 36 months are the key things. People talk about over hiring, and I think that's a good point, but if you overhire someone who has been a Frontline Manager, but then spent the last five years as a VP of Sales, and then you want to drop them back into a Frontline Sales Manager role because they've got lots of experience, that doesn't work out. Because actually what you need them to be able to do is to have the appetite and the energy to focus on the core nucleus functions of a Frontline Manager, which involves deep level forecasting, deal coaching. So, who do you need to do the best job right now is one of the most fundamental questions I think you need to ask yourself, separate Frontline Leaders. Naber:  Yup. Got It. Excellent. So we've covered a lot of the different pieces of the playbook than that you've built out, especially when you started at TotalJobs, built out even more expansively when you're at LinkedIn, now that you're Mixpanel. We've talked a lot about some of those pieces around building strategy, market selection, team and hiring across the different levels that you need to hire at. One more thing that I want to talk about is the difference between - and we talked about building these teams within EMEA - a lot of your mindset sounds globally applicable. However, I know that you have been in roles where you've had a global remit and managing teams that are in EMEA, both at the same time as well as consecutively. So can you talk a little bit about some of the best practices that change when you are managing a regional team in EMEA versus managing on a global remit? Daniel Dackombe:         Yeah, so I mean, I, I would say, so I would say having a clear set of expectations around what are the objectives, goals, and KPIs around the global piece of the job. And don't underestimate how difficult it is to influence and implement a global-wide initiative. And so I think, some of the things when you think about from a global basis, I think you've got to change your mindset in terms of, if you're a hands-on Frontline Manager or even regional Director, you're personally in the region, you've got a management team, you may not be on the Frontline with your reps or even front line Managers, but you've got people that are within touchable distance from you. I think when you were then thinking about, well actually if there's an international organization, you're relying on and going to be working with a whole bunch of people across different continents, different geographies, different roles. And so managing and leading through influence becomes then a completely different kind of skillset. And I think the advice I would give on that is, if you take on more than you can effectively deliver, you will fail. So say, this sounds crazy obvious, okay, we want to do three things. And people always say, pick one of them and do that really well. And then in the back of your mind, you're saying but all three of them need to be done. And so you kind of try and delegate two of them out, and whatever it may be. But I would have a clear set of expectations with whoever you're reporting into to make sure that you can identify, okay, this is the global initiative or global change that I want to put in place. And just have a far more thorough and intensive approach to that kind of either change management or implementation of that than you think you need to do. And then just when you think you're kind of there, double down on it. So really prioritizing, pick the one thing that's going to impact globally, and drive that. And then for the things that fall underneath that, you either need to be comfortable that you're going to park that for a period of time, or that you're going to allow that to be managed and interpreted in a different way across different regions. And so I think that was one of the things when you've got to a global overlay role, it's like, what are what's the systems, processes and methodologies that you want to see global consistency on. And actually, where do you want to ensure that you can encourage a more local dynamic approach. Naber:  Okay. That's a good time to talk about your jump into Mixpanel from LinkedIn. So why did you make the move to Mixpanel, and talk a little bit about what you're responsible for there. And then I've got two more topics and we'll wrap. Daniel Dackombe:         Yeah...I've got kind of like a Venn diagram answer to that question. And so effectively, the assessment process that I go through in regards to any opportunities. Number one, the first circle is like, is there a big enough macroeconomic backdrop driver that makes this product or company important enough to matter or viable enough? And if you look at the impact of industry 4.0, you look at the huge exponential growth around the app economy, you look through the digitalization that all companies are going through in terms of how their digital products are now their company. You talk to a financial institution, a major bank, their online experience for their customers is now no longer a nice to have, that is what their business is built around. So you've got these, this huge backdrop of industry 4.0, digitization, the applicant economy, consumer behaviour. It's never been easier for a consumer to switch any product. You look at how cloud computing has commoditized all industries and all sectors. There's basically this massive backdrop of opportunity around the digital economy. I've always been a big fan of, during the gold rush be the guy selling shovels, or pickaxes, or whatever. And so for me, that was a pretty big backdrop. The second piece is around, so how does the product that you're selling actually impact that major global trend? And so when I assessed Mixpanel, Mixpanel was already nine years old, 26,000 customers, 40% (four-zero) were based in EMEA and there were less than a half a dozen people in EMEA. You had companies from one person, digital-first companies in Finland, to major Enterprise companies in Turkey. And so you've got scalability of the product in terms of geography. You've got scalability of the product in terms of company size. And scalability of the company in terms of sector. And so that was the second piece for me. And then thirdly, it's around the people. And to be frank, this is more important, really, is around the people and the culture. Mixpanel has brought in a new CEO, a guy called, Amir Movafaghi. He's like, just one of the best leaders I've worked with, really inspirational. He's an ex-Twitter executive. He's was like the Mr Fix it at Twitter. He's an incredible leader to work for. And I believed in his vision of what he wanted to do to build and take the company to its next level. So those were the three criteria that I looked at in terms of assessing any opportunity. And for me, Mixpanel fits squarely in the middle of those three things. Naber:  Awesome. Okay. Just tell the audience what you're responsible for it Mixpanel, and then I've got two questions for you. Daniel Dackombe:         Yep. So, I'm basically the Director of international for EMEA and LATAM. So primary responsibility for building out the go-to-market teams in those two regions. I'm based in London, but we've just opened a new office in Barcelona, we've opened a new office in Paris, and we're opening in Amsterdam. Taking the team from when I joined at 10 people, to we've got a financial headcount plan for the end of the year, it'd be probably, 110, 115 people in EMEA alone. So 10x in the business in terms of headcount, and obviously trying to grow the revenue contribution pretty exponentially on top of that as well. So I'm at that early expansion phase. This year I've done a hundred interviews. We've now got ten AE's in the UK, four RM's. We've got 10 AE's in Barcelona, and four RM's. We've got a half dozen people across Amsterdam, and Paris. We've stood up an SDR team in Barcelona as well. We've got a whole bunch of pre- and post- technical Salespeople that we're introducing into the company. And so we're building the EMEA business from the ground up in terms of not just our Sales teams but all of the cross-functional partners that we need in place to be able to execute as well as we can. Naber:  Nice one. I love how your 10x'ing, the headcount this year. In three or four years from now, you and I are going to have a conversation about how early that sounded, and how early-stage that sounded for where you're going to be in three or four years. Okay, great. So thanks for that overview. And then the last topic I have is, let's talk about Mixpanel. What does Mixpanel do extremely well? That is a competitive asset because they're just excellent at it naturally. It's at the core of what they do. Daniel Dackombe:         Yes. I think there is an institutional belief and passion around what it is that we're trying to do and the impact that we are trying to have for our customers to help them be successful, to help them build better products, to help them operate against this backdrop of huge disruption that we see. And I think the passion and belief that runs right through this business is something that's both powerful and intoxicating, and absolutely a competitive advantage. So, belief in purpose, belief in the vision, and collective alignment around what it is that we're trying to do collectively creates a really powerful unified business. The power of the pack is the wolf, and the power of the wolf is the pack. This definitely, definitely feels like an aligned business. And that's one thing that is built by having good leaders in place, having a great vision, having a great mission, having a product team listens to customers. One of the things that we do better than any other company I've seen, this is the single best company that I've ever seen in regards to, how we truly listen to our customers and don't have this arrogant perception that we know better than what our customers want. And this is definitely a competitive advantage. Naber:  And what have you seen are some of the ways that the leaders in the business are making sure that you keep those core competencies? Daniel Dackombe:         Yeah, I mean it's kind of the notion of, to some extent it's the Jeff Wiener notion of Next Play. Whereas like, you don't allow your successes to become overly important, and you don't allow your losses to pull you down. If you think about ultimate performance is like a flat line, okay...that big spike up, the higher that spike up, the longer it takes to get back down to your optimal performance. If things go bad, and that drop falls through the ocean floor, it takes longer to get up to the optimal motion. So it's, recognize what you're doing well, be happy about it, move on. Something bad happens, learn from it. Don't do it again. Move on. And the quicker you can kind of go through that cycle - of celebration, recognition, learning, moving on, through to failing at something, learning from it, and then moving on - the quicker you can operate. 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.

Bryan has been in leadership, sales management, and sales training for fifteen years. Started his career at NASA at age of 16. Recently, he was the Head of Sales at Sols, Vice-President of Sales at Bizzabo, Vice-President of Global Sales and Sales Operations at Vestorly, and Inside Sales Manager at ZocDoc. His specialty is taking early stage companies to profitability.In today's episode Bryan share with Christina five key trends that will impact the human race.You can learn more about Bryan and Ahura AI at https://ahuraai.com/To find out more about the SingularityU community visit www.su.orgTo attend the SingularityU Australia Summit in October this year visit www.singularityuaustraliasummit.com

Michael Campanile is the Inside Sales Manager for ReminderMedia. In his first year with the company, he made $94,000 from cold calling. Seven years later, he leads a team of 50 sales callers. Today on Stay Paid, Michael discusses how he keeps those callers motivated, while offering advice that will help you take your cold calling game to the next level. To learn how to generate more referrals and repeat business, visit: www.remindermedia.com/coldcalling    To learn how to generate more referrals and repeat business, visit: www.remindermedia.com Follow Luke Acree: https://www.instagram.com/lukeacree https://www.linkedin.com/in/lukeacree https://www.facebook.com/lukeacreeRM/ Follow ReminderMedia: https://twitter.com/remindermedia https://www.facebook.com/ReminderMedia https://www.instagram.com/remindermedia

Episode 47: Seismic’s Mike McDonough – From Firefighter to Top B2B Sales Pro Full show notes complete with shareable clips and links to items mentioned in the show available at: https://top1.fm/47 In this episode Scott talks to Mike McDonough. What makes Mike remarkable is that he only started in sales 4 years ago when he took his first ever sales role as a Client Development Rep at Seismic. Formerly a firefighter and paramedic, Mike started with a blank slate and rapidly learned the skills necessary to become the top enterprise sales rep at Seismic. Mike talks about the things he did in the early days at Seismic that have contributed to his success, his progression through 4 different roles (Client Development Rep, Inside Sales Manager, Enterprise Sales Director, RVP Enterprise Sales) with the company and the importance of advocating for yourself. Check out our sponsor StoryDimensions. The SaaS solution top-performing sales professionals use to share real customer stories with B2B buyers to establish credibility, build trust and close more deals.

What type of person are you? The kind who solves problems, or who blames others? Hi everybody, I'm Brian Clapp Director of Content for WorkinSports.com and this is the WorkInSports podcastJust a quick update before we get into today's topic on being the type of employee that your bosses respect, your professors admire and your co-workers rely on.We've had a ton of new people joining our private facebook group this week, which is awesome, we're up to about 500 people now who are seriously interested in networking, sharing advice, asking questions and leaning on our expert guests – yeah you heard that right, many of our expert guests who you have listened to, like Chris Valente Director of Sales for the Boston Red Sox, Carl Manteau, Sr, Director of group Sales with the Milwaukee Bucks, Gina Miller, VP of Content and Communication for FC Dallas, Loretta Kerner Community relations manager with the San Antonio Spurs, Mike Judge Recruiter and Inside Sales Manager with the Cleveland Browns…. They are in the group, sharing and answering questions. It's really cool.Here's the deal --- I ask three very simple questions in order for you to enter the group. What is you favorite episode, who would you like to see as a guest in the future, and have you given us a positive review yet.Now, I do that just to make sure you are a real person. You could literally say, I haven't listened to an episode yet, I think you should get Kobe Bryant as a guest and I haven't given you a review yet… and this would prove to me you are a real person and I would let you in.The reason I bring this up, is because there is a queue of 83 people right now, who asked to get into the group, but didn't answer my simple questions. So I don't know you are legit.Answer the questions, that's how you get in.I also wanted to quickly promote next weeks guest --- I have Scott Rego Head Equipment Manager for the Philadelphia 76ers coming on the show, and I'm very excited because Scott has been doing this for over 20 years…and has a ton to share about the industry.So tune into that episode on Wednesday – if you haven't listened to this weeks interview with jack mills, agent to baker Mayfield, you are nuts. Even if you don't want to be an agent, Jack has been in the sports industry for 50 years and shares so much advice, you really don't want to miss it.Ok, on to today's question.“Hi Brian, this is Cherie from Boston, I love the podcast and am so happy to submit a question to you.   I've heard so many people on your show talk about the soft skill they look for in employees, that “it” factor. You've mentioned many times that you managed a large staff, what do you personally look for when hiring?”Cherie – great to have your question, because I love talking about my views. No, that didn't come out right sounded a little narcissistic, let me rephrase, I love sharing and helping.I'm going to take this to a very macro discussion to start.For the first 8 years of my career I was what you would call an individual contributor.Then I was applying for a job with Fox Sports Northwest as a Coordinating producer where I would manage a staff of 8, eventually I would become news director and have a staff of 35. I believe in a “Solve the Problem” mindset. Most of the people you meet in life are blamers, something goes wrong for them and they look for someone to pin the blame on.This happened because “they' did something.I didn't get an A on the test because my coach had practice go too late.I didn't get the star in the play because the teacher likes them better.I didn't get the job because the applicant tracking system is biased.I didn't get a promotion because they are better at kissing ass.I hate that stuff. I really, really, really despise blamers.You will face problems throughout your life, you can blame someone else for their existence, or you can go to work figuring out solutions.So let me run out a scenario that isn't “real” per se, but could happen daily:We have a live post-game TV...

El pasado 1 de Junio tuve la suerte de asistir en Madrid a una reunión de ventas dirigida por Eduardo Laseca y Daniel Ronceros  donde se reúnen todos los meses para aprender y compartir con otros profesionales de Ventas B2B todas las oportunidades y nuevas tendencias del mundo de las ventas. Business Development 2.0 Meetup  fue un evento muy motivante y, a la vez, una experiencia enriquecedora como vendedor. Ademas de aprender y adquirir nuevos conocimientos de ventas, conocí a vendedores de otros sectores que me enriquecieron mi manera de ver las ventas. Solo lo puedo definir como realmente impresionante. En esta ocasión el tema de la Meetup fue: ¿El futuro de las ventas es Inside Sales? donde se debatío sobre el papel del modelo Inside Sales en ventas y si es el vendedor del futuro. Para ello trajeron 3 invitados de lujo con experiencia como gestores de equipos de Inside Sales: -Enrique García, Inside Sales Manager de Vodafone España -José Vilaro, Inside Sales & Contact Center Manager en GT Motive -Jorge Araluce, CEO de Relevante.me, y con gran experiencia como Inside Sales en Cisco. A continuación te dejo lo que aprendí de esta magnifica reunión de vendedores: SUSCRÍBETE AL PODCAST AQUÍ:  iTunes || iVoox  || Spreaker || Soundcloud (Para escuchar el podcast dale click a “Play” en el botón abajo. Si deseas leer en vez de escuchar el podcast puedes seguir leyendo abajo.) 1.-¿Qué es un Inside Sales? Inside Sales es una fuerza de ventas exclusiva que trabaja en remoto desde la oficina o homeoffice y que no centra su actividad en la calle visitando a sus prospectos o clientes sino que aprovecha todas las tecnologías existentes (CRM, Linkedin Social Selling, Videollamadas, etc) para gestionar más clientes de una manera más eficiente a un coste inferior. ¡En USA los empleos de Inside Sales crecen un a un ritmo 300% superior a los de Field Sales! para ver la noticia haz click aquí 2.-¿Por qué ocurre esta tendencia? Existen varios factores que están empujando a esta nueva situación de ventas: 1.-Clientes digitalizados Los compradores pasan mucho tiempo trabajando delante de los ordenadores y en las redes sociales, haciendo de estos canales una vía muy efectiva para contacto. 2.-Cambio de rol, comprador más informado Gracias a Sr Google los clientes saben más de los productos y servicios que los propios vendedores. Antes los vendedores disponíamos de cierta ventaja con la información, ahora en cuestión de información se ha pasado a un empate técnico. 3.-Más inmediatez Gracias a los avances en comunicación  los clientes demandan mas rapidez en el servicio. No quieren perdidas de tiempo. 4.-Razones geográficas El vendedor tradicional por limitación solo puede abarcar una zona determinada como una ciudad o región, sin embargo con Internet pueden vender a cualquier parte del mundo. 5.-Aparición de herramientas digitales Gracias a las nuevas herramientas que aparecen como skipe están ayudando a facilitar la venta por este canal. 6.-Nuevos canales para comprar Antes existía el canal vendedor-comprador ahora con Internet se abra un gran  abanico de posibilidades para los compradores. 7.-Eficiencia, rentabilidad  y ahorro de costes por parte de las empresas Un vendedor que esta en Madrid y le vende a un comprador de Paris imagina el costo logístico que le genera para las empresas: dietas, hotel, avión si tienes que desplazar a una persona de un país a otro. 3.-¿Cuál es el perfil idóneo de un vendedor de Inside Sales? Un Inside Sales debe poseer una serie de cualidades como: • Resiliencia • Tolerancia al rechazo •Discurso comercial bien estructurado • Marca personal • Cómodo con la tecnología • Alta preparación El perfil  de in Inside Sales es idéntico a un  Field Sales (vendedor de campo). Algunas empresas los vendedores pasan primero pasan por Inside y cuando ya adquieren las habilidades propias del puesto como resiliencia y encajar el rechazo, lo pasan a Field Sales. También hay empresas que el proceso de ventas es mixto la captación y contacto es Inside y luego la presentación y cierre mandan a Field. Todo depende del sector y producto que vendan. 4.- Lo que necesitas para vender Tanto si eres un Inside Sales o Field Sales lo que necesitas para vender es tener pasión, echarle ganas y querer mejorar. Los vendedores con estas cualidades tienen más éxito porque aunque tengas que aprender y adaptarte a los nuevos tiempos, al final, como todo en la vida se trata de actitud, y el vendedor que le echa ganas  le pone pasión en su trabajo se nota, conecta más con los clientes ya sea presencial o online. Aunque es una tendencia que esta al alza, existen sectores como servicios o construcción que todavía son face to face, donde el vendedor tradicional juega un papel muy importante y decisivo. Esta claro que los tiempos están cambiando a un mundo más digital y si cada vez lo normal es comprar través de Internet productos y servicios yo me pregunto...¿por qué no hacer también negocios y realizar ventas?. Esto son los puntos que he aprendido en este evento.Si algún día tienes la oportunidad de ir a este evento te lo recomiendo con todo mi corazón. La inversión es mínima para la cantidad de información, enseñanzas y networking que te llevas. Para terminar este artículo quiero dejarte uno de las frases que dijo uno de los ponentes: «La pasión es lo que hace tener un buen resultado» Muchas Gracias y Muchas Ventas.

El pasado 1 de Junio tuve la suerte de asistir en Madrid a una reunión de ventas dirigida por Eduardo Laseca y Daniel Ronceros  donde se reúnen todos los meses para aprender y compartir con otros profesionales de Ventas B2B todas las oportunidades y nuevas tendencias del mundo de las ventas. Business Development 2.0 Meetup  fue un evento muy motivante y, a la vez, una experiencia enriquecedora como vendedor. Ademas de aprender y adquirir nuevos conocimientos de ventas, conocí a vendedores de otros sectores que me enriquecieron mi manera de ver las ventas. Solo lo puedo definir como realmente impresionante. En esta ocasión el tema de la Meetup fue: ¿El futuro de las ventas es Inside Sales? donde se debatío sobre el papel del modelo Inside Sales en ventas y si es el vendedor del futuro. Para ello trajeron 3 invitados de lujo con experiencia como gestores de equipos de Inside Sales: -Enrique García, Inside Sales Manager de Vodafone España -José Vilaro, Inside Sales & Contact Center Manager en GT Motive -Jorge Araluce, CEO de Relevante.me, y con gran experiencia como Inside Sales en Cisco. A continuación te dejo lo que aprendí de esta magnifica reunión de vendedores: SUSCRÍBETE AL PODCAST AQUÍ:  iTunes || iVoox  || Spreaker || Soundcloud (Para escuchar el podcast dale click a “Play” en el botón abajo. Si deseas leer en vez de escuchar el podcast puedes seguir leyendo abajo.) 1.-¿Qué es un Inside Sales? Inside Sales es una fuerza de ventas exclusiva que trabaja en remoto desde la oficina o homeoffice y que no centra su actividad en la calle visitando a sus prospectos o clientes sino que aprovecha todas las tecnologías existentes (CRM, Linkedin Social Selling, Videollamadas, etc) para gestionar más clientes de una manera más eficiente a un coste inferior. ¡En USA los empleos de Inside Sales crecen un a un ritmo 300% superior a los de Field Sales! para ver la noticia haz click aquí 2.-¿Por qué ocurre esta tendencia? Existen varios factores que están empujando a esta nueva situación de ventas: 1.-Clientes digitalizados Los compradores pasan mucho tiempo trabajando delante de los ordenadores y en las redes sociales, haciendo de estos canales una vía muy efectiva para contacto. 2.-Cambio de rol, comprador más informado Gracias a Sr Google los clientes saben más de los productos y servicios que los propios vendedores. Antes los vendedores disponíamos de cierta ventaja con la información, ahora en cuestión de información se ha pasado a un empate técnico. 3.-Más inmediatez Gracias a los avances en comunicación  los clientes demandan mas rapidez en el servicio. No quieren perdidas de tiempo. 4.-Razones geográficas El vendedor tradicional por limitación solo puede abarcar una zona determinada como una ciudad o región, sin embargo con Internet pueden vender a cualquier parte del mundo. 5.-Aparición de herramientas digitales Gracias a las nuevas herramientas que aparecen como skipe están ayudando a facilitar la venta por este canal. 6.-Nuevos canales para comprar Antes existía el canal vendedor-comprador ahora con Internet se abra un gran  abanico de posibilidades para los compradores. 7.-Eficiencia, rentabilidad  y ahorro de costes por parte de las empresas Un vendedor que esta en Madrid y le vende a un comprador de Paris imagina el costo logístico que le genera para las empresas: dietas, hotel, avión si tienes que desplazar a una persona de un país a otro. 3.-¿Cuál es el perfil idóneo de un vendedor de Inside Sales? Un Inside Sales debe poseer una serie de cualidades como: • Resiliencia • Tolerancia al rechazo •Discurso comercial bien estructurado • Marca personal • Cómodo con la tecnología • Alta preparación El perfil  de in Inside Sales es idéntico a un  Field Sales (vendedor de campo). Algunas empresas los vendedores pasan primero pasan por Inside y cuando ya adquieren las habilidades propias del puesto como resiliencia y encajar el rechazo, lo pasan a Field Sales. También hay empresas que el proceso de ventas es mixto la captación y contacto es Inside y luego la presentación y cierre mandan a Field. Todo depende del sector y producto que vendan. 4.- Lo que necesitas para vender Tanto si eres un Inside Sales o Field Sales lo que necesitas para vender es tener pasión, echarle ganas y querer mejorar. Los vendedores con estas cualidades tienen más éxito porque aunque tengas que aprender y adaptarte a los nuevos tiempos, al final, como todo en la vida se trata de actitud, y el vendedor que le echa ganas  le pone pasión en su trabajo se nota, conecta más con los clientes ya sea presencial o online. Aunque es una tendencia que esta al alza, existen sectores como servicios o construcción que todavía son face to face, donde el vendedor tradicional juega un papel muy importante y decisivo. Esta claro que los tiempos están cambiando a un mundo más digital y si cada vez lo normal es comprar través de Internet productos y servicios yo me pregunto...¿por qué no hacer también negocios y realizar ventas?. Esto son los puntos que he aprendido en este evento.Si algún día tienes la oportunidad de ir a este evento te lo recomiendo con todo mi corazón. La inversión es mínima para la cantidad de información, enseñanzas y networking que te llevas. Para terminar este artículo quiero dejarte uno de las frases que dijo uno de los ponentes: «La pasión es lo que hace tener un buen resultado» Muchas Gracias y Muchas Ventas.

This week, the Bowery Capital team hosted Jason Dorfman, Inside Sales Manager at Rubrik, to discuss "Sales Recruiting 101 for Founders." Founded in 2014, Rubrik offers live data access for recovery and application development by fusing enterprise data management with web-scale IT, and eliminating backup software. This marks the end of a decade-long innovation drought in backup and recovery, the backbone of IT. Within minutes, businesses can manage the explosion of data across private and public clouds. Rubrik is trusted by some of the world's leading companies, including Driscoll's, JLL, the Tampa Bay Rays and Berkeley College. In today's episode, Jason joins us to discuss sales recruiting 101 for founders. He starts by touching on the importance of building your product and getting market validation before hiring your sales team. He discusses how to think about hiring your first salesperson and whether it should be a lead generating SDR or an inside sales rep with closing experience.He talks about how what he pitches candidates on has shifted as the company has grown from startup to 400+ employees and how his interview style has changed with that growth. Jason tells us his favorite question to ask during the interview process and recommends using recruiters as a resource to fill pipeline. He says he allocates about 30% of his time to recruiting and finds it to be seasonal - spending a lot of his time in interviews and on phone screens. For Jason, when it comes to hiring, the most important thing is finding the right people. He even urges managers to be willing to fall short of hiring goals if you haven't found the right people during an interview process. He says every time you hire a salesperson, you should believe there is a chance they can be the number 1 salesperson at your company. Finally, Jason advises anyone who is hiring to be patient, keep a cool head and think long term - even if you are under intense pressure to fill roles - and he leaves us with a great quote: "good people fix bad process, good process and bad people is not a good situation."

This week, the Bowery Capital team hosted Jason Dorfman, Inside Sales Manager at Rubrik, to discuss "Sales Recruiting 101 for Founders." Founded in 2014, Rubrik offers live data access for recovery and application development by fusing enterprise data management with web-scale IT, and eliminating backup software. This marks the end of a decade-long innovation drought in backup and recovery, the backbone of IT. Within minutes, businesses can manage the explosion of data across private and public clouds. Rubrik is trusted by some of the world's leading companies, including Driscoll's, JLL, the Tampa Bay Rays and Berkeley College. In today's episode, Jason joins us to discuss sales recruiting 101 for founders. He starts by touching on the importance of building your product and getting market validation before hiring your sales team. He discusses how to think about hiring your first salesperson and whether it should be a lead generating SDR or an inside sales rep with closing experience.He talks about how what he pitches candidates on has shifted as the company has grown from startup to 400+ employees and how his interview style has changed with that growth. Jason tells us his favorite question to ask during the interview process and recommends using recruiters as a resource to fill pipeline. He says he allocates about 30% of his time to recruiting and finds it to be seasonal - spending a lot of his time in interviews and on phone screens. For Jason, when it comes to hiring, the most important thing is finding the right people. He even urges managers to be willing to fall short of hiring goals if you haven't found the right people during an interview process. He says every time you hire a salesperson, you should believe there is a chance they can be the number 1 salesperson at your company. Finally, Jason advises anyone who is hiring to be patient, keep a cool head and think long term - even if you are under intense pressure to fill roles - and he leaves us with a great quote: "good people fix bad process, good process and bad people is not a good situation."

In vielen Vertriebsorganisationen gibt es eine Arbeitsteilung zwischen Vertriebsinnendienst und Außendienst. Diese Struktur ist durchaus sinnvoll, birgt jedoch auch jede Menge Stolperfallen. In diesem Podcast bekommen Sie einige Ideen, wie Sie als Leiter Vertriebsinnendienst bzw. Inside Sales Manager mit Ihrem Team auf Augenhöhe mit den Kollegen und Kunden umgehen können. Mehr Informationen: stephanheinrich.com/podcast

James "JB" Bryant explains his process in discovering new prospective hires through his sales academy, which uses various methodology and testing in order to find the right fit for the group. Bryant talks about his role at the Rapids, and how he works at getting each hire to engage beyond their technology, in order to provide real relationships on calls. Bryant discusses why the B2B sale is so much tougher, specifically when looking at providing presentations, and how he trains his staff to go further into the conversation toward the sale.

Eli Madden dusted off and rebooted a dormant sports sales academy at the Colorado Rapids, re-invigorating one of the best pipelines to working in sports. Madden discusses how those academy attendees have responded, when it has come to both new prospecting techniques as well as overall sales. Madden mentions that it has also had a positive affect at pushing the current Rapids sales staff, seeing the challenge underneath them with new candidates for positions knocking on the doors. Twitter: @real_eli_madden