Podcasts about salesperson

Art Sobczak has been selling on the phone since he was 14 — starting with tickets to the Omaha police fundraising circus. Forty-plus years later: founder of Business By Phone, author of Smart Calling (three editions), host of The Art of Sales, 1,500+ trainings — including one for my first inside sales team at the US Chamber of Commerce twenty years ago.We get into what AI actually does for prospecting, why he'll never say "this is a cold call," the Salesperson's Oath, turning gatekeepers into allies, and the four pillars that separate salespeople who execute from those who collect training. If you or your team make outbound calls, this is the masterclass.What You'll Learn• Why AI is the greatest assistant — and worst replacement — salespeople have ever had• Why personalization without relevance is just spam• The Possible Value Proposition: the opener formula that replaces "this is a cold call"• Why permission-based openers trigger fight-or-flight in your prospect's brain• The Salesperson's Oath: first, create no resistance• The social engineering approach that turns gatekeepers into allies who prep your prospect before you call• "If the music is still playing, stay on the dance floor" — why rushing to book the meeting kills live conversations• The four pillars of top performers — and why identity beats discipline (Be-Do-Have, shades of Atomic Habits)• The backwards math: why 6-8 meetings a month might take 8 dream prospects and a handwritten note, not 14,000 dials▸ Get My Free MSP Sales Toolbox: https://msp.sale/yt-toolbox▸ Join My Newsletter for Weekly Sales Strategies: https://rayjgreen.beehiiv.com---------------------------Books & Resources Referenced• Smart Calling: Eliminate the Fear, Failure, and Rejection from Cold Calling (3rd Edition) by Art Sobczak - https://www.amazon.com/Smart-Calling-Eliminate-Failure-Rejection/dp/111967672X• How to Get a Meeting with Anyone by Stu Heinecke - https://www.amazon.com/s?k=how+to+get+a+meeting+with+anyone+stu+heinecke• Get the Meeting!: An Illustrative Contact Marketing Playbook by Stu Heinecke - https://www.amazon.com/Get-Meeting-Illustrative-Marketing-Playbook/dp/1948836440• Atomic Habits by James Clear - https://www.amazon.com/Atomic-Habits-Proven-Build-Break/dp/0735211299• Art's First 20 Seconds Formula masterclass — smartcalling.com• The Smart Calling Report newsletter — via smartcalling.com• The Art of Sales podcast — theartofsales.com• Dale Dupree Podcast Episode - https://www.youtube.com/watch?v=DotK-CSfWOI • Chris Walker Podcast Episode - https://www.youtube.com/watch?v=2o5mLPdJp2E

Alissa Succi of Counselor Top 40 supplier Koozie Group (asi/40480) shares valuable insights gleaned over nearly 30 years in the promo industry.

The client experience executive for Score Promotions (asi/321353) shares how he went from a teenage warehouse worker for a distributor to a trusted partner for Fortune 500 companies.

Most people say they can't find the right mentor. The truth? They're not ready — and they're not qualifying. In this episode of the Abundance Mindset Podcast, Vinney Chopra and co-host Gualter break down Wealth Principle 30: learn to attract the right mentors.   Vinney shares the full origin story — arriving in America with just $7, knocking on doors 13 hours a day selling Bibles and encyclopedias for the Southwestern Company, and how seven books became his first mentors. He tells the story of his 40-year mentor, billionaire Spencer Hayes, whose business card simply read "Salesperson." Then he gives you the practical framework: how to qualify a mentor, how to make yourself worthy of one, and why "if the man is right, the world is right."   If you're building in real estate, raising capital, or just trying to get to the next level — this one's for you.   ⏱️ Timestamps 00:00 — "When the student is ready, the mentor appears" 00:50 — Wealth Principle 30: attract the right mentors 01:20 — Inside the 9-year mastermind (4 PM PST Wednesdays) 01:50 — Arriving in America with $7 — a Hindu man selling Bibles 02:30 — The 7 books that became Vinney's first mentors (Peale, Rohn, Carnegie, Dyer, Kiyosaki) 03:00 — 80-hour weeks knocking on doors in Atlanta 04:00 — Closing the engineering career: "I'm a salesperson at heart" 04:30 — Spencer Hayes: the billionaire mentor and the Park Avenue penthouse 06:00 — The business card that just said "Salesperson" 06:40 — Vinney's 5 books (including Hospitality Investing Made Easy) 08:00 — How to actually qualify a mentor (do they have the track record?) 09:00 — Introspection: finding the need within 10:00 — "If the man is right, the world is right" — the puzzle story 12:00 — Being open and worthy enough to be mentored 13:00 — Don't give up + the Tony Robbins lesson 13:30 — Find the top mentors in your business and study their path 14:30 — Hospitality is the name of the game right now 15:00 — "Bring the seed, not your need"  

As the Managing Broker and Division President for JMG, Leon Gavartin leads the top real estate team in the Country. During the last 17+ years , he has been responsible for and involved with over $4 Billion in residential real estate sales amongst him and his team, earning him accolades including Presidents Club, Top Producer, and Salesperson of the Year for 2017/2018/2019/2020/2021/2022. Leon is a seasoned professional with over 17 years of real estate experience and 35 years experience in business operations, product and market development, marketing, management and sales. He is a graduate of Northwood University with a double major in Management and Marketing and has held various positions including CEO, President and COO for various companies domestically as well as internationally. Leon genuinely enjoys providing guidance and service to his clients to ensure they have the best experience within their real estate endeavor. With his vast real estate and business knowledge as well as his ability to navigate challenging transactions, Leon is an invaluable asset to his entire team. In his personal time, he enjoys being with his two kids, Ben and Shayna, exercising, traveling, as well as eating and having fun! Leon also serves on the Board of Trustees for Temple Solel, where he is the VP of Safety & Security and Facilities Committee. Leon was born in Riga, Latvia and speaks Russian fluently. Connect with Jon Dwoskin: Twitter: @jdwoskin Facebook: https://www.facebook.com/jonathan.dwoskin Instagram: https://www.instagram.com/thejondwoskinexperience Website: https://jondwoskin.comLinkedIn: https://www.linkedin.com/in/jondwoskin Email: jon@jondwoskin.com Get Jon's Book: The Think Big Movement: Grow your business big. Very Big! Connect with Leon Gavartin:Website: https://www.leongavartin.com/ X: https://www.x.com/azrelg Instagram: https://www.instagram.com/Lg_real_estate LinkedIn: Leongavartin Facebook: https://www.facebook.com/Leongavartin/     *E - explicit language may be used in this podcast.

In today's episode, you'll discover: 1.     What is the salesperson value calculator, and where did the idea come from? 2.     What does my guest mean by the PIA factor, and what happens if you ignore it? 3.     What's the Can't, Won't, Don't Know How model, and where does it come in? To support these three takeaways, I chose a quote from Mark Hunter: "It's not about having the right opportunities. It's about handling the opportunities right." About Lynn Hidy: Lynn Hidy is the founder of UpYourTeleSales.com known for her clarity, candor, and actionable strategies. With decades in the trenches, she helps sales leaders ditch the chaos and build confident, high-performing sales teams who sell virtually and get results without losing their minds (or their humor). How to Get in Touch with Lynn Hidy: Website: https://upyourtelesales.com/ Email:  lynn@upyourtelesales.com Gift: https://masteringinsidesalesleadership.com/ Amazon: https://www.amazon.com/Mastering-Inside-Sales-Leadership-Done-ebook/dp/B0GDZBQ6MH Stalk me online! Linktr.ee: https://linktr.ee/conniewhitman Communication Style Assessment (CSA)™:  https://changingthesalesgame.com/communication-style-assessment/ Subscribe to the Changing the Sales Game Podcast on your favorite podcast streaming service or YouTube.  New episodes are posted every week - listen as Connie delves into new sales and business topics or addresses problems you may have in your business.

Podcast host Cecelia Koetting, OD, FAAO, Dipl ABO, talks with ODs who contributed to MOD's recent aesthetics issue. Haley Perry, OD, discusses the optometrist as a salesperson and how to bridge the gap between doing what is best for the patient (and the practice) versus allowing insurance to dictate treatment. Kianna Swanson, OD, then chats about the ocular side effects of cancer medications and the importance of involving these patients in therapy decisions that prioritize maintaining and managing their comfort while on systemic medication.

Ryan Fenn dropped out of high school at 16, washed windshields at a Chevron in Utah to feed his newborn son, and turned a $0.10-cent gumball-hustler mindset into CHIIRP — a software company now doing seven figures a month in the home services space. In this episode, Sam Taggart and new co-host James Edwards sit down with Ryan to break down exactly how he did it: the two-word pitch tweak that 9X'd his close rate at the gas station, the "bridge" framework he uses to convert cold Facebook leads into booked appointments, why he closed 35 out of 35 partnerships in 2 years (including Tommy Mello buying 25% of his business), and the brutal truth about hiring "killers" vs. architects in your sales org.If you're a roofer, home services pro, or door-to-door rep trying to scale beyond just knocking — this one's a blueprint.Thank you for listening! Don't miss out on future episodes! Subscribe to The D2D Podcast on Apple Podcasts and Spotify.Follow us on Facebook and Instagram. You may also watch this podcast on YouTube!You may also follow Sam Taggart on Facebook, Instagram, and TikTok for more nuggets on D2D and Sales Tips.

There comes a point in business where you stop asking, “How do I build more?” and start asking, “How do I build better?”In this episode, I'm diving into one of the biggest shifts happening in entrepreneurship and real estate right now: the old model of success is breaking. For years, we were taught that scaling meant bigger teams, more hustle, more chaos, and more pressure. But what if the future actually belongs to leaner, smarter, more profitable businesses?I'm sharing my honest reflections from over two decades in business  from building large organizations and scaling teams to realizing that success without freedom isn't success at all.We're talking about the rise of the modern operator era, how AI is changing the game, why implementation matters more than information, and what it really takes to build a business that supports your life instead of consuming it.If you've been feeling overwhelmed, stretched too thin, or questioning what “success” should actually look like in this season of your life, this episode is for you.Things I Cover In This Episode:Why the traditional “bigger is better” business model is evolvingThe difference between building a business that looks successful vs. feels alignedHow AI is changing entrepreneurship, visibility, and scalabilityWhy implementation is the new competitive advantageThe rise of lean businesses, solo agents, and micro teamsThe importance of systems, automation, and operational efficiencyHow to create leverage without burning yourself outWhy profitability matters more than vanity metricsQuestions every entrepreneur should ask about the life they're buildingThis episode is your reminder that you do not need more chaos to create more success. You need clarity, structure, leverage, and a business designed intentionally around the life you actually want to live.Let's keep building smarter, scaling intentionally, and Playing Bigger.---

When in sales, it's important to not make mistakes that will cost you the deal. This episode covers the top 7 most common mistakes salespeople make. In this episode we cover the Top 7 Seven Mistakes Every Salesperson Makes. These sales tips are good for salespeople of any level who may or may not need sales training. Have you made these mistakes? Salespeople have a tough job...they have to think ahead, know what to say, and be ready for anything. But we should always be prepared to not make these mistakes so you can close more deals. Rob has done every single one of these so you don't have to.

"AI users will beat non-AI users." Everyone's saying it. The line is half true. The other half is what nobody's explaining.AI is the most effective persuasion engine ever built. It's already running on every device you own. Your Instagram feed, your TikTok feed, your YouTube recommendations, your X timeline — all personalized AI, aligned to platform engagement metrics, not to your actual interests. Look at someone else's phone sometime. Their feed is unrecognizable.In this episode I break down why the "AI users vs non-AI users" framing misses the real move, what the Reddit persuasion study actually showed, the difference between public and locally hosted models for sensitive business work, and the one prompt that flips your conversational AI from sycophant to mentor.If you're using AI on default settings, you're using a tool that was optimized to keep you happy, not to make you sharper. Here's how to change that.I'm Connor MacIvor. AI Growth Architect in Santa Clarita. 23 years LAPD. 27+ years licensed Realtor. AI practitioner since 2021.Find more at SantaClaritaArtificialIntelligence.comYoutube Channels:Conner with Honor - real estateHome Muscle - fat torchingFrom first responder to real estate expert, Connor with Honor brings honesty and integrity to your Santa Clarita home buying or selling journey. Subscribe to my YouTube channel for valuable tips, local market trends, and a glimpse into the Santa Clarita lifestyle.Dive into Real Estate with Connor with Honor:Santa Clarita's Trusted Realtor & Fitness EnthusiastReal Estate:Buying or selling in Santa Clarita? Connor with Honor, your local expert with over 2 decades of experience, guides you seamlessly through the process. Subscribe to his YouTube channel for insider market updates, expert advice, and a peek into the vibrant Santa Clarita lifestyle.Fitness:Ready to unlock your fitness potential? Join Connor's YouTube journey for inspiring workouts, healthy recipes, and motivational tips. Remember, a strong body fuels a strong mind and a successful life!Podcast:Dig deeper with Connor's podcast! Hear insightful interviews with industry experts, inspiring success stories, and targeted real estate advice specific to Santa Clarita.

What's the difference between a website that looks great and one that actually brings in business? In this episode, Alloy founder Rick Mayo sits down with Jimmy Weeks, CEO of Internet Strategy Labs, to dig into what separates high-performing websites from digital dead ends. Jimmy has built nearly 700 websites over 25 years and built one of the first franchise analytics dashboards in the industry. He knows what works and more importantly, why. They cover how to design for different buyer personas, why time-on-site has dropped from three minutes to under one, how the back end of your site can quietly kill your marketing results, and why building for function before beauty is almost always the right call. If you run a franchise location or are evaluating the performance of your brand's web presence, this one is worth your time.

The moment you feel like you have to “sell,” something has already gone wrong. People don't resist pressure. They resist being misunderstood. When the conversation is right, the deal moves without force.This episode breaks down how to position yourself, communicate clearly, and close deals without sounding like someone trying to convince.The strongest close never feels like one.This episode is brought to you by Atlas Opportunity Partners.If you want to sharpen how you communicate, position, and close at a higher level, this is where I work directly with business owners.You can learn more here:http://aopholdings.com/

On the show this week, I welcome back renowned customer growth expert Janice B. Gordon, founder of the Scale Your Sales framework and award-winning Revtech strategist. We're exploring what differentiates a key account from a regular one, why organizations struggle with these definitions, and the mindset shift required for salespeople transitioning to account management roles. Janice shares her strategies for creating customer-centric, data-driven account plans and highlights key tools and methodologies that drive long-term client value. From actionable do's and don'ts to a compelling real-world example of how to transform a strategic account, this episode is packed with practical advice for sales professionals ready to elevate their key account management game.   Outline of This Episode [00:00] Defining what a key account really looks like [05:14] Key account management strategies [08:07] Building a dynamic customer strategy [09:48] Mapping decision makers and motives [13:22] Building a customer-focused strategy [18:31] Understanding customer needs deeply Strategic Value Over Revenue True key accounts are not simply your biggest spenders; they hold strategic value, offer opportunities for innovation, provide access to new markets, and enhance your industrial credibility. The critical differentiation lies in their influence over your business's future trajectory—not just their current contribution. Janice shares that only 5% of your current top 20% customers will likely remain in this elite group long-term. This statistic challenges businesses to continually reevaluate and anticipate which accounts possess enduring strategic value, rather than relying solely on existing relationships and historical data.   Transitioning from a Salesperson to a Key Account Manager The "hunter" mentality—always chasing the next deal—is counterproductive in key account management. Instead, the focus should be on sustaining long-term customer success, building deep understanding, and forging lasting partnerships. Account managers must immerse themselves in their customers' environments, striving to become trusted advisors who are seen as part of the team rather than just external suppliers. By actively engaging and offering value beyond transactional interactions, managers can uncover critical information, support innovation, and genuinely help clients achieve their objectives.   Building Dynamic Key Account Strategies A successful key account strategy starts and ends with the customer. Understanding the customer's business objectives, current strategies, decision-making context, and growth imperatives lays the groundwork for an effective plan. The process should be collaborative—with key account managers acting as partners who support rather than dictate direction. These strategies must be dynamic and responsive to ongoing changes. Instead of creating static annual plans that get ignored, key account plans should evolve constantly, mirroring the fluidity of the customer's priorities and market conditions.   Stakeholder Mapping: Gaining Access and Influence With increasingly complex decision-making structures in organizations, understanding the roles, motives, and influence of each stakeholder is essential. Building multi-threaded relationships and turning colleagues into advocates enables smoother access to senior decision-makers. Effective stakeholder mapping means engaging the right people at the right level with the right information, tailored to their priorities and preferences. This approach reduces risk, accelerates decisions, and ensures account managers bring relevant value across the organization.   Resources & People Mentioned Cranfield School of Management Key Account Management: The Definitive Guide by Diana Woodburn and Malcolm McDonald   Connect with Janice B. Gordon Janice B. Gordon on LinkedIn   Janice B. Gordon on Twitter  Connect With Paul Watts    LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com  

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Rent Roll Growth Expert Deniz Yusuf together with Darren Hunter show you how to find salespeople who may be unhappy to refer leads to their own rent roll. Salespeople want to refer their trusted clients to property management services they can trust, and in this episode we explain where to find them. Get the book from LeadMachineSecrets.com (just pay shipping). Book into Deniz' diary at GrowMyRentRoll.com

Struggling to step away from sales in your remodeling or custom building business? This podcast breaks down the five critical steps to building a sales system that doesn't rely on you to close every deal. Drawing from real-world experience, Spencer shares how to document your process, create a productized design offer, increase lead flow, train and manage a sales team, and structure the right compensation plan. If you're ready to free up your time, scale your business, and build a repeatable revenue engine, this is a must-listen.

How To be a Better Salesperson Using the 1% Rule: The Power of Incremental Gains Are you struggling for a single "magic bullet" that will revolutionize your closing rate. Are you looking for the perfect script, the unanswerable closing line, or a secret hack to bypass the buyer's natural defenses. Guess what? Top salespeople understand that sustainable success is not the result of a single event. It is the result of a deliberate, daily commitment to incremental improvement. That magic pill doesn't exist but there are a few things you can do daily and weekly to make it feel like you've taken a magic pill. This episode of The Slow Pitch breaks down the framework of marginal gains and provides a roadmap on how to be a more effective, efficient, and successful salesperson. We'll use the 1% Rule to get us there.

Most websites just sit there looking good. But that's not their job. In this episode, I break down why your website should be working as your best salesperson 24/7 and how it plays a direct role in turning visitors into enquiries. We look at what actually matters when someone lands on your site and the simple changes that can improve conversions across all your marketing. If you're getting traffic but not enough leads, this is where you should be looking.

Bill Horan talks with David D'Oraz,i author of SELL SELL SELL. David will discuss how he got into sales, what makes him so successful, how 20% of his clients provide 80% of his income and talk about his most interesting sale.

2015年全国高考I+II卷英语听力第一节（共5小题；每小题1.5分，满分7.5分）听下面5段对话。每段对话后有一个小题，从题中所给的A、B、C三个选项中选出最佳选项，并标在试卷的相应位置。听完每段对话后，你都有10秒钟的时间来回答有关小题和阅读下一小题。每段对话仅读一遍。 1. What time is it now?A. 9:10. B.9:50. C. 10:00.2. What does the woman think of the weather?A. It's nice. B. It'swarm. C. It's cold.3. What will the man do?A. Attend a meeting. B. Give a lecture.C. Leave his office.4. What is the woman's opinion about the course?A. Too hard. B. Worth taking. C. Very easy.5. What does the woman want the man to do?A. Speak louder. B. Apologize to her. C. Turn off the radio.第二节（共15小题；每小题1.5分，满分22.5分）听下面5段对话或独白。每段对话或独白后有几个小题，从题中所给的A、B、C三个选项中选出最佳选项，并标在试卷的相应位置。听每段对话或独白前，你将有时间阅读各个小题，每小题5秒钟；听完后，各小题将给出5秒钟的作答时间。每段对话或独白读两遍。 听第6段材料，回答第6、7题。6. How long did Michael stay in China?A. Five days. B. One week. C. Two weeks.7. Where did Michael go last year?A. Russia. B.Norway. C. India.听第7段材料，回答第8、9题。8. What food does Sally like?A. Chicken. B.Fish. C. Eggs.9. What are the speakers going to do?A. Cook dinner. B. Go shopping. C. Order dishes.听第8段材料，回答第10至12题。10. Where are the speakers?B. In the office. C. At home.11. When is the report due?A. Thursday. B. Friday. C. Next Monday.12. What does George suggest Stephanie do with the report?A. Improve it. B. Hand it in later. C. Leave it with him.听第9段材料，回答第13至16题。13. What is the probable relationship between thespeakers?A. Salesperson and customer. B. Homeowner and cleaner.C. Husband and wife.14. What kind of apartment do the speakers prefer?A. One with two bedrooms. B. One without furniture.C. One near a market.15. How much rent should one pay for the one-bedroom apartment?A. $350. B.$400. C. $415.16. Where is the apartment the speakers would like to see?A. On Lake Street. B. On Market Street. C. On South Street.听第10段材料，回答第17至20题。17. What percentage of the world's tea exports go to Britain?A. Almost 15%. B. About 30%. C. Over 40%.18. Why do tea tasters taste tea with milk?A. Most British people drink tea that way.B. Tea tastes much better with milk.C. Tea with milk is healthy.19. Who suggests a price for each tea?A. Tea tasters. B. Tea exporters. C. Tea companies.20. What is the speaker talking about?A. The life of tea tasters. B. Afternoon tea in Britain.C. The London Tea Trade Center.听力参考答案1—5 ACABC 6—10 BABCB 11—15ABCAB 16—20 CBAAC2015年高考英语新课标卷听力原文第一节Dialog 1:W: What time is your train leaving?M: It leaves at 10. I've got 50 minutes left.W: You'd better hurry, or you won't be able to catch it.Dialog 2:M: Nice weather we're having! Don't you think?W: No, it is too cold.M: I think it is just right.W: I'd prefer a few degrees warmer.Dialog 3M: Now, let's stop talking and get going. I need to be in my office in 15 minutes. Or I'll be late for a meeting.W: OK. Bye!Dialog 4M: This course is really difficult.W: I don't think it's all that bad. And we'll benefit a lot from it.M:So you're taking it, too.W: That's true.Dialog 5W: Could you turn that off? I can't hear myself think！M: What? W: The radio. M: Oh, sorry.第二节Dialog 6W: Hi, Michael! I heard you just came back from a holiday?M: Yes. I stayed for a week in China and 5 days in India.W: You do travel a lot, don't you? Last year, you went to Norway, right?M: Well, I've been to quite some countries, but not yet to Norway. Last summer, I toured Russia for two weeks.Dialog 7M: Sally, do you like seafood?W: Yes, of course.M: Is there anything you especially like?W:Well, I really don't know. I can never remember the name.M: Ok. Is there any food you don't eat?W: Well, I don't eat chicken, and I don't like eggs,either. But I like all kinds of fish and vegetable.M: Then, let's look at the menu , and see what they've got for us.Dialog 8M: You look pale, Stephanie! What's wrong?W: I don't feel good. I have a bad headache. In fact, I haven't got much sleep this past week, and I feel really tired.M: Why don't you go to see a doctor?W: Yeah, I think I should. But I have a report to do tomorrow. Ms. Jenkins means it for the board meeting next Monday.M: Well, it's Wednesday today. Why don't you talk to Ms.Jenkins and ask if you can hand it in on Friday morning?W: Maybe I should try. I guess I just need a good sleep.Thanks, Gorge.M: If you need any help for the report, just let me know.Dialog 9W: Anything interesting in the paper today, dear?M: Well, yeah. There are a few here that might interest us. Here is one for just four hundred dollars. It only has one bedroom, but it sounds nice, near Lake Street.W: Yeah, let me see what the cheapest two-bedroom apartment is. Oh, here is one on Market Street. It's a real bargain.Only 350 dollars. But it doesn't have any furniture.M: Well, it costs a lot to buy all the furniture.W: Oh, here is another one for just over four hundred dollars. This sounds very interesting. It's on South Street. That's a nice area!M: Yes, it's quiet. Did you say two bedrooms?W: Yes, at 415 dollars.M: Why don't we go and have a look?W: OK, I'll give them a call.Monolog 10Look at this picture. It's the London Tea Trade centre. As you can see, it is on the North Bank of the River Thames. It is the center of an important industry in the everyday life of the British people. Tea is the British national drink. Every man, woman and child over ten years of age, has an average over four cups a day, or someone thousand five hundred cups annually. About 30 percent of the world's export of tea makes its way to London. And Britain is by far the largest importer of tea in the world.Now in the second picture, you can see how tea is tasted in the Tea Trade Centre before it is sold. Here, different types of tea are tasted by skilled tea-tasters before they are sold at each week's tea sale. It's amazing to see them at work! Over a hundred kinds of tea are laid out in a line on a long table. The tasters generally taste tea with milk, since that is how the majority of British people drink their tea. The tasters move down the line with surprising speed, tasting from a spoon and deciding what is a fair price for each tea.

What happens when a plane crash gives you a second chance at life — and you decide to spend it helping lawyers build careers they actually love?In this episode of The Free Lawyer®, Gary Miles sits down with Steve Fretzin, one of the most respected business development coaches in the legal profession. Over nearly two decades, Steve has helped hundreds of attorneys master the art of growing their practices without ever feeling like salespeople — through his signature Sales-Free Selling methodology and his Be That Lawyer brand.Gary and Steve dive deep into why most lawyers struggle with business development, how the legal industry is shifting in the age of AI and remote work, and why building your own personal brand isn't optional anymore — it's survival. They also explore the power of coaching, the difference between lawyers who invest in their growth and those who try to go it alone, and what it really means to have both a successful practice and a life you enjoy.If you've ever felt stuck waiting for referrals, uncomfortable with the idea of "selling," or trapped by the very success you've built, this conversation is for you.KEY TAKEAWAYSLife is too short to wait for a wake-up call. Steve's plane crash survival story is a powerful reminder — don't wait for a crisis to start building the career and life you want.Business development doesn't have to feel like selling. Steve's Sales-Free Selling system helps lawyers build business through trust, relationships, and a consultative approach — not chest-thumping or pitching."Enjoy the swing." Borrowing a lesson from his golf pro, Steve reframes business development as something lawyers can actually enjoy — building genuine connections and earning trust — rather than dreading it.You are "You, Inc." Every lawyer is an independent business. Building your own personal brand protects your career, attracts better clients, and gives you leverage no matter what changes around you.Ask your best clients what makes you different. Go to 3-4 long-term clients and simply ask them why they've stayed. Their answers may reveal your true differentiator.ABOUT STEVE FRETZINSteve Fretzin is a plane crash survivor, five-time bestselling author, and premier business development coach for attorneys. His Sales-Free Selling methodology has helped hundreds of lawyers build sustainable books of business. He hosts the Be That Lawyer podcast, writes a monthly column for Above the Law, and has created over 1,100 YouTube videos on attorney business development.Connect with Steve: https://fretzin.com/| steve@fretzin.comCONNECT WITH GARY MILES & THE FREE LAWYER®Website: https://www.garymiles.net/You can find The Free Lawyer Assessment here- https://www.garymiles.net/the-free-lawyer-assessmentWould you like to learn what it looks like to become a truly Free Lawyer? You can schedule a complimentary call here: https://calendly.com/garymiles-successcoach/one-one-discovery-call

Sleep AI is building the world's largest sleep intelligence platform, with over a billion hours of sleep data, connections to more than a million users, and 100+ published studies. The company operates a B2B model providing sleep data infrastructure through three channels: R&D services for product validation, reimbursed digital therapeutics in Germany's healthcare system, and SDK/API partnerships that embed sleep intelligence into health apps. In a recent episode of BUILDERS, I sat down with Colin Lawlor, CEO and Founder of Sleep AI, to learn how the company transitioned from eight years of deep R&D to active commercialization and their strategy to reach a billion people through partnership distribution.Topics Discussed:The $100 billion sleep market's validation gap: only 300 of 10,000 sleep products have scientific measurementSleep AI's data collection engine: half a million data points per user annually from phones, wearables, and predictive modelsGermany's regulatory breakthrough: achieving full reimbursement for 74 million people without prescription requirementsThe device-agnostic platform strategy connecting to any data source to maximize distribution reachTransitioning from pure R&D focus to building sales, marketing, and PR functions for the first timeGTM Lessons For B2B Founders:Time product-market readiness against defensible data moats, not funding cycles: Colin invested 8-9 years collecting a billion hours of sleep data and publishing 100+ studies before scaling commercialization. This created inbound demand from companies with unsolved problems and established technical credibility that competitors can't replicate quickly. For deep-tech B2B founders, premature go-to-market before achieving technical differentiation means competing on sales execution rather than product superiority. The German reimbursement approval—a multi-year regulatory process requiring robust clinical evidence—exemplifies outcomes only accessible with patience.Collapse the technical-commercial divide by embedding experts in revenue processes: Sleep AI's scientists participate in sales conversations from initial discovery through close. This isn't consultation—it's full integration. The cultural frame Colin established: "innovation and scientific breakthroughs are great if they have an impact, but if they stay in a box...they have no impact." For technical founders, this means your PhD-level team must own customer outcomes, not just product capabilities. If your best technical minds aren't in customer conversations, you're leaving competitive advantage on the table.Position as infrastructure when solving complex, multi-intervention problems: Colin recognized no single company can solve sleep comprehensively—it requires medical diagnosis, environmental optimization, behavioral coaching, and product interventions. Rather than attempting vertical integration, Sleep AI built horizontal infrastructure (SDK/API) that makes other health companies better. The insight: "We want to reach a billion people through the companies that they already trust by being their trusted sleep partner." Infrastructure plays generate winner-take-most outcomes in fragmented markets where solution complexity exceeds any single vendor's scope.//Sponsors:Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.ioThe Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co//Don't Miss: New Podcast Series — How I HireSenior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role.Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

Ken Landau talks with author and sales trainer David D'Orazi outlines important sales skills for lawyers and their clients, in telling their story in court and in other legal proceedings. He is the author of the book "Sell! Sell! Sell!"

 We wear so many hats in life and business.Parent. Partner. Entrepreneur. Marketer. Salesperson. Leader.What helps me move through all those roles with more ease is staying grounded in one core identity. For me, that identity is leader. 

Can a clinician really thrive in the high-stakes world of pharmaceutical sales?In this episode of Medical Sales U, I sit down with Randy Rhodes, a former Nurse Practitioner at the Cleveland Clinic who successfully transitioned into Oncology Sales. Randy pulls back the curtain on why he left the bedside, the "identity crisis" clinicians face when moving to sales, and the exact strategy he used to land a role at a top pharma company.Whether you are a nurse practitioner, RN, or pharmacist looking to break into the industry, this deep dive provides the tactical roadmap you need to bridge the gap between clinical expertise and commercial success.WHAT YOU'LL LEARN IN THIS EPISODE:* The "Business of Nursing": Why Randy's business degree and clinical background became his "unfair advantage."* The MSL vs. Sales Debate: Why Randy pivoted from the Medical Science Liaison path to the commercial side.* The 4:54 AM Mindset: How a disciplined routine (and CrossFit!) fuels a successful sales territory.* Overcoming the "Salesperson" Stigma: How to stay patient-centric while hitting your quota.* Interview Secrets: The specific questions Randy wasn't prepared for and how you can avoid his mistakes. TIMESTAMPS:0:00 - Intro: Meet Randy Rhodes, NP turned Oncology Pro02:15 - The Louisiana Connection: From Business to Nursing05:30 - Life at the Cleveland Clinic: Bone Marrow Transplant Expertise09:45 - Making the Jump: Why Pharma?13:10 - The MSL Interview Nightmare: Learning the Hard Way18:40 - Reframing "Sales": It's About the Patient22:15 - Landing the Job: The 4-Round Interview Process26:30 - A Day in the Life: Sunday Planning & Territory Hustle32:00 - Staying Motivated When Doctors Say "No"38:45 - Leadership & Advice for Aspiring Reps42:10 - The Power of Feedback: Why Every "No" is a "Not Yet"

Send a textEmail Lennie at lennielawson2020@gmail.com

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Sales is a rollercoaster: one month you're flying, the next you hit a wall because a client changes their mind, a supply chain hiccup wipes out the order, or someone inside your own organisation drops the ball. What we can control, completely, is our time, our talent, and our treasure—and that's where the real leverage sits. In a post-pandemic market (and especially as of 2025), buyers are time-poor, inboxes are brutal, and competitors are one click away. So the question is simple: are we making the most of the three things that are actually ours?   Why is a salesperson's time the most expensive asset? Time is the one asset you can't replenish, and it dictates your pipeline, your reputation, and your commission. If you spend your week "busy" but not building relationships, you're basically renting stress. As a buyer, I see it constantly: poor follow-up. And it's bizarre, because we all know acquiring a new customer costs far more than expanding an existing customer's purchase profile (land-and-expand is not a buzzword—it's survival). Yet many salespeople stop after three rejections in cold calling, then wonder why the quarter looks like a horror movie. Compare that with high-performing teams in the US and Japan who run disciplined cadence systems using Salesforce, HubSpot, or Microsoft Dynamics—touchpoints are planned, tracked, and measured like a production line at Toyota. Do now: Block recurring weekly follow-up time and treat it like a client meeting—non-negotiable. How do you stay "top of mind" without spamming people? You stay top of mind by being useful, personal, and consistent—not by blasting a weekly email and hoping for miracles. Most "newsletters" end up in junk, clutter, or the "unsubscribe and forget forever" bin. Staying top of mind takes effort, but the upside is massive—especially if your competitor is lazy. Think in terms of buyer psychology: people choose the option that costs them the least mental energy. If they already know you, trust you, and can predict your quality, you become the easy decision. This is why professional services firms—translation agencies, consultancies, training providers—win on relationship continuity. In Japan, where trust and reliability are weighted heavily in B2B decisions, sustained contact beats flashy pitch decks. Do now: Replace "email blast" with a simple cadence: 1 helpful note + 1 relevant insight + 1 human check-in each month. What does "good follow-up" look like in the real world? Good follow-up is a system, not a mood—and it works even when you're busy. The best example is when a supplier meets you once, then keeps in touch thoughtfully for years, so when you need them, they're already in pole position.  That's not luck. That's process. It's logging touchpoints, setting reminders, and sending value that matches the buyer's context: a short video, a case study, a relevant event invite, a quick "saw this and thought of you." Compare startups versus multinationals: startups often have hustle but no system; large firms have tools but suffer from internal handoffs. Your job is to combine both—human warmth plus operational discipline. Mini checklist One CRM record per decision-maker Next step dated and owned 3 channels: email + LinkedIn + one "real" touch (call/voice) Do now: Set CRM tasks immediately after every interaction—no "I'll do it later." How do you future-proof your sales talent as the market changes? Talent is time-bound—if your skills don't evolve, your results won't either. Being a Modern selling is a blend: consultative discovery, social credibility, and content that proves you can solve problems. Are you comfortable using LinkedIn, YouTube, short-form video, webinars, and a breadcrumb trail of useful insights? In 2025, buyers often "pre-qualify" you before they reply—your digital footprint becomes your silent salesperson. This is where markets differ: US sellers may lean harder into personal brand and outbound automation; Japan often rewards consistency, humility, and proof over hype. Either way, the basics still matter: questioning, listening, objection handling, and clear next steps—Dale Carnegie fundamentals don't expire. Do now: Pick one skill to upgrade this month (video, discovery, negotiation) and practise it weekly. Is investing in sales training still worth it when so much is free? Yes—free information is everywhere, but disciplined learning and application are rare. You can binge podcasts, hoard books, and still stay average if you never implement.  Back in 1939, Dale Carnegie made world-class training accessible through public classes. The logic still holds: if your company doesn't train you well, invest a microscopic part of your treasure and go get the best. Today, you've got Coursera, LinkedIn Learning, Dale Carnegie programs, specialist coaching, and industry conferences across Asia-Pacific, Europe, and North America. The difference between top performers and everyone else isn't access—it's commitment and execution. Top sellers learn, apply, customise, refine… then repeat. Do now: Spend treasure where it changes behaviour: coaching, role-plays, and frameworks you'll actually use in live deals. What separates top salespeople from everyone else over the long run? Top salespeople don't stop learning—and they don't just "consume," they apply. They stay current through market shocks, tech shifts, and buyer behaviour changes, then tailor what they learn to their patch.  They also protect their time like a dragon guarding gold. They're intentional about: prospecting blocks, client follow-up, pipeline hygiene, and skill practice. They understand cause-and-effect: no follow-up → no trust → no deal. No talent upgrades → commoditisation → price pressure. No treasure invested → stalled growth. This is true whether you sell SaaS in Singapore, industrial equipment in Osaka, or professional services in Sydney. And as work norms shift—think hybrid work and tighter labour conditions in parts of Asia, including Japan's evolving workplace reforms in recent years—buyers want clarity, speed, and reliability. Be that person. Do now: Audit your week: cut 2 low-value activities, add 2 relationship touches, and schedule 1 learning/practice session. Final wrap Sales will always throw curveballs—clients change, supply chains wobble, internal delivery misses happen. But time, talent, and treasure are your controllables, and they compound when you manage them like a pro. Build a follow-up system, evolve your skills for modern selling, and invest in learning that translates into behaviour. Then you'll stop riding the rollercoaster with your eyes closed—and start driving. Optional FAQs Is cold calling dead in 2025? Cold calling still works when paired with a cadence (LinkedIn + email + calls) and a clear value hook, not random dialling. How often should I follow up with a prospect? Monthly is a strong default for warm prospects, with tighter weekly touchpoints during active deal stages. What's the best CRM for follow-up? The best CRM is the one you actually use daily—Salesforce, HubSpot, and Dynamics all work if your cadence is disciplined. Next steps for leaders and salespeople Build a minimum follow-up cadence and measure it weekly Run monthly role-plays on discovery, objections, and closing Set learning KPIs (hours practised, not hours watched) Coach on personal brand: one useful post per week Review pipeline hygiene every Friday Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and Greg has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan. 

We wear so many hats in life and business.Parent. Partner. Entrepreneur. Marketer. Salesperson. Leader.What helps me move through all those roles with more ease is staying grounded in one core identity. For me, that identity is leader.

Send a textIn this episode of The Advanced Selling Podcast, Bryan Neale welcomes Kayla Kurtz, VP of Sales and VP of Business Development at Forthea, for a focused conversation on how AI is reshaping modern sales.Kayla shares how aligning sales and marketing improves lead quality and eliminates the “bad lead” blame game, before diving into practical ways sellers can use AI tools like ChatGPT and Copilot to refine emails, personalize outreach, and prepare for complex conversations. Bryan and Kayla also address the risks of inaccurate AI outputs and why positioning insights as questions, and not facts, protects credibility.They close by exploring how buyers are using AI to research vendors and negotiate more strategically, challenging sales teams to elevate their preparation and technical depth. The episode reframes AI as a tool that sharpens execution without replacing relationship-driven selling.______Curious about certification in the Blind Zebra Sales Operating System? Learn more here.Turn your content into clients with the proven roadmap — join Insider today at advancedsellingpodcast.com/insider

Welcome to the Loveall Sales Podcast.In this episode, Brent Loveall breaks down what the new era of car sales looks like in 2026 — and why the average salesperson is struggling more than ever.92% of buyers now start online.They already know pricing.They already checked KBB.They already formed opinions before stepping on your lot.So friendliness alone won't cut it anymore.The market no longer rewards “nice.”It rewards control, leadership, psychology, and process.In this episode, Brent covers:Why most salespeople are losing deals on trades (and how to properly devalue them)How weak discounting habits are killing grossWhy the phone is STILL the #1 skill in auto salesThe 3-minute rule for calling internet leadsWhy most dealerships don't have a lead problem — they have a conversation problemThe illusion of experience (and why “knowing it all” keeps you average)How prospecting daily separates pros from pretendersWhy culture and management training determine dealership successA simple blueprint to sell 20+ cars per month consistentlyThe truth?The internet didn't kill car sales.It killed weak salespeople.If you want to master the phone, control conversations, hold gross, and build a repeatable process that produces big paychecks — this episode is for you.

“Just Sell More.” The Fastest Way to Lose a Great SalespersonMost sales problems aren't about effort—they're about leadership.If your sales team feels blamed, pressured, or unclear on expectations, telling them to “just sell more” will only create stress and turnover. In this episode, Chris and Joel unpack why pressure backfires and how to lead salespeople in a way that builds ownership, clarity, and consistent results.This is what you'll learn:00:02:31 – Pressure vs. Leadership00:07:08 – Motivation Myth00:12:52 – Clarity and Expectations00:15:37 – Coaching vs. Managing Metrics00:19:26 – Leading Different Personality Styles in Sales00:25:10 – The Follow-Up Problem00:33:38 – Building Ownership Instead of Compliance00:37:26 – Trust and Psychological Safety00:42:20 – Fixing a Struggling Sales Culture00:43:44 – The Persuasive-Servant Selling Leadership Shift00:46:18 – Reflection00:47:19 – Action Items00:48:35 – Persuasive-Servant Selling Program - chrislocurto.com/servantsales00:51:52 – Conclusion

The automotive industry is changing — fast.Traffic is inconsistent.Internet leads feel weaker.Customers are spending 14+ hours researching before ever stepping foot in a dealership.92% of buyers start online.And here's the truth:The order-taker salesperson is dying.In this episode of the Loveall Sales Podcast, Brent Loveall breaks down exactly why average salespeople are getting left behind — and what elite performers are doing to dominate in today's market.If you're still relying on:• showroom traffic• inbound leads• “what's your best price?” conversations• or waiting for the dealership to feed you opportunitiesYou are in danger.This episode covers:

Learn the small shift that makes referrals repeatable. Check out our new video training: https://hey.salesschema.com/opt-in-mw-referral-engine?utm_source=podcast--Most agency owners assume nobody can sell as well as they can. Lori Cox built an agency, sold it, and then took a BizDev leadership role — and says she's actually sharper at sales now that she's not running the whole show.Lori brings 20+ years of B2B marketing and revenue experience. She built and sold a full-service healthcare-focused agency, then moved into VP of BizDev at Knack Collective, where she works with global tech companies on partner-led go-to-market strategies. We got into the systems that made her agency sellable, why most partnership pitches go nowhere, and how the inbound/outbound mix has shifted heading into 2026.What You'll Leave With:Systems before salespeoplePartnerships require intention and attentionDiversify your pipeline, not just your client baseNon-owners can be better salespeopleAI is changing the job, not replacing itConnect with Lori on LinkedIn: https://www.linkedin.com/in/lori-cox-mba/Knack Collective: https://knackcollective.com/

Sashank Varma | Interactive Computing / Psychology | Georgia Institute of Technology "The Travelling Salesperson Problem: How Humans 'Efficiently' Solve a Problem Which is 'Hard' for Computers" “The Traveling Salesperson Problem (TSP) is an important problem in mathematics and computer science. A TSP instance is a set of points. To solve it is to produce a ‘tour' that starts at one point and returns to it after visiting all other points exactly once, and to solve it optimally is to produce a tour of minimum length. As far as we know, computers cannot solve this problem optimally. It is therefore surprising that, for small instances, people produce tours that are near-optimal (i.e., within 10% of the minimal length), and they do so in time linear in the number of points. To accomplish this remarkable feat, we propose that they adopt a divide-and-conquer strategy: first visually clustering the points, then solving each cluster as a smaller TSP instance, and finally joining together these solutions to solve the overall problem. We provide evidence for this proposal in three behavioral experiments and one computational experiment. These findings establish the psychological viability of the divide-and-conquer strategy for solving the TSP, and they set the stage for future studies of how people tame the complexity of computationally ‘hard' problems.” If you would like to become an AFFILIATE of the Center, please let us know.Subscribe to our YouTube channel to get updates on our latest videos.Follow along with us on Instagram | Facebook NOTE: The views and opinions expressed by the speaker do not necessarily reflect those held by the Center for Mind, Brain, and Culture or Emory University.

When your property management business isn't growing, relying on cold digital leads or hiring a salesperson might seem like the obvious solution, but what if those are actually the biggest time and money sinks?  In this episode of the #DoorGrowShow, property management growth expert Jason Hull breaks down why cold leads from digital marketers are "garbage," why most Business Development Manager (BDM) hires fail, and how he's seen a repeating pattern of busy owners having no time to execute growth strategies. He dives into the Door Machine, a game-changing new growth model designed to help property managers scale with warm, relationship-based leads and a Door Grow-trained salesperson, all with no upfront salary risk and a focus on guaranteed results.   You'll Learn (00:00) Introduction to DoorGrow and Its Mission  (06:50) The Door Machine: A New Solution for Growth  (12:25) Understanding the Cost and Value of the Door Machine   Quotables "When's the last time you actually worked on growing your business instead of just running it?"  "The real path to growth isn't more cold leads. It's warm leads from relationships." "Without the foundation, a salesperson is wasted. With it, a salesperson becomes a weapon." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:01) All right, five, four, three, two, one. All right, I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading coaching and consulting firm for residential property management entrepreneurs. We've helped hundreds of property management business owners add doors, increase profit, add and build winning teams. Think of us as like bar rescue for property managers. We've cleaned up and rebranded over 300 businesses.   At DoorGrowth, we believe good property managers can change the world and that property management is the ultimate high trust gateway to real estate deals, relationships, and residual income. We're on a mission to help the best property management entrepreneurs win. Let's get into the show. So, hey, property management entrepreneurs, I've got a question for you. When's the last time you made a cold call to an investor?   When is the last time you followed up with that realtor who said they'd send you referrals? When's the last time you actually worked on growing your business instead of just running it? If you're being honest with yourself, it's probably been a while. And look, I'm not judging you. I've been doing this for a while. I've been coaching property management managers for over 15 years. I've seen this pattern thousands of times.   and you started this business to manage properties, not to be a salesperson, but somewhere along the way, you became your company's only source of new business. The problem is you don't have time for it, you don't enjoy it, and if you're really being honest, you avoid it. So today I'm gonna share with you something we've been working on that solves this problem entirely. It's called the door machine. And by the end of this episode, you're gonna want to know everything about it. Okay.   So welcome to the DoorGrow show. I'm Jason Hull. And if you're a property management entrepreneur who wants to grow your business and your life, you're in the right place. Our mission at DoorGrow is to help property management business owners transform their businesses so they can have freedom and fulfillment. Today's episode is different. I'm not bringing on a guest. Instead, I'm going to pull back the curtain on something we've been developing that I believe is going to completely change the game for how property managers grow their doors. Let me paint a picture for you.   Okay, it's Monday morning. You've got a list of investors. They are people you should be calling. And there's that realtor you've been meaning to reach out to. And you told yourself, like last week, that this would be the week you finally get serious about sales. Then a tenant calls, something comes up, you have a maintenance emergency.   An owner is upset about a repair invoice. Your bookkeeper needs something. Someone on your team has a crisis. And suddenly it's 6 p.m. and you haven't made a single sales call. Again, sound familiar? Here's the thing. You're not lazy. You're not bad at sales. You're just spread too thin to give sales the attention that it deserves. You've got other fires to put out.   Maybe you're running other businesses. A lot of you are, you're entrepreneurs. Maybe a family that actually deserves your attention is waiting for you in the living room. The last thing you wanna do at the end of a long day is cold call investors or go schmooze at some networking events. So what happens? Growth stalls. You hit a plateau and you stay stuck. Not because you don't know how to grow, but because you don't have the time or energy to do what it takes.   And I've talked to hundreds, maybe thousands of property managers who are in exactly this situation. They know they should be doing more sales. They just never get to it. Okay, now at this point, some of you are thinking, Jason, I don't need to do sales myself. I just need more leads. So you call up a digital marketing agency. They promise you SEO, Google ads, Facebook leads. They show you fancy dashboards and talk about cost per lead.   You write a check every month and wait for the phone to ring and here's what those marketers don't tell you. Not all leads are equal. Digital marketing leads are cold leads. These are strangers who clicked an ad. They're price shopping. They're talking to five other companies. They convert it maybe 10 % if you're lucky. Here's the bigger problem. There just aren't that many people searching the internet for property management. You can prove this on Google Trends.   It's not like HVAC repair where people Google in a panic. Property owners aren't searching. 60 % of them are self-managing and don't even know they need you yet. So you end up paying 200, 300, sometimes $500 per lead for tire kickers who ghost you after one call or ghost you after you send your proposal to them. Meanwhile, the marketing agency keeps cashing your checks and showing you impressions and click through rates.   that don't translate the doors. The math doesn't work. The leads are garbage and you're still stuck. The real path to growth isn't more cold leads. It's warm leads from relationships. This is even going to be more pressing and more present in the future with AI. Human interaction is going to matter even more. There's AI Slop.   So what are warm leads? What are these relationships? They're referrals, they're strategic partners, direct outreach to investors who don't know they need you yet, but that takes time and effort you don't have. So at some point, most property managers realize they need help. They try to hire a salesperson, a BDM, business development manager, to take sales off their plate. You post a job listing, you sift through hundreds of bad applicants, finally hire someone,   who seems promising, pay four to $6,000 per month in salary, train them, wait, hope, six weeks later the salesperson quits or they get fired because they just don't produce. Meanwhile, you've burned 10 to $15,000 with nothing to show for it. Ask me how I know. I've watched this play out over and over again with clients. Here's what nobody tells you. The problem isn't just hiring. The problem is that most property management companies don't have the foundations   that make a salesperson successful. Without the right positioning, reviews, website, pricing, pitch, systems, accountability, and lead flow, even a talented salesperson will fail. And even if you do have all these things, who's gonna train them, manage them, hold them accountable? You? Mr. Busy Person or Mrs. Busy Person or Miss Busy Person? You barely have time to do sales yourself.   let alone manage somebody else doing it. Okay, so I'm gonna take a quick break and then we're gonna get into the solution, but this, I'm gonna tell you about our sponsor for this episode. If you're dealing with maintenance stuff, you may wanna check them out. This episode is sponsored by Vendero. Many of you tell me that maintenance is probably the least enjoyable part of being a property manager and definitely the most time consuming. But what if you could cut that workload by up to 85 %? That's exactly what Vendero has achieved.   They've leveraged cutting edge AI technology to handle nearly all your maintenance tasks from initiating work orders and troubleshooting to coordinating with vendors and reporting. This AI doesn't just automate, it becomes your ideal employee, learning your preferences and executing tasks flawlessly, never needing a day off and never quitting. This frees up you to focus on the critical tasks that really move the needle for your business, whether that's refining operations, expanding your portfolio or even just taking a well-deserved break.   Don't let maintenance drag you down. Step up your property management game with Vendero. Visit vendero.ai slash doorgrow today and make this the last maintenance hire you'll ever need. Okay, back to what we're talking about. Come with me for a moment. I want you to imagine something. It's Monday morning. You check your pipeline. There are three new owner leads that came in over the weekend, all qualified.   all in your target market, all ready to talk. You didn't generate those leads. You didn't make those calls. You didn't do any of the follow-up. Someone else did. You didn't pay to run ads to get them. By Friday, one of them has signed 12 new doors. You didn't lift a finger. Now imagine that happening every month, 10 doors, 20 doors, month after month. And here's the best part. You didn't pay a salary.   You didn't gamble on a maybe salesperson. You only paid when doors actually closed. No salary, no upfront risk, just results. No more guilt about the sales calls you're not making. No more networking events you dread. No more lying awake wondering how you're gonna grow this thing. Just doors showing up in your business while you focus on operations, owner retention, and actually living your life.   What I just described, that's the door machine, the door grow door machine, and it's real. Here's how it works in plain English. So we assign you a trained door grow salesperson who works your market. You pay nothing upfront, no salary, no retainers. You only pay when doors actually close. The salesperson executes our proven growth engines, getting realtors to introduce them to investor clients, reaching out to self-managing landlords, building relationships with other property managers   who send overflow your way. We recruit them, we vet them, we train them, we manage them. We hold them accountable. We're better at this. All you have to do is take on the doors they bring you. These aren't cold internet leads that close at 10%. These are warm leads from relationships that close at 90%. Our goal after a 90-day pipeline build is 10 to 20 new doors per month. Some of our clients have added over   300 doors in a year just using one realtor referral strategy and if the salesperson doesn't work out we replace them no hassle No drama, no extra cost. That's our problem to solve not yours They work for us Now some of you are thinking this sounds too good to be true. Let me explain why it's not we've spent 15 plus years coaching property managers on growth We are the best in the industry   We've helped hundreds of clients at Doors using our growth engines, sales strategies, and proven systems. We've also watched the same pattern repeat over and over. We teach the strategy, but the busy owner doesn't have time to execute. We train their salesperson, but the owner doesn't hold them accountable. The system works, but the weakest link in the chain is usually the overwhelmed business owner who can't give it the attention it needs. The Doormachine removes that weak link entirely. Now we recruit the salesperson.   We train them on our systems. We hold them accountable. We manage the process. We give them the support they dream of having. You just take on the doors. Same strategies that have worked for years, but now with DoorGrow controlling the execution. Now I need to be upfront with you. The door machine is not for everyone. We're selective about who we work with, and that's by design. This is for you if you want to add more doors, but don't want to do the selling yourself.   if you've been burned by hiring salespeople before, or if you're smart enough to want to avoid that mistake if your margins are too thin to gamble on another salary. If you have the operational capacity to handle 10 to 20 plus new doors every month, then it might be a fit. If you want predictable growth without the drama, it might be a fit. But here's the thing, a salesperson can only succeed if your business is ready for them. That's why Door Machine is only available to active members   of the DoorGrow Mastermind who have completed our rapid revamp. That means your brand, your website, your reviews, your pricing, your systems are dialed in first. We've watched too many property managers throw money at salespeople without fixing the foundation first, it never works. We refuse to set any of our salespeople up for failure like that. Without the foundation, a salesperson is wasted. With it, a salesperson becomes a weapon.   Let me break down what this actually costs versus what you're probably spending now trying to grow. So with door machine, you pay 50 % of the first month's rent when a door closes. That goes to the salesperson. They only get paid when they produce. Then there's a 20 % rev share, revenue share on the monthly management fee for the doors they add. That goes to door grow. And if it doesn't work, you pay $0. These are doors you wouldn't have gotten otherwise. Compare that to hiring   your own salesperson, $4,000 to $6,000 a month in salary, whether they produce or not, plus failed hires that cost 10 to 15,000 each, plus your time recruiting, training, managing, holding them accountable, plus opportunity costs of all the doors you're not adding. While you're stuck being the bottleneck, let me give you a quick example. Say the salesperson has 15 doors in their first month, average rent of $1,500, you get 50 % of the first month's rent is commission. Well, they do, the BDM does. That's about   $11,000. Now you're collecting $2,250 per month in the new management revenue. Our 20 % share is for $50. You keep $1,800 per month in the new recurring revenue, plus your leasing fees on those 15 doors, plus the long-term value as those owners stay with you for years. That's the difference between gambling on growth and guaranteeing it.   Many property managers are already spending 20 to 30 % of their top line revenue, not just the management fee. There's lots of ancillary fees you can make money on, but they're spending 20 to 30 % just to acquire new business. Or they're discounting the rates. They're dropping from 10 % to 8 % by two points. They're giving up 20 % just to get business on because the leads are cold and garbage. All right, I've given you the overview. I painted the picture. Now here's what I want you to do. I put together   a complete document that breaks down everything about the door machine, what's included, how it works, the timeline, the investment, the terms, FAQs, frequently asked questions, right? Everything, I want you to read it. Go to doorgrow.com slash door machine to download the full offer doc. I'll say that again, doorgrow.com slash door machine, one word. Or you can text the word door machine to   512-640-2092. That's 512-640-2092 and I'll send you the offer doc. That's my personal iPhone. I respond personally. This document is going to answer every question you have and if you read it and you're interested, we'll have a conversation to see if you're a fit. Important note.   Salesperson slots are limited by our training capacity. That's our biggest constraint. We maintain a wait list and place clients on a first come first serve basis, but only after they meet our requirements. We're looking for the best match, not just anyone who applies. I want to build multi-million dollar property management businesses with them. We're partnering in this way. That's the idea. I want to build multi-million dollar property management companies where it's a win-win-win for all three parties involved.   the BDM salesperson that works for us and DoorGrow. Look, here's the bottom line. You didn't start this business to be a part-time salesperson. You started to manage properties, to build freedom, to have freedom, to build something. But somewhere along the way, you became the bottleneck in your own company. The door machine is designed to fix that, to take the thing you hate, the thing you avoid, the thing that keeps you stuck and hand it off to someone who's trained to do it and held accountable to produce.   Our goal is to build multi-million dollar property management companies. I'm looking for long-term partners who want to grow with us, that I can continually invest in your business, that I can give you more and more of my attention and time to help improve your growth. If that sounds like you, go download the full offer doc at doorgo.com slash door machine. Stop being the bottleneck, start being the business owner. You've got better things to do than cold call investors. Let us handle it.   Okay, that's it. If you're feeling stuck and you're ready to take your property management business to the next level, reach out to us at doorgrow.com. We can help. For free training on getting unlimited leads, if you want to do this yourself, go to, just text the word leads to 512-648-4608 and join our free community for property management business owners at doorgrowclub.com.   If this episode helped you subscribe and leave a review, we'd really appreciate it. Until next time, remember, the slowest path to growth is to do it alone. So let's grow together. Bye everyone.

Jason Hull, the founder and CEO of DoorGrow, discusses with Ashton Thomas the concept of marrying private equity with property management operations. Ashton Thomas is a third-generation real estate broker in Central Florida, she got her real estate license right after graduating high school and, in February 2019, opened her own brokerage. She decided to start her own brokerage and grew to about 25 agents, but she realized she preferred property management and did not like dealing with realtors and their recurring issues, and shifted her focus after property management "fell into her lap" when employees from a failing company approached her You'll Learn (00:45) Introduction and Ashton Thomas's Background  (03:46) The Audacity to Start a Brokerage at 23  (07:16) The Marriage of Private Equity and Property Management  (07:42) Benjamin Hardy's "Science of Scaling"  (12:31) Understanding Private Equity and the Roll Up Strategy  (17:58) The Advantage of Property Managers in Roll Ups  (19:10) Advice for Getting into Private Equity  (22:29) Raising Capital and How to Connect with Ashton Thomas Quotables "I've been thinking too small. That's why it's been so hard." "That's like entrepreneurs worst nightmare is to be feeling stuck and feeling like I'm not moving and I'm not getting traction and I'm not accomplishing anything." "The slowest, absolute slowest path to growth is to do it alone." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:00) All right, five, four, three, two, one. Hello everybody, I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we've brought innovative strategies and optimization to the property management industry. At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry.   eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. All right, so my guest today is Ashton Thomas. Welcome, Ashton. Ashton (00:43) Thank you for having me. Jason Hull (00:45) So Ashton is a client of ours, but she also is a badass. And so Ashen, I would love for people to get to know you a little bit, share a little bit of your background. How did you get into real estate and property management and all of this?   Ashton (01:02) Yeah, absolutely. So I'm actually a third generation real estate broker in central Florida. My granddad started in Orlando like way back in the 60s. ⁓ Both my dad and my granddad, a lot of my uncles, they're all builders. So just kind of grew up in that real estate world. I was on a job site from when I was very little. ⁓ And so I always just had a love for homes, real estate, just   the whole nine years. When I was wrapping up high school about to go to college, my parents suggested, I always had like an entrepreneurial spirit, and my parents suggested that I get my real estate license. And I was like, you know what, it can't hurt to have that. So I went ahead and took the class, got the licensing as soon as I graduated high school. So I was actually a licensed realtor already working before I started my freshman year of   college. ⁓ Real estate has been so fascinating because I've been able to see so many changes over the last 12 years since I got into the industry. I started with new home sales construction, actually working for my parents, ⁓ really learned about what it took to run a sales center. And then I switched to traditional real estate, like what you think of a realtor doing now. ⁓ From there, I ended up opening my own brokerage.   Jason Hull (02:03) Wow.   Ashton (02:28) ⁓ in February of 2019. And then property management really just fell into my lap. There was a company that was going out of business because the owner was embezzling funds. And their employees actually came to me and said, you know, we would like to work with you. We'd like to work for you. And we're bringing these clients. So   I had never written a lease, seen, really even put my eyes or hands on a lease, never. This was two years ago, roughly. ⁓ And like just didn't have any property management experience at all. Figured out that we needed to get some systems in place right out of the gate. And I really took the next year, year and a half.   Jason Hull (02:59) how long ago.   Okay.   Ashton (03:22) to develop those. And Jason, you've been so instrumental in helping us succeed in those systems. You helped us identify the holes in our business and really figure out what we needed to do. ⁓ So at the time that I had brought on the property management side, and when I say property management for us, we do both long-term property management and short-term vacation rental. So I two separate sister companies that operate.   Jason Hull (03:51) Yeah.   Ashton (03:51) So ⁓ at the time I had roughly about 25 realtors that worked for me under the brokerage. I had really developed that, grown that. We were one of the largest Zillow Premier agent teams in central Florida at that time.   Jason Hull (04:13) Wait, can I ask you question about that?   Not very many agents start their own brokerage. What? mean, how, do you mind me asking age here? How old were you you started your brokerage and what gave you the audacity to decide to do this big thing?   Ashton (04:19) Mm-hmm.   I was 23 when I started my brokerage and the funny part was is I actually wanted to buy a brokerage first and I had this is a wild story you'll love this so you know you look back and you say what was I thinking like I had some guts and one of those stories   Jason Hull (04:33) Okay, go ahead.   Okay.   Okay.   Yeah   Ashton (04:55) So I had initially gone to this guy's office, he had four branches, local real estate agent, or a local real estate brokerage. I'd ⁓ developed his brokerage over like 50 years, had over 200 agents working for him. And I walk in and I asked to speak with the broker. He was there, they put me in the conference room. He thought that I wanted to become an agent working for him. Yeah. And I said, no, sir, I want to buy your company.   Jason Hull (05:19) That's the default.   my god.   Ashton (05:25) And   like, this was a total cold call. Like I had never talked with him before, never met him before. I ended up negotiating a price for the company ended up getting securing SBA financing. Everything had lined up so perfectly. And then a couple of weeks before we were actually going to be making it official. He decided that he wanted to, to sell his brokerage to a family member and not go through with me. And so.   Jason Hull (05:53) Wow.   Ashton (05:55) Honestly, in hindsight, that was the best thing that could have happened. I had no business running that large of a brokerage at 23 years old with no experience. ⁓ Over 200. Yeah. And I had secured a price for 2.4 million for the company. So with an earn out and it was just, it was going to be an insane deal if I could have like actually done that. But ⁓ I was   Jason Hull (06:05) How large was it? How many Asians? Okay, yeah, I mean massive, yeah.   Ashton (06:24) You know, everything happens for a reason. coming off of like the adrenaline rush from that not happening, I was like, you know what? I'm just going to start my own. Why not? So that's how I started when I was 23.   Jason Hull (06:26) Yeah.   Yeah.   I mean,   starting your own brokerage at 23 doesn't sound as crazy if you were already trying to buy 200 agent brokerage. Like, I'll just, you know, step it back a little bit.   Ashton (06:49) Mm-hmm.   Yes,   let's like crawl before we run. Oh, so that was originally what I wanted to do was just build up a massive, brokerage with lots of agents. And I thought that in my head was the dream. No, for me, it was not. I had grown to about 25 agents, like roughly like steadily and kept that number for a while. I realized that I   Jason Hull (06:56) Yeah. ⁓   Yeah.   Mm-hmm.   Ashton (07:21) to not like dealing with realtors and their issues over and over and over again, every day in and day out. It became like kind of toxic to me at least. And I went through and slashed a lot of agents jobs here ⁓ because it was either performance issues, attitude issues, whatever it was, they just were not the right fit for us. I ended up keeping a core five. ⁓   Jason Hull (07:32) Yeah.   Ashton (07:47) and they are phenomenal people with good ethics and good business sense who care about their clients and represent me and my company very, very well.   Jason Hull (07:58) What do feel like gave you the clarity to make that transition? Like, did you just wake up one morning or like, I don't like a lot of these people? Or how did you get clarity on what you really want?   Ashton (08:09) ⁓ One of the things was I told my office manager, I was so frustrated one morning, I told her, said, if one more person asks me another stupid question, I am gonna lose my mind. So I was fed up, I just couldn't deal with it anymore.   Jason Hull (08:23) Okay, we're just fed up.   Yeah, yeah. So I know when, when did that fit with you joining DoorGrow? Because I know you had worked on culture and we'd helped you figure out kind of what mattered to you and like, that align with, was that before you came on board? Was that after? When did you let go of all the... Okay. You don't move slow on anything, it sounds like.   Ashton (08:45) I don't want the same time. Yeah.   I try not to. I try not to. Honestly, I feel like that's where things go to die is if you move slow.   Jason Hull (08:57) Got it, yeah, right. Okay, cool, quick action taker. So obviously a very driven personality type. ⁓ And I know the topic that we were planning to talk about today is the marriage of private equity and property management, capital meets operations. So let's get into that. Again, you have big goals, big crazy goals.   Ashton (09:05) Thank you.   Yes.   Jason Hull (09:27) that sound pretty insane to most people. But you know, the people that are bold, that have the audacity to go after these big things, achieve big things. So what are you up to now?   Ashton (09:39) Yeah, so there's actually a great book by Dr. Benjamin Hardy. He has he's written like several and I know you're a big fan of Dr. Hardy's as well. He talks about like those impossible goals and how you really should and actually that one of his latest books, The Science of Scaling, is ⁓ really spurred me to action and not just having like a 10 year time frame, but like a three year time frame. And I can condense these goals.   what I want to do kind of vaguely into really specifics and get it done now. ⁓ So yeah, I would highly recommend anybody listening to also read his books.   Jason Hull (10:20) Yeah, agreed. Phenomenal book. I got to hear him speak down in Mexico and he hadn't released his book yet. And I was with a bunch of entrepreneurs that spent a lot of money to be there. And he all just walked out of the room with their mind blown. We were all just like, ⁓ I've been thinking too small. That's why it's been so hard. And it actually gets easier to grow and scale your business when you start thinking outside of your current mental limitations, which means it has to be something unrealistic or impossible.   Ashton (10:36) Mm-hmm.   Jason Hull (10:49) So that's been a game changer. I've done some episodes talking about this, but same thing for us. Like we've got some big things we're doing this year that are probably a bit ridiculous. And I don't know if we can pull it off, but if we do, DoorGrow will be the dominant player in the industry. And I already feel like we're a leader or leader, but this will be a game changer, some of the stuff that we have planned. And I've talked about it on previous episodes, just a little bit, what we're thinking of doing.   But I think it's going to be some of these things are going to be game changer. and we've got so many irons in the fire right now, like we move fast and it's bit crazy, but that's where the fun is too, right? In business. So I'd rather be lit on fire with too many ideas than be stuck. And I've been that way before where I'm like, what should I do next? know, I work on.   Ashton (11:35) That's like   entrepreneurs worst nightmare is to be feeling stuck and feeling like I'm not moving and I'm not getting traction and I'm not accomplishing anything. That is like absolute hell for us, isn't it?   Jason Hull (11:45) Yeah.   Yeah, I usually joke that entrepreneurs don't care about being happy or sad. They care about whether they're in momentum or whether they're stuck. And when we're stuck, damned, blocked, frustrated, that is hell. That's like, that's hell for us. We're miserable. And yeah, and it kills our motivation, everything. But when we're in momentum, that's the drug we crave. We want to feel like we're making progress and moving forward. And so   I'm that drug dealer. That's what I give out to clients. Like I'm like, let's go. That's hopium. So got to give them some hope. And then they're excited and believe they can do it. But yeah, if you believe you can do something big and you've got a big vision, a big dream, yeah, you start to find new pathways. You start to find new ideas. And so you're working on some crazy stuff. So let's talk about capital meets operations. How do we marry private equity with property management? And could other property managers do this?   Ashton (12:21) You do.   Jason Hull (12:47) excited to hear.   Ashton (12:47) Yeah,   absolutely. So I started in the private equity world really recently. It was like January of this year. And I feel like I've just been drinking out of a fire hose, like learning and being in, I've just made sure to put myself in the right rooms where I'm just like absorbing knowledge and information and wisdom from people and family offices that have been doing this so much longer than I.   Jason Hull (13:13) You've been really focused on learning the private equity space, which a lot of people, that's like some crazy thing they don't really maybe even understand. They're like, oh, don't know how it works. And you decided, hey, want get in on this.   Ashton (13:25) Yeah. ⁓ go   ahead. What was that?   Jason Hull (13:30) You said, I want to get in on this and learn about this and started figuring it out. All right, I'm going to plug our sponsor real quick, who you use, Vendoroo. How's it going with Vendoroo?   Ashton (13:33) Yes. ⁓   And here's amazing. We love them. They they honestly they take care of everything. They're really good about communication. I think they're they're phenomenal. They've been a game changer for us for our day to day ops.   Jason Hull (13:54) Okay, cool. I mean, it's So let me read this and then we'll get back into the show. So many of you tell me that maintenance is probably the least enjoyable part of being a property manager and definitely the most time consuming. But what if you could cut that workload by up to 85 percent? That's exactly what Vendero has achieved. They've leveraged cutting edge AI technology to handle nearly all of your maintenance tasks from initiating work orders and troubleshooting to coordinating with vendors and reporting.   This AI doesn't just automate, it becomes your ideal employee, learning your preferences and executing tasks flawlessly, never needing a day off and never quitting. This frees you up to focus on the critical tasks that really move the needle for your business, whether that's refining operations, expanding your portfolio, or even just taking a well-deserved break. Don't let maintenance drag you down. Step up your property management game with Vendero. Visit vendero.ai slash door grow.   today and make this the last maintenance hire you'll ever need. All right, cool. So let's talk about this private equity stuff. Help me understand what it is. I'm fairly ignorant, so.   Ashton (14:59) Hmm   So basically, I mean, it's a very big term, private equity, and it can span over so many different asset classes. And I think that's one of, I'm sidetracking a little just a minute, but like, I think that's one of my favorite parts about the private equity and PE industry is because you can meet somebody in your same asset class and they're doing something totally different. Like for instance, you know, what you're teaching Jason with the property management and like these operators and entrepreneurs who are   owner operators really, you're teaching us the same framework and we're doing the same exact thing, which there's nothing wrong with that. That's great. That works. It's systemized. In private equity, it's all wild cards. There's a lot of structure to it, but at the same time, everybody can be doing something different. And you're not in competition truly because you all have your own unique spin on it. So it's cool. But what it means is that ⁓ if, so our firm,   we bring in investor capital, ⁓ either through debt or equity. And then our investors trust us. We let them know like what we're investing in. usually have like a it depends on the type of investment. So I try not to get too technical here. It depends on the type of investment, but we let them know, hey, we're investing in XYZ companies, or we're investing in hard assets with like purchasing real estate that meet these certain criteria. So instead of   these investors taking their money and putting it into the stock market, they are putting it with private firms because the stock market is the public equities. then private equity is these private individually owned firms ⁓ that I mean, you have really large ones like BlackRock and Blackstone and ⁓ all of those. And then you have a lot of small ones like myself who are just getting off the ground. We don't have a lot of assets under management yet.   But as we develop that investor base, we're just going to keep that ball rolling and continuing.   Jason Hull (17:04) Yeah, so there's booty   firms, there's gigantic ones, there's lots of different categories of asset classes that they might be involved or invested in. And so somebody can pick a private equity company or something to partner with or get involved with that kind of is involved with the asset classes that they feel comfortable.   Ashton (17:23) Yeah,   absolutely. like, there's some, ⁓ like for us, we're real estate based and specifically Florida based real estate. There's, have friends who own hedge funds and that's all they do is hedge funds and specifically in like just in gold or in like just in commodities. We, there's people who are running funds based on really specific short-term rentals or within a five mile radius of national parks. So it gets down really, really, really specific.   ⁓ Up until like you large firms with very large funds and they have a diversified asset class over You know, they have hedge funds. They they're doing running venture They're doing ⁓ you know Secondaries they're actually in like the private equity sphere there. So it just really depends on on the firm itself and you want to make sure as if there's any investors listening you want to make sure that ⁓ your you fit with   how that firm is treating your money and running your money, and that it aligns with your goals, obviously, not just monetarily, but also with what they're investing in.   Jason Hull (18:32) Right, got it. Okay. And so how can property managers start to get involved in this and create this marriage? What are you doing?   Ashton (18:43) Yeah, so we're kind of doing it a little bit backwards. Most private equity firms, they start with raising capital and then they're going out and buying the asset and then they're outsourcing their vendors. So one of those vendors being property management and that's really where the gains and losses are happening is in the daily management style there. Then they realize and typically restructure   that they could be making more money. They could be increasing their bottom lines and everything else with that management. Everything hinges on the management when you're talking like hard assets in real estate, whether that's multifamily commercial, you know, residence, whatever it is. ⁓ So when they bring it in-house, they are restructuring. And there's also been a huge problem with   Jason Hull (19:36) Yeah.   Ashton (19:41) And I've been hearing this lately, huge problem with investor capital really not being watched out for by these firms because they're outsourcing all their vendors. What we did instead is I had already have the acquisition engine through our brokerage. We've already got all the systems set up in place for our property management firms, both short and long. Now we added the private equity firm. I have a series 65. So we're actually a state registered   Jason Hull (19:51) Right.   Ashton (20:10) like investment advisory firm for true asset management on the back end, which a lot of private equity firms do not have that. And then we added the capital. So we literally just did it backwards. And now we're focused on acquiring not only hard assets with cash flowing tenant occupied portfolios that meet certain metrics. We have to have a certain   Jason Hull (20:12) Okay.   Okay.   .   Ashton (20:37) IRR, we have to have a certain cap rate and a certain cash on cash return to even peak our interest. The other thing that we're buying is property management businesses. So we are working on acquisitions right now. We just completed one last week and we've got two more in the hopper. So we are going in and offering these off-market portfolios, know, minimum 20 up to, you   We have no limit on how many we'll buy, like minimum 20 units and we want creative financing. So we want to structure the deal where the seller and the owner is holding the majority of that note. We're using investor capital for the down payment. We're saving some to hedge for ⁓ reserves and we're going in and buying these companies to add to our revenue and our to our bottom line.   Jason Hull (21:35) I love it.   Ashton (21:36) Roll   up. That's the name and the term that's used in the private equity space is roll up.   Jason Hull (21:42) Roll-up, got it. So I've seen some of these companies in the past. I had a client, he eventually exited and sold his business to Home River Group. He had like 2,000 doors. So then he was kind more of a partner in Home River Group, 30,000 eventually. And he became kind of a consultant that would come in and these roll-ups that were being done in some instances, because they did it the reverse way from what you did, they thought they could just throw money at the problem.   So they went and acquired a whole bunch of property management companies. Sometimes, like some companies would acquire like 10,000 doors. Then they would fire like 7,000 of them because they realized there was so much garbage and it was difficult to manage. And then they thought they could just put in or install a property manager in and then the business would just run. But no real leadership for the boots on the ground. And so they would bring him in as a consultant. He would go in, fire everybody.   Ashton (22:34) Mm.   Jason Hull (22:42) organize a team, build a business and act as an interim CEO till he got the thing healthy and running. And he would make a lot of money because they were losing a lot of money trying to make this work. And people don't realize how hard property management can be. And so I think, yes, property managers have an advantage because they have the hardest piece of this entire puzzle, it sounds like.   Ashton (23:05) Yeah, it definitely is because you're dealing with you're dealing with tenants, you're dealing with the day to day your you are the boots on the ground. So that is why it is so important before we started any of this, I wanted to make sure that we had the proper systems in place that we could scale 500 more doors without blinking an eye. That is where you have to have that mindset and like you have to know what's going on before adding because when you just add   doors and just think that exactly what you said add doors and thinking that that's just going to like solve your problem you're just multiplying your problem whatever problems you have at 20 doors is going to be 10 fold at a thousand doors or more so ⁓ and more just doesn't necessarily equal better and that is one reason like in our contracts we actually do have clawbacks so if we do end up getting rid of owners that just aren't a fit   our purchase price is reduced down from the seller. So it gives the seller an incentive to ensure that they're selling us a good.   Jason Hull (24:11) Got it, yeah, that's important to have all that's in any sort of acquisition deal. So for other property managers that are looking to get into private equity and they're looking at maybe starting to do this, because they're like, you know what, I've got a healthy property management company, we've got the systems in place, is there somebody that I can partner with on this that already knows how to do it or can I go and learn to do this?   What would you say between those two options and where would you send them?   Ashton (24:43) Really? It depends on the person. This isn't for everybody. know, you, what I would recommend, and this is honestly what I tell anybody, no matter what business they're in, if they're thinking about growing, where do you want to be in three years? And let's reverse engineer it from there. So if you want to, like for us, our, our plan is to roll up to about 5,500 doors and then exit. So   Jason Hull (24:45) Yeah.   Got it.   Ashton (25:12) I already knew where I wanted to be. And so like, I wanted to exit at a certain amount. So I was like, how do I get to this amount? And then I just backed it up from there. ⁓ but that's, everybody's going to have a different goal. So I would highly recommend just like starting with that initial goal. that's, if that goal is freedom, if it is like, you want to be able to exit, you want to have, you want to just run a massive company, whatever it is, start there and then figure it out backwards.   Jason Hull (25:21) Okay.   Ashton (25:41) As far as bringing on capital and investor capital, whether they want to partner with somebody or if they want to like bring on debt, that's also a comfort level thing. ⁓ And it also depends on like what you and that other person that's bringing in the capital agree to and what you both feel like is the optimal solution. But before doing that, definitely educate yourself and find someone ⁓ either as a consultant like   Right now I am doing a little bit of consulting work for ⁓ different ⁓ funds as well as like companies like, you know, like what we're doing ⁓ for, you know, to help them with what their goals are. Let's back it up and then let's go from there. And like just adding some advice and getting them in touch with the right people that they need as far as connections. Analysts, numbers are so important when you're talking with investors.   You can't just be like, I think it's going to make this an investor, especially a sophisticated one is not going to go for that. Maybe friends and family will what I call country club money, but ⁓ a sophisticated investor, absolutely not. They're going to want to see a pro forma. ⁓ So there's so many steps involved before you ever, ever, ever bring on a dime of investor capital. So.   Jason Hull (26:51) Yep.   Ashton (27:09) I'm sorry, that's not like a ⁓ space.   Jason Hull (27:10) So, well, it sounds like   the path is maybe this. Like if you're a property manager first, you got to get your side of the room clean. You got to get your business tight. You got to get operations working, maybe reach out to DoorGro, get a little help, but you got to get things really well dialed in because it doesn't make sense to go start playing with other people's money and be on the hook for other people's money and investors.   Ashton (27:20) Yes.   was not.   Jason Hull (27:36) if you don't really feel like you have the ability to scale, you don't really feel like you can handle stuff, because if once money starts flowing and doors start adding, then if your stuff is okay, it's going to be stress tested and probably not okay. So that's probably first. Next, they need to learn about private equity, figure out that game, and then even once you figure out how that all works, then you've got to get good at selling it, which you are already a natural, you know...   Ashton (27:51) Yeah, exactly.   Jason Hull (28:05) Salesperson, you've invested a lot towards figuring that out, but then you're going out and you have to raise the cap.   Ashton (28:11) Raising capital is literally one of the hardest jobs. It is insane because you want to build a relationship and you want someone to trust you, but you're also asking for a check. And so it's trying to balance the relationship aspect as well as the transactional aspect. And it's even harder as a woman because private equity is definitely, ⁓ there's not a lot of women in this field.   Jason Hull (28:32) Yeah.   Ashton (28:41) ⁓ so it's even harder being like of the opposite gender. ⁓ so there's a lot to balance there. so getting, getting comfortable asking, but not being pushy. It's that I've learned so much from.   Jason Hull (28:56) As a woman, you've had   to take maybe a more feminine approach or you go in hot the way most guys would.   Ashton (29:04) It depends on the person.   It depends on my audience. You have to sell the way somebody wants to buy. So I've learned not to, at the beginning, I was definitely very transactional. And I've learned ⁓ through a dear friend of mine that to be more relationship-based and then that will come a little bit later with the transaction. ⁓ But at the same time, because I'm like,   Jason Hull (29:11) Yeah.   Mm-hmm.   Ashton (29:32) I need to know now. Like, I don't want to waste my time. I don't want to waste their time. We just need to lay it out on the table right now. They need to know what I'm here for. ⁓ I've had to like roll that back a little bit. And since I have, the checks have been definitely coming in a little bit smoother. So it was a huge learning experience for me.   Jason Hull (29:51) Yeah.   Ashton, how old are you right now for those listening? All they've heard is 23.   Ashton (29:59) I'm 30 now.   Jason Hull (30:01) 30 now, okay, you're 30 years old, you're doing amazing things. What amount of capital are you raising right now? Like what's your goal?   Ashton (30:05) Yeah.   Yeah, so we do different like rounds or like tranches of raising and it right now we are raising for specific projects. So as the projects come up, then we go out to our current investors first and then to like new potential investors next. ⁓ So in the spring, we're about to start doing another raise for ⁓ one, a business and then two, a couple other. ⁓   real estate portfolios that I'm looking at. ⁓ So that is going to be around the $800,000 mark of capital. And typically we do like minimum commitments of 100 because when you get into smaller amounts, typically the investors that are, I just become a little bit more needy because they're only, they're not as sophisticated and we want to deal with the investors who are.   Jason Hull (31:06) Got it. Yeah, that makes sense. Very cool. Sounds like you're doing really cool things. So Ashton, for those that are listening and they're curious about you, they're curious about maybe getting into this, you mentioned you do some consulting, you mentioned there may be investors or maybe they want to get in on some of the investing stuff that you're doing. How can they get in touch with you?   Ashton (31:29) Yeah, so they can send us an email. That would be the best way to you can send it to info at FX to capital calm. ⁓ And we, you know, are one of our interns checks that email on the daily. ⁓ So then we can set up an investor call and go through really well what your goals are. What is your portfolio look like right now?   How are you diversifying yourself? And maybe we can talk about what we can do to help increase that, maybe rebalance you a little bit within the private space and in the private markets.   Jason Hull (32:06) Cool, well property managers, if you're listening, I think Ashton's definitely doing something that's very cool. A lot of you probably could get in on this or create some sort of alliance or relationships that could allow you to be part of something like this. Even if it's just you're getting doors from other people that are in the private equity space that are rolling up a bunch of investment properties, this would be easy doors for you to get on if you really could do a good job. And it sounds like that's the linchpin, that's the hardest piece of the puzzle.   And if you're a good property manager, you've got that down then. So you've got a competitive advantage. So Ashwin, I appreciate you coming on and sharing this here on the board.   Ashton (32:43) Thank you.   Yeah, that was so much fun. It was so great talking to you.   Jason Hull (32:48) Awesome, so we'll go ahead and wrap up. For those of you that are feeling stuck, stagnant, you want to take your property management business to the next level, reach out to us at doorgrow.com for a free training on how to get unlimited free leads. Text the word leads to 512-648-4608. Also join our free Facebook community. It's just for property management business owners at doorgrowclub.com. And if you want tips, tricks, ideas to learn maybe about some of our offers,   subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe, leave us a review. Anything like that would really help us out. We would appreciate it. And until next time, remember, the slowest, absolute slowest path to growth is to do it alone. And you heard Ashton, she's leveraging a lot of people to do what she's doing to grow. So let's grow together. Bye everyone.

Send a textWhy do companies go to such great lengths to avoid the word "Sales"? In this episode, Scott and Mike pull back the curtain on the "emotional baggage" attached to the sales profession. From the stigma of the "snake oil salesman" to the internal friction that revenue generation causes within a company, we explore why sales has become a dirty word—and why it shouldn't be.We break down the Sales Spectrum, helping you identify where you fall between being a "facilitator" and a "persuader," and why the best reps are actually "artists" who match products to real human needs. Whether you're an "opener," a "closer," or a "Business Development Specialist," this episode is your therapy session to help you embrace your role as a revenue generator.Support the showScott SchlofmanMike Williams - Cell 801-635-7773 #sales #podcast #customerfirst #relationships #success #pipeline #funnel #sales success #selling #salescoach

Are you running a business, or is your business running you? In this episode, I sit down with the powerhouse LuAnn Nigara– keynote speaker, author, and host of the top-rated podcast A Well-Designed Business. We dive deep into the uncomfortable truth: talent alone isn't enough to build a profitable company. LuAnn breaks down why "hustle" is often just a mask for a lack of systems– and why understanding your numbers and designing systems that allow you to become a force multiplier is the only way to move from surviving to thriving. Whether you're an interior designer or an entrepreneur feeling stuck in the daily grind, this conversation will shift your perspective on what it really takes to scale. Here's what we'll get into:00:00 – Why Your Business Feels Like It Owns You04:28 – From Cold Podcast Pitch To Friendship05:44 – High Point Market: Disneyland for Designers10:57 – "I Was Just the Sales Person"13:22 – The E-Myth Wake-Up Call16:35 – "Hustle Without Systems Is Just Chaos"22:48 – The Two Numbers That Determine Profitability25:16 – "Who Else Can Do This?"29:13 – When Profit Meets Passion34:43 – You Have to Believe It's Your Right40:52 – Resilience, Baseball Coaches & Fire Horses48:09 – Your One System to Simplify This WeekTo learn more about LuAnn and keep up with her work, visit her website & connect with her on Instagram! For more from Andrea on systems, listen to this STB episode next: Four Systems That Let You Step Away and Still Grow Your BusinessInterested in working with Andrea or bringing her coaching to your team?➡️ Book a consultation call with Andrea HERE. ⬅️⭐ Get Andrea's newsletter, packed with practical ways to lead and grow your business without losing yourself in it: https://bit.ly/STB-newsletter ⭐ Get Andrea's bestselling book – She Thinks Big: The Entrepreneurial Woman's Guide to Moving Past the Messy Middle and Into the Extraordinary: https://a.co/d/5xBdPvN Subscribe to Andrea's channel and watch all She Thinks Big episodes here: https://bit.ly/STB-subscribe Connect with Andrea on Instagram and LinkedIn!

"Just checking in" is the fastest way to get ignored.In 2026, if your real estate business relies entirely on bothering people or burning cash on paid leads, you do not own a business. You are renting attention.In this episode, I dismantle the old-school sphere of influence advice. We move away from random, awkward check-in calls and replace them with a predictable Annual Review System.This shift positions you as a strategic wealth advisor instead of a desperate salesperson.I break down exactly how to structure the Annual Review call to add real value, even when home prices are flat, and why this is the single most powerful asset to stabilize your income in the shifting 2026 market.TIMESTAMPS 0:00 - The Problem with "Just Checking In" 1:03 - Why Paid Leads are Renting vs. Owning 5:22 - The Real Reason Most Sphere Systems Fail 8:01 - The Shift: Advisor vs. Salesperson 10:24 - The Annual Review System (Step-by-Step) 11:10 - How to Lead When Prices Are Flat 12:09 - Connecting Your Sphere to Listing LaunchesJOIN THE REAL ESTATE AGENT PLAYBOOK Ready to build a scalable business without the burnout? https://bit.ly/3Neh4hu#RealEstateSphere #RealEstateSystems #JeremyKane #RealEstateCoaching #RealEstate2026

In this episode, Travis sits down with Eric in the studio for a hilarious and insightful deep dive into the world of online sales training. Together, they react to viral clips from well-known sales coach Andy Elliott—an infamous personality whose aggressive methods, animated delivery, and controversial reputation make him one of the most polarizing figures in modern sales culture. On this episode we talk about: The fine line between confidence and cringe in sales training videos Why aggression and fake enthusiasm rarely work in real sales How “high empathy” and curiosity can instantly make you a better communicator The viral rise (and fall) of Andy Elliott and what that says about social media influence Practical, down-to-earth ways to handle objections and keep people talking Top 3 Takeaways The best salespeople don't shout—they listen longer and ask better questions. Controlling your tone and energy is more persuasive than trying to “dominate a room.” Modern buyers recognize authenticity—if it feels scripted, it won't work. Notable Quotes “It's your only job to keep the conversation going. Just keep asking more questions.” – Travis “People buy from real humans, not caricatures of confidence.” – Eric “Before you became who you are online, you were probably a really good salesperson.” – Travis Connect with Travis Chappell: Instagram: https://www.instagram.com/travischappell Website: https://travischappell.com  Travis Makes Money is powered by HighLevel – the all-in-one sales and marketing platform built for agencies, by an agency. Capture leads, nurture them, and close more deals—all from one powerful platform. Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

When do you know your discovery meetings are sabotaging your deals before they even start? Join Sprinter and Lee B. Salz (author of "First Meeting Differentiator") for a game-changing conversation where they expose why conversion rates are plummeting and what top-performing salespeople are doing differently in 2025. Discover why traditional discovery meetings need to die—and what consultation framework replaces them. In this episode, you'll hear:

Promoting your top salesperson to manager seems like a no-brainer. They exceeded every target, so leading a team should be easy, right? Wrong. Star performers often succeed through "unconscious competence"—they're naturally gifted but can't explain their methods to others. Without management training, they struggle with coaching, delegation, and difficult conversations. Your sales champion becomes a frustrated manager leading an underperforming team. The solution? Assess leadership potential separately from sales performance. Does this person enjoy developing others? Can they handle conflict constructively? Forward-thinking companies now offer dual career paths—letting top performers advance without managing people. For those who do lead, provide structured training and mentorship. Management isn't a reward for individual success; it's a distinct skill requiring dedicated development. Great salespeople deserve recognition. Great managers deserve proper preparation. Ashley Herd 

Is your "swag" secretly hurting your brand? In this episode of Sales & Cigars, Walter sits down with Eric Turney from The Monterey Company to talk about why your promo gear should do more than just check a box—it should actually say something about your brand. Eric shares his unconventional path from construction, to almost becoming a physical therapist, to "falling backward" into sales and eventually buying the company he worked for. He and Walter dig into the real differences between being a great salesperson and being a great sales manager, handling customers who only care about price, and why saying "no" is sometimes the most professional move you can make. They also get into the nuts and bolts of branded merch: why quality matters, how to help clients think beyond cheap t-shirts, and what the pandemic and shipping chaos taught Eric's team about communication, margins, and long-term customer loyalty. If you've ever ordered promo products for an event, trade show, or team—and regretted it—this one's for you. In This Episode: College vs reality – Why what you learn in college has almost nothing to do with building wealth or becoming an entrepreneur. Rich Dad, Poor Dad mindset – The books that shifted Eric's view of money, business, and long-term wealth creation. From construction to custom merch – How a layoff, a false start in physical therapy, and a new baby on the way pushed Eric into sales at The Monterey Company. Learning sales on the fly – Word tracks, repetition, and what he learned from a top car salesman buddy. The Dutch Bros lesson – Why consistently great experience beats mediocre product—and how Eric trains his reps to "bottle" that. Salesperson vs sales manager – Why being good at selling doesn't automatically make you good at leading a sales team—and what Eric had to learn the hard way. Needing to be liked – Staying up late worrying about orders, over-promising, and the shift from "pushover" to respected advisor. When to say no – Recognizing problem customers, setting boundaries, and why "if they come for price, they'll leave for price." Niche focus – How Monterey naturally gravitated to government, military, and public service clients—and what those buyers really need. Helping the real decision-maker – Working with marketing coordinators and event planners who are tasked with buying merch but don't know where to start. The Core Four sales process – Call leads quickly, text often, quote fast, and get an art proof in front of the customer ASAP. COVID, ports, and tariffs – Container costs jumping 10x, shipping delays, switching to air freight, and choosing to eat margin to preserve long-term relationships. Quality vs cheap – Why spending 20–50% more can result in a 10x better product—and how that shows up in customer perception. Brand alignment in merch – Walmart polos vs Carhartt gear, why your team's apparel reflects your brand values, and how "one thing is how you do everything." Upselling the smart way – Medals plus shirts, plus stickers; building better event experiences instead of just pushing more product. Lifetime value thinking – Why Eric would rather lose margin on a few orders than lose a great client for good. Cigars & solitude – Eric's "special occasion" approach to cigars and why a great stick pairs well with quiet, not crowds. Connect with Eric Turney LinkedIn: https://www.linkedin.com/in/eric-turney/ The Monterey Company: https://montereycompany.com/    Connect with Walter Crosby and Sales & Cigars: Website: Helix Sales Development LinkedIn: Walter Crosby Instagram: @wcrosby248 Facebook: Helix Sales Development   Share Your Thoughts: We'd love to hear your feedback and experiences! Drop us a line and join the conversation on social media using #SalesAndCigars.   Never Miss an Episode! Join the Sales & Cigars community by subscribing to our podcast and YouTube channel: Subscribe to the Podcast: Apple Podcasts: Subscribe on Apple Podcasts Spotify: Follow on Spotify ...and wherever you listen to podcasts!   Subscribe to Us on YouTube: Stay updated with our latest video content by subscribing to our YouTube channel. Hit the bell icon for notifications on new uploads! YouTube: Sales & Cigars Channel   Stay in the loop: By subscribing, you'll get instant access to new episodes, insightful conversations, and bonus content designed to elevate your sales skills and more. Keep savoring those cigars and stay sharp in sales! Until next time, keep listening to Sales & Cigars—the podcast where the only smoke we blow is from cigars.

Am I the Genius? is the show where you get real answers to questions you've always wondered but didn't think to ask. Subscribe on YouTube - youtube.com/@amithegenius?sub_confirmation=1 Am I the Jerk? on Instagram - instagram.com/amithegenius Am I the Jerk? on Spotify - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://open.spotify.com/show/0uEkxvRMpxLuuHeyPVVioF?si=b279dadfe593432b⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ x.com/amithejerk facebook.com/amithejerk SUBMIT YOUR OWN STORIES HERE ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://amithejerk.com/submit⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Mint Mobile - Get this new customer offer and your 3-month Unlimited wireless plan for just 15 bucks a month at MINTMOBILE.com/AITJ Quince - Keep it classic and cool — with long-lasting staples from Quince. Go to Quince.com/AITJ for free shipping on your order and three hundred and sixty-five -day returns. EveryPlate - Dig into these flavor-packed meals your household will love. New customers can enjoy this special offer of only $1.99 a meal. Go to everyplate.com/podcast and use code AITG199 to get started. Green Chef - Head to Greenchef.com/50AITJ and use code 50AITJ to get fifty percent off your first month, then twenty percent off for two months with free shipping. Lola Blankets - Get 35% off your entire order at Lolablankets.com by using code AITJ at checkout. Uncommon Goods - To get 15% off your next gift, go to UncommonGoods.com/AITJ Don't miss out on this limited-time offer. Uncommon Goods. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this solo episode:Stacey explains why most entrepreneurs sound “salesy” and how to close more deals without pressure, scripts, or manipulation. Key Takeaways:-Neediness equals desperation.-Leaders don't chase. Ever.-Desperate energy will destroy a sale faster than any bad script ever could.Tweetable Quotes:"Instead of ‘Are you ready to get started?' (weak), ask ‘Based on everything we've uncovered, what feels like the right next step for you?' This is ownership, not pressure." -Stacey O'Byrne"When you oversell, you trigger buyer resistance. People don't trust volume. They trust clarity and confidence." -Stacey O'Byrne"Instead of ‘Are you ready to get started?' (weak), ask ‘Based on everything we've uncovered, what feels like the right next step for you?' This is ownership, not pressure." -Stacey O'ByrneResources: Instagram: @pivotpointadvantagehttps://pivotpointadvantage.com/sell-without-selling/Free Strategy Session: text Success to 646.495.9867Schedule a 15-minute call with Stacey: http://pivotpointadvantage.com/talktostaceyIf you're ready to take yourself and your business to the next level and are interested in a coaching program that will get you there check out: http://pivotpointadvantage.com/iwantsuccess Join an interactive environment to help you build the success you've always wanted with other like-minded, success-driven entrepreneurs, business owners, and sales professionals: https://facebook.com/groups/sellwithoutselling

Spec Smarts: What Every BAS Salesperson Should Know If you're in BAS sales, your relationship with specifications and submittals can make or break your projects. Too often, opportunities are missed, or risks overlooked, simply because specs weren't fully understood or questioned. This episode helps you build that essential spec literacy. You'll learn how to approach project specs and submittals with clarity and confidence, so you can better support your customers, reduce risks, and win more work. Topics Covered How to decode and leverage Division 23, 25, and 26 specifications Navigating ambiguities and gray areas in project specs Building credible and accurate submittals Coordinating scope and responsibilities across trades Using specification knowledge as a competitive sales edge Don't quote blindly. Know the spec, win the project, and protect your margin.

Most people think great salespeople are just born with it — with confidence, charisma, the ability to say the right thing at the right time. But that's a myth. "Natural" salespeople aren't born. They're built through identity, practice, tone, repetition, and learning how to think in the moment. In this episode, Art breaks down: Why hesitation happens even when you know what to say How identity beats tactics in real conversations Why confidence comes from conditioning, not hype What separates "natural-sounding" pros from script readers Why "feel-good, LinkedIn-influencer sales advice" leaves people stuck How real transformation happens through daily conditioning, not occasional inspiration How to start becoming that version of yourself today If you want to sound confident on calls — without forcing it — this is the episode to listen to Plus — at the end, Art previews something brand new that's launching next week… Something that delivers daily confidence, skill-building, tone training, support, and accountability — in small steps that compound into big results. If you've ever said, "I know what I should be doing — I just don't do it consistently," this episode is going to hit home.