Podcasts about SMB

Sean Shannon's three-decade broadcasting career taught him that true business disruption comes not from clinging to outdated models but from recognizing when market fundamentals have shifted and redefining value accordingly. By repositioning radio stations as marketing strategists rather than advertising vendors and creating in-house creative agencies, he fundamentally changed client relationships from transactional to consultative. Sean's evolution from individual contributor to leader also revealed a critical insight—everything that makes exceptional salespeople becomes a liability in leadership, requiring a complete mindset shift toward empowering others. Sean's current mission addresses the exact problem preventing most small and medium-sized businesses from scaling: seventy-five percent of SMB owners with sales teams don't have documented processes, meaning all business development falls on the founder. His frameworks address the real gaps—aligning sales and marketing around what customers actually need to hire your product to do, understanding team composition, and validating value propositions through direct customer conversations that generate both testimonials and referrals. If founder-led growth has become your ceiling, Sean Shannon's expertise in knowledge transfer and team empowerment can unlock the scaling you've been unable to achieve alone. Book your free sales assessment and consultation or connect directly with Sean to discover how documented processes and empowered teams can drive the twenty-five to thirty-five percent growth your business is ready for. For the accessible version of the podcast, go to our Ziotag gallery.We're happy you're here! Like the pod?Support the podcast and receive discounts from our sponsors: https://yourbrandamplified.codeadx.me/Leave a rating and review on your favorite platformFollow @yourbrandamplified on the socialsTalk to my digital avatar Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Andrew Kurzrok connected with his seller over his manufacturing background, leading to a successful deal and transition.Topics in Andrew's interview:Background in science and national labsSpending all his time traveling for workWanting to stop traveling when his son was bornStudying management at YaleGaining management experience before searchingMaking a “no” listSuccess with cold calling business ownersPutting down 25% equityRegional moat of sheet metalHis “crawl, walk, run” approach to operationsReferences and how to contact Andrew:LinkedInHopewell Sheet Metal ManufacturingHeather Endresen's working capital webinar: Working Capital for SMB AcquisitionsGet complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamWork with an SBA loan team focused exclusively on helping entrepreneurs buy businesses:Pioneer Capital AdvisoryGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

Sensing untapped potential, Ville-Matias Vilén bought a sub-million manufacturer with good IP and global distribution.Topics in Ville's interview:Desire to “eat what he kills”1990's Finnish RecessionAversion to solving people problemsAcquiring a cattle brush manufacturerFunding his deal in FinlandPatents as a moatRelocating the manufacturing 5 hours awaySharing ownership with his family's companyGoal to grow 5x in 5 yearsLong-term holdco visionReferences and how to contact Ville:LinkedInFinnEasyDownload the New CEO's Guide to Human Resources from Aspen HR:From this page or contact jenny@aspenhr.comGet a free review of your books & financial ops from System Six (a $500 value):Book a call with Tim or hello@systemsix.com and mention Acquiring MindsLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

According to reports from Forbes and McKinsey & Company, as of early 2025, a remarkable 92% of small- and medium-sized business (SMB) leaders are optimistic about their companies' growth over the next three years. When it comes to growth mindset and revenue, research conducted in late 2024 found that 80% of senior executives at U.S. firms believe an employee's growth mindset is directly linked to profits. Additionally, 89% note that future success hinges on leaders embracing this mentality. In terms of strategic focus, a 2025 survey of experienced entrepreneurs showed that although economic uncertainty persists, 95% feel confident about their prospects for the coming year. Of these, 40% rank investments in AI and automation as their leading strategy for expansion. David Aferiat, a dual citizen of America and France, founded Avid Vines—an organic champagne importer operating out of Atlanta. He also serves as Managing Principal of The Avid Group, which coaches leadership teams through scale, transformation, and uncertain times with the Bloom Growth system. David grew Trade Ideas, a fintech company, from the ground up into a multi-million-dollar venture recognized on the Inc. 5000 list for six consecutive years. His leadership roles include President of the French-American Chamber of Commerce for the Southeast U.S., President of the Entrepreneurs' Organization (EO) Atlanta Chapter, and Chair of EO's regional Nerve conference, which featured a $1M budget and over 500 attendees from around the globe. A generation ago, David's father embarked on a life-changing journey during the revolution between France and its then colony, Algeria, resulting in the family dividing between Nice and the U.S. It took 26 years for David and his father to reconnect with their French relatives. Inspired by both cultures, David draws from French art, food, and tradition, committed to introducing American tables to clean, artisanal Premier Cru champagne that honors legacy and leaves no regrets. But David's impact goes beyond champagne; he empowers others through growth coaching, guiding leaders and teams on their own Hero's Journey to build resilience, daily discipline, and strategic clarity. LinkedIn: @DavidM.Aferiat Learn more about your ad choices. Visit megaphone.fm/adchoices

Despite success in corporate, Jarom Wren wanted more freedom, so he traded 5 figures of salary for 7 figures of revenue.Topics in Jarom's interview:Realizing he was renting himself to a corporationMid-career risk assessmentSearching for a digital businessChoosing the lowest cost Q of E“Deals want to die”Risks of a 4-year old e-com businessOffering education as well as DIY productsDeciding against using ROBSBuying 70% of the companyHis first year report cardReferences and how to contact Jarom:LinkedInVanlife OutfittersHarley Sitner on Acquiring Minds: Building a Beloved Brand from a Tiny, Dying BusinessGet a free review of your books & financial ops from System Six (a $500 value):Book a call with Tim or hello@systemsix.com and mention Acquiring MindsDownload the New CEO's Guide to Human Resources from Aspen HR:From this page or contact jenny@aspenhr.comWork with an SBA loan team focused exclusively on helping entrepreneurs buy businesses:Pioneer Capital AdvisoryConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on Twitter

Most sales trainers will tell you that closing more deals requires a "killer instinct," better "closing techniques," or some fancy psychological methodology. But I just watched an MSP salesperson go from a 13% close rate in 2025 to a 71% close rate in just 45 days, and it had nothing to do with "mindset" or charisma.In this episode, I break down the real-world transformation of Garrick, a seller who closed $17,000 in MRR this month alone. We didn't give him a new script; we gave him a new system for how to think about the sales process. We move past the surface-level "motivational" advice to focus on the tactical shifts that actually bent the curve: stopping the guesswork on ROI by simply asking the prospect how they measure value, practicing the "money ask" until it became boring muscle memory, and learning to lead proposals with the prospect's priorities rather than our own expert biases.If your sales team is working hard but failing to convert, it's likely not a lack of effort—it's a lack of the system underneath the tactics. Let's look at how to stop treating discovery like a checklist and start conducting conversations that actually lead to a close.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

In the News FBI Bypasses BitLocker "Impenetrable" Encryption Google Settles Lawsuit Claiming it Recorded Private Conversations Medically Evacuated Crew-11 Astronauts Press Conference Intel Puts Consumer Chip Production on Back Burner Google is Now Offering SAT Prep resources Thousands More Amazon Corporate Job Layoffs 2026 Vimeo Lays Off Majority of Staff Months After Private Equity Acquisition Pinterest Will Lay Off 15% of its Workforce   ITPro Series with Benjamin Rockwell The Importance of the SMB or SOHO Internet Router From the Tech Corner How Bad Weather Impacts the Internet Microsoft Unveiled Maia 200, its Second Generation in-house AI Chip Bezos' Blue Origin Announces Satellite Rival to Musk's Starlink Technology Chatter with Benjamin Rockwell and Marty Winston Dashlane Password Tool

I used to think that successful entrepreneurs had a "secret map" that gave them 100% certainty before they made a move. I spent years in planning mode, working my tail off but making zero progress because I was terrified of making the "wrong" bet.In this episode, I'm sharing a raw look at a trap I see so many founders fall into: the endless pivot. I recently worked with a business owner who cycled through three different strategies in a month, not because he lacked talent, but because he was waiting for a feeling of certainty that simply doesn't exist in business.I've learned the hard way that our job isn't to find something that works—it's to commit to making it work. We're going to talk about escaping the "amygdala hijack," why most results live on the other side of a J-curve, and how to start thinking in probabilities rather than absolutes. If you feel like you're rowing hard but staying in the same place, it's time to stop looking for a guarantee and start making a bet.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Confirm uses organizational network analysis to surface hidden high performers and toxic actors that traditional performance reviews miss - identifying the quiet contributors everyone relies on and the problematic employees who manage up effectively. In this episode of BUILDERS, I sat down with David Murray, Cofounder & CEO of Confirm, to dissect their most painful go-to-market lessons. David shares why leading with methodology superiority torpedoed their early sales, the specific discovery framework that flipped their win rate, and how they segment the four distinct HR buying motions that require completely different sales approaches. Topics Discussed: Why traditional performance reviews are 60% manager bias according to research by Maynard Goff How organizational network analysis identifies introverted high performers and manages-up toxic actors The catastrophic early GTM mistake: positioning against existing processes Discovery frameworks for conservative buyers in compliance-heavy functions Talk ratio targets and silence techniques from clinical psychology applied to enterprise sales Channel testing methodology that identified LinkedIn ads as their primary acquisition driver The four-quadrant framework for HR sales: CHRO vs line manager, company-wide vs HR-only tools Messaging strategies that balance shock factor with substantive education GTM Lessons For B2B Founders: Discovery trumps differentiation in category creation: Confirm's design partner had promoted toxic employees and lost quiet high performers in the same cycle—a perfect case study for their ONA methodology. But when they pitched other HR leaders with "here's why your approach is broken," they hit walls. The shift: stop selling methodology, start diagnosing pain. Reference what you've observed at similar companies—"Some folks at your size tell us they struggle with X, is that true for you?"—then let prospects surface their version of the problem. Only after they've articulated their pain do you map your differentiated approach to their specific context. Target buyer timing, not just buyer titles: Confirm identified a specific trigger: HR leaders in their first 1-2 months at a new company. These leaders are hired to make change and need early wins. The outreach question: "How are you looking to make your mark?" This surfaces whether they're hungry for innovation or managing political capital. A newly hired CHRO has different motivations than a 5-year veteran protecting their process choices. Map your outreach to career timing, not just seniority. Enforce 50/30/20 talk ratios in discovery: David's target: prospects speak 60-80% of discovery calls, with 50% being acceptable. If you're talking more than half the time, you're pitching, not discovering. The clinical psychology technique: positive encouragers ("yeah," "huh") plus deliberate silence after open-ended questions. Prospects will fill silence with the real issues—budget constraints, political dynamics, past vendor failures. This intel is gold for multi-threading and objection handling later. Test channel-message fit with minimal spend: Confirm's approach: "do everything a little bit and see what sticks." They found LinkedIn ads with precise targeting (title, company size, recent job changes) delivered qualified pipeline cost-effectively, while other channels didn't. The framework: allocate 10-15% of budget across 5-6 channels for 60 days, measure cost-per-qualified-meeting, then concentrate spend. Plan for 3-6 month creative refresh cycles as audiences develop ad fatigue—this isn't set-and-forget. Map your product to the HR buying matrix: David identifies four distinct quadrants: (1) CHRO buyer, company-wide deployment = traditional enterprise sale, 6-18 month cycles, heavy multi-threading required; (2) CHRO buyer, HR-only tool = shorter cycles but still executive selling; (3) Line manager buyer, company-wide = requires bottom-up adoption mechanics; (4) Line manager buyer, HR-only = SMB-style transactional sale. Confirm operates in quadrant 1—the longest, most complex sale. Most founders don't explicitly map which quadrant they're in, leading to mismatched sales motions and blown forecasts. Use provocative messaging with technical substance: "One-click performance reviews" generated meetings because it triggered both excitement (managers hate writing reviews) and concern (is AI replacing human judgment?). The key: the shock factor gets the meeting, but you need depth on the call. Confirm's explanation: the AI aggregates data from Asana, Jira, OKRs, peer feedback, and self-reflections to reduce recency bias, then generates a draft managers edit. The dystopian concern becomes a feature when you explain the data anchoring. Surface-level shock without technical credibility burns trust. Adjust for organizational risk tolerance by function: HR and healthcare share conservative buying cultures due to compliance, documentation, and legal requirements. David contrasts this with selling to CTOs or engineers who "kick tires and want to break things." This affects everything: longer evaluation cycles, more stakeholders in legal/compliance, emphasis on security and data handling, reference checks weighted heavily. If you're selling to risk-averse functions, adjust your content (white papers, compliance documentation), your timeline expectations, and your change management positioning. Reframe education as extraction, not instruction: David's mental model shift: "I need to learn from them" replaced "I need to educate them." In practice: "I've heard from others that calibration meetings consume 10+ hours per cycle with unclear outcomes. They tried approaches like forced ranking or manager-only decisions. Have you experimented with either?" This positions you as a pattern-matcher across their peer group, not a lecturer. They become receptive to alternatives because you've demonstrated you understand their world through other customers' experiences. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The 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 Hire Senior 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

I've spent the last year hanging out with two very different groups: founders stuck at the $1M to $2M mark and entrepreneurs running $200M empires. Do you want to know the biggest difference between them? It's not intelligence or work ethic—it's their belief systems.Fresh off a trip to the Museum of Illusions with my kids, I realized that many of us are running our businesses while staring at the corporate equivalent of a "mind-bending" optical illusion. We are dead certain about "truths"—that we are essential to daily ops, that a certain channel is dead, or that we lack the right connections—only to find out those "truths" are the very things capping our growth.In this episode, I'm challenging you to look at where you might be fighting reality. What is the one thing you know for sure that just "aint so"? Let's break down the hidden illusions keeping you from the next level.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

"AI is enabling us to deliver more sophisticated and seamless payment experiences, allowing consumers to shop in a more frictionless way. However, it also presents challenges, such as combating AI-powered fraud, which requires us to continuously innovate and adapt our solutions."Global Payment Trends & How Agentic AI Could Redefine Online Shopping and Payment Acceptance.In this episode, we cover emerging payment trends in ecommerce and the role of AI in enhancing payment security and preventing fraud. Understanding these trends is crucial for merchants aiming to optimise payment authorisation and secure transactions.Our guest is Ed Harries, VP Ecommerce Global SMB for market leader Worldpay. Ed brings a wealth of experience having being on the leadership team of leading ecommerce agency Visualsoft before joining Worldpay to lead their SMB solution.What you'll get from this podcast:Equip yourself with knowledge about emerging trends and technologies that will shape the future of ecommerce payments.Keep up with the latest developments in AI and payment security, ensuring your business remains competitive.Learn practical strategies to protect against fraud.Understand how to build trust with your customers, leading to increased loyalty and sales.Key discussion points:AI's Role in Fraud Prevention: how AI technologies are being leveraged to detect and prevent fraudulent activities, ensuring safer transactions for merchants and consumers.Enhancing Payment Authorisation: learn about the latest advancements that are improving payment authorisation processes, reducing declines and increasing approval rates.Consumer Trust and Security: how payment solutions are building consumer trust by providing secure and seamless buying experiences.Future Trends: insights into future trends in payment security, including the integration of AI with other technologies to create more robust security frameworks.Chapters:[00:30] Introduction to Ecommerce Payment Trends[04:15] Current Trends in the Payments Landscape[06:40] Regional Payment Patterns and Consumer Behaviour[08:30] The Role of AI and Agentic Commerce[11:55] Balancing Fraud Prevention and Acceptance Rates[18:15] The State of Open Banking in Retail[23:45] Marketplace Commerce and Payment Challenges[28:20] Worldpay's Technological Direction and Innovations

For years, we've heard about AI transforming software development. But what if that same level of agentic, AI-driven collaboration could be applied not just to writing code, but to writing your entire go-to-market playbook? Agility requires that your go-to-market teams operate at the speed of insight, not at the speed of manual data entry and fragmented workflows. This means empowering them with tools that don't just provide data, but automate action based on strategic intent. Today, we're going to talk about the concept of an 'agentic' go-to-market platform, where AI doesn't just assist, but actively collaborates with sales and marketing teams to automate entire workflows, from strategy to execution. To help me discuss this topic, I'd like to welcome, Marcio Arnecke, Chief Marketing Officer at Apollo.io. About Marcio Arnecke As Apollo.io's Chief Marketing Officer, Marcio Arnecke brings a visionary approach to scaling high-growth B2B SaaS marketing in the AI-driven sales landscape. With over two decades of experience driving revenue acceleration across global markets, he has consistently transformed early-stage technology companies into market-defining brands. Hisexpertise in AI-powered go-to-market strategies uniquely positions him to accelerate Apollo's mission of empowering sales teams through intelligent data and automation. Previously, he played a pivotal role in scaling marketing functions at SaaS giants like Intercom and Zendesk, where he drove remarkable growth from $40M to $1.7B, culminating in a successful IPO that raised $100 million in 2014. Leveraging his comprehensive background in demand generation, product marketing, and strategic storytelling, Marcio is focused on positioning Apollo as the go-to AI sales platform for SMB and mid-market teams. His approach combines data-driven insights with targeted narrative strategies, translating Apollo's technological capabilities into practical business value. Drawing from his global experience across Silicon Valley and international markets, Marcio aims to expand Apollo's brand and demonstrate how AI can meaningfully improve sales engagement for growing businesses. Marcio holds advanced degrees from Stanford University's Graduate School of Business and Golden Gate University, complemented by a BS in Business Administration from Universidade Feevale in Brazil. Marcio Arnecke on LinkedIn: https://www.linkedin.com/in/marcioarnecke/ Resources Apollo.io: https://www.apollo.io Take your personal data back with Incogni! Use code AGILE at the link below and get 60% off an annual plan: https://incogni.com/agile  The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow Catch the future of e-commerce at eTail Palm Springs, Feb 23-26 in Palm Springs, CA. Go here for more details: https://etailwest.wbresearch.com/ Drive your customers to new horizons at the premier retail event of the year for Retail and Brand marketers. Learn more at CRMC 2026, June 1-3. https://www.thecrmc.com/ Enjoyed the show? Tell us more at and give us a rating so others can find the show at: https://ratethispodcast.com/agile Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstrom Don't miss a thing: get the latest episodes, sign up for our newsletter and more: https://www.theagilebrand.show Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company

Family planning and entrepreneurship converged as Linh & Leo Van Deibel bought their first (and not last) business.Topics in Linh & Leo's interview:Making the case for business acquisitionTaking family planning into accountSearching in the UK as a non-citizenBeing taken seriously as an Asian womanTheir goal of building a holdcoThousands of meetings with sellersSearch is a numbers gameBrutal IVF processGiving up on acquiring SaaSBuying an engineering consulting firmReferences and how to contact Linh & Leo:Linh Van Deibel LinkedInLeo Deibel LinkedInTheir acquisition, Infrastructure Design SolutionsLinh Tran on Acquiring Minds: The Dream Outcome: From $300k to $5m EBITDAGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabGet complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

In this CPQ Podcast episode, Frank Sohn sits down with Vinay Toomu, who leads both ScaleFluidly (CPQ / quote-to-order platform) and CommerceCX (a systems integrator working with Salesforce and Conga). Since Vinay's last appearance in 2023, ScaleFluidly has matured into a full quote-to-order revenue orchestration platform—built on a composable core engine that customers can extend with their own apps. Vinay shares what he sees across real implementations: the biggest wins come from improving adoption, reducing friction for sales teams, and putting the right governance in place. They discuss support for direct sales, partner sales, and ecommerce, ScaleFluidly's low-code/no-code approach, and how their architecture differs for SMB (multi-tenant)versus enterprise (environment separation). The episode also covers newer capabilities like role-based controls, security certifications (ISO 27001 and SOC 2 Type 2), and a Chrome assistant designed to streamline CRM workflows. Finally, they unpack ScaleFluidly's practical view of AI in CPQ—where it works today, what's harder at enterprise scale, and how consolidation in the CPQ market could influence innovation.

Part 3 of 3 of the Life of Julius Caesar. Did Caesar want to be a King? A god? What was his vision for Rome? Was there a way he could have prevented his assassination? In this episode:Caesar returns to Rome His TriumphsHis Reforms His Clemency His Final War in Spain; the Batle of MundaThe Octavius QuestionThe Plots, Dreams, Portents, The men he trusted; the men who betrayed him Thanks to our sponsor, Ai Labs. Visit austinlab.ai to chat with a team member about custom Agentic AI power solutions for your SMB to Enterprise level business.  Powered by Shokworks.Also Thanks Dr. Richard Johnson, the Crassus to this Caesar series.And check out Warlords of History podcast here!

Two weeks ago, I ended up in the ER with a heart incident that knocked me completely out of commission. But instead of falling apart, my business didn't skip a beat—in fact, we had our best sales month in six years. In this episode, I break down the critical decision I made last year to stack my team with "A-players" and the specific system I used to find them. I also explore the uncomfortable truth about why believing you are "necessary" is actually the biggest cap on your business's growth, and how to finally get out of your own way.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Amplio operates a two-sided marketplace that helps manufacturers monetize surplus inventory and decommissioned industrial equipment rather than writing off assets or paying for disposal. The company has won contracts with GM and SpaceX despite competing against liquidators with 30-year local relationships. In a recent episode of BUILDERS, we sat down with Trey Closson, Co-Founder and CEO of Amplio, to unpack how the company executed a complete business model pivot from supply chain risk software to marketplace, discovered that enterprise deals close faster than SMB despite conventional wisdom, and built repeatable GTM motions in a fragmented $100B+ market previously dominated by local operators. Topics Discussed: Executing Amplio's pivot from supply chain risk software to surplus inventory marketplace Moving four truckloads of inventory through a WeWork to prove the business model Closing GM and SpaceX inbound from Google Ads as the PMF validation signal Displacing 30-year incumbent relationships through corporate + local dual threading Why enterprise contracts closed faster than SMB deals in Amplio's specific context Scaling beyond founder-led sales to repeatable AE motions Operating a two-sided marketplace: supply acquisition strategy vs. demand conversion GTM Lessons For B2B Founders: Manual heroics prove economics before automation: When a customer offered Amplio $25 million in surplus inventory, Trey had no warehouse, no logistics infrastructure, and no playbook. What was supposed to be four pallets became four full truckloads delivered to their WeWork. Trey and one employee physically moved inventory boxes off pallets into their office space, then figured out how to sell it while the WeWork management threatened eviction. The core insight: "the first time solving a problem, it doesn't need to be an automated, efficient process, it just needs to be okay. A customer has a problem, we need to figure out a way to solve that problem." Only after proving they could profitably solve the problem multiple times did they invest in automation and efficiency. For founders, the implication is clear—delay infrastructure investment until you've manually proven unit economics and repeatability, even if execution requires unsustainable effort. True PMF signals come from zero-relationship wins: Trey leveraged 15 years of supply chain relationships to secure initial customers and build product infrastructure. But he identifies the precise PMF inflection point: "middle of last year, we had both GM and SpaceX respond to a Google Ad." These companies had zero connection to Trey or his co-founder, found Amplio through SEM, and chose them over traditional liquidators they'd worked with for years. This is the distinction between "my network will buy from me" and "the market will buy from us." Founders should use their Rolodex to achieve velocity and prove the concept, but recognize that true product-market fit only exists when customers with no founder relationship choose your solution over established alternatives. Enterprise velocity depends on payment direction and urgency profile: Amplio deliberately focused on enterprise after being told by multiple founders to avoid "hunting whales." They discovered enterprise closed faster than SMB for three structural reasons. First, SMBs had unrealistic recovery expectations—wanting $900K back on $1M inventory when market reality is cents on the dollar, creating unresolvable expectation gaps. Second, enterprises had the problem across 100+ facilities with no dedicated owner and urgent mandates from finance or supply chain leadership. Third, because Amplio pays customers rather than charging them, legal review velocity increased dramatically. As Trey explains: "the lawyers thankfully determine, because we're not getting paid by them, that there's low risk for them in terms of signing a contract with us." Founders should map their specific deal structure and customer urgency profile rather than defaulting to SMB-first based on generic advice. Displace entrenched relationships through dual-threading: The surplus liquidation market is hyper-fragmented with hundreds of thousands of local liquidators, many holding 30-year plant-level relationships. Amplio's breakthrough: "partnering together with that person at the corporate level we can indicate not only can we solve the problem locally, but we can also do it across the entire enterprise." They pair the local plant manager with corporate procurement or finance leadership, demonstrating local problem-solving plus enterprise-wide scalability that local liquidators cannot match. This dual-threading strategy neutralizes the incumbent's relationship advantage while showcasing the efficiency and consistency that corporate leadership values. For founders entering relationship-driven markets, identify the corporate stakeholder whose enterprise-wide objectives trump individual facility loyalty. Accelerate trust through predictable execution in low-NPS markets: Industrial liquidation is a "really low NPS industry—nobody loves working with their liquidator." In markets with poor customer satisfaction and commoditized offerings, trust accelerates when you focus on "say-do ratio"—if you commit to something, execute it. Amplio often solves adjacent problems outside their core offering and frequently removes inventory from warehouses faster than economically optimal to make customers "look like an absolute hero." This over-delivery in low-satisfaction markets creates disproportionate differentiation. The tactical implementation: understand what problems the organization is trying to solve beyond your core product, find ways to solve those problems even if not monetizable, and prioritize making your champion successful over optimizing every transaction. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The 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 Hire Senior 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

In this episode, I explain why the AI tools making you faster might actually be making you replaceable. I share a story about a 1917 hay delivery business to illustrate the fatal difference between using technology to be "lazy" versus using it to be "better." I also break down a real-world example of why I fired a ghostwriter who was using AI to cut corners, and how I built an automated system to replace—and outperform—them in less than 24 hours. Tune in to find out if you are building a gas station or just delivering hay.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

What does it actually take to build a healthcare company from scratch? In this episode of #TheShot, Eugene Borukhovich and Jim Joyce sit down with Daniel Kivatinos, co-founder of DrChrono, to unpack a real founder journey — from growing up in Queens with blue-collar parents to bootstrapping a healthcare startup through the 2008 crash, betting early on the iPad, and building DrChrono over 13+ years before selling in 2021. This is not a “how to get rich quick” story. It's about persistence, timing, relentless shipping, and ignoring most advice. We talked about:

Jacob VosWinkel searched in tertiary markets to find a successful flooring store, his platform to build something big.Register for the webinar:What You're Really Paying: Net Working Capital & Net Debt Explained - TODAY!! - https://bit.ly/49WI4AoTopics in Jacob's interview:Recommending markets of 50k-100k peopleScraping BizBuySell listingsReaching out to 200 potential investorsRaising $1 million equity in 2 weeksAdvantages/disadvantages of searching under 30Moving across the country for the transitionFlying home on weekendsGrowing to reduce customer concentrationHis responsibility to employeesGrowing 50% in 2 yearsReferences and how to contact Jacob:Jacob's YouTube channelFloors GaloreLinkedInJordan Dubin on Acquiring Minds: First Acquisition in March, $200m by Year EndLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherDownload the New CEO's Guide to Human Resources from Aspen HR:From this page or contact jenny@aspenhr.comConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

In this episode of the Shift AI Podcast, Adam Alfano, Global Head of SMB at Salesforce, joins host Boaz Ashkenazy for a wide-ranging conversation on how AI agents are fundamentally reshaping small and medium-sized businesses.Adam shares his unconventional career journey—from growing up in a steel town outside Toronto to building a global sales career and now leading Salesforce's SMB organization. From there, the discussion dives deep into how today's SMBs are navigating constant macro change with resilience, optimism, and an increasingly innovative mindset.The conversation explores how agentic AI is enabling small teams to operate with enterprise-level reach—automating frontline sales development, customer service, onboarding, and even complex workflows traditionally reserved for large organizations. Adam explains why CRM platforms are becoming the operating system for human–AI collaboration, how structured data is the foundation for effective agents, and why managing AI agents increasingly looks like managing employees.Boaz and Adam also examine the growing sense of overwhelm SMB founders feel around AI tooling, why “just help me set it up” is becoming the winning go-to-market strategy, and how natural-language interfaces are collapsing the technical barrier to adoption. The episode closes with a forward-looking discussion on avatars, workforce orchestration, and why the future of work is best described as “limitless potential.”This episode is essential listening for founders, operators, and product leaders who want to understand how AI is moving beyond individual productivity gains to unlock entirely new operating models for small businesses.Chapters[00:00] From Steel Town to Salesforce: Adam's Career Journey[04:24] The State of SMBs: Resilience, Innovation, and Opportunity[07:18] What Defines an SMB—and Why Size Matters Less Than Ever[08:17] Agentic AI in Practice: Sales, Service, and Infinite Reach[11:22] Why CRM Is Becoming the OS for Human–AI Collaboration[14:44] Data as the Foundation: Structuring Information for AI Agents[17:32] Lowering the Barrier: Natural Language, Vibe Coding, and Usability[19:41] The AI Tool Overload—and How SMBs Actually Want Help[21:31] Where AI Delivers the Biggest Near-Term Impact[24:31] Avatars, AI Teammates, and New Interaction Models[28:48] The Future of Work: Limitless PotentialConnect with Adam AlfanoLinkedIn: https://www.linkedin.com/in/adam-alfano-60ab329/Connect with Boaz AshkenazyLinkedIn: https://www.linkedin.com/in/boazashkenazy/Email: info@shiftai.fm

AT the end of the Bench by Dr. Robert Bradley is a good read for prospective and new Athletic Trainers to the profession. With 32 years of experience as an AT, Dr. Bradley has some advice and wisdom for those who are not so new to the profession as well. Robert, what is one of your favorite stories to share from your AT career? When I was a student, the sidelines were muddy, and it was pouring rain.  SE Missouri University Assisting a softball player after recovering from a stroke at the age of 19.  She was able return to play eventually. Take us back to the very beginning. What is your first memory of an Athletic Trainer? I was cut from the basketball team as a junior in high school.  I went to a cramer first aider camp and the rest is history. What made you become an Athletic Trainer? My father was a coach, and I understood that side of the game. I did not enjoy the competition part. This was the best of both worlds for me. How long until the “honeymoon” period was over for you? Worked at a high school in Saint Louis Then went to college athletics When I stepped into the administrative role, things changed for me. How do we stay in the “honeymoon phase”? Depends on your desires If you just want to be in the traditional role and avoid the admin work, then you may stay in that phase forever. Why did you switch?  I had a talent for organization and administration. I still cover sporting events at the local college. What do you wish you knew going into AT? The chapters that were most fun to write Coaches – I want ATs to understand the coach’s perspective Contact: Robert Bradley – rlbatc@gmail.com Benjamin Stephenson – @_benstephenson on IG These people LOVE Athletic Trainers and help support the podcast: Frio Hydration – Superior Hydration products. Xothrm – Best heating pad available – Use “SMB” or email info@xothrm.com and mention the Sports Medicine Broadcast Donate and get some swag (like Patreon but for the school) HOIST – No matter your reason for dehydration DRINK HOIST MedBridge Education – Use “TheSMB” to save some money, be entered in a drawing for a second year free, and support the podcast. Marc Pro – Use “THESMB” to recover better. Athletic Dry Needling – Save up to $100 when registering through our link.

Payments shouldn't feel like a maze. We sit down with Kurv's CEO, Afshin Yazdian, to unpack how a legacy “lifestyle business” evolved into a modern payments platform by stripping out friction, investing in human-centered service, and doubling down on tools that make small businesses stronger. From tap-to-pay on everyday smartphones to faster access to funds, the strategy centers on clarity and speed so owners can focus on sales, staff, and customers - not statements and support tickets.Afshin walks us through his unconventional path from law to leading roles at iPayment, Priority, and Paysafe before acquiring and rebranding EMS as Kurv. He shares what it took to rebuild operations, unify a new leadership team, and scale applications and activations nearly 10x in 18 months. We explore why transparent pricing, intuitive onboarding, and self-service matter just as much as getting a live expert on the phone, and how that blend becomes a moat in a commoditized market.We also dig into the high-stakes frontier of AI and fraud. With more digital leads and synthetic identities hitting underwriting queues, Kurv deploys machine learning to protect onboarding and e-commerce merchants while preserving approval rates. Add in real-time payments for better cash flow and a truly omnichannel approach - retail, field services, and online and you've got a playbook for SMB payments that is powerful without being complicated. Along the way, Afshin makes a strong case for culture as strategy: communicate clearly, care for people, and let that pride carry through every interaction.If you're building, selling, or relying on payments, this conversation will leave you with practical ideas for simplifying workflows, reducing risk, and earning loyalty. 

George Stern leaned into changing consumer search habits when he bought a digital marketing agency doing mid-7 figures.Register for the webinars: Which Franchise Industries Make Sense in 2026? - TOMORROW!! - https://bit.ly/4jQCN0UWhat You're Really Paying: Net Working Capital & Net Debt Explained - Jan 22nd - https://bit.ly/49mgU5YTopics in George's interview:Turning around an Amazon seller's agencyAcquiring 2 small ecommerce businessesLoving the customers more than the productSelling his camping equipment businessAcquiring an SEO agencyExtreme difficulty getting a loanBig banks aren't always betterChoosing cold calling despite challengesIndustry knowledge is overratedBeing a “recovering, type-A control freak”References and how to contact George:LinkedInGrant and Julia Hensel on Acquiring Minds: Quitting Consulting to Buy a $1m SDE AgencyWork with an SBA loan team focused exclusively on helping entrepreneurs buy businesses:Pioneer Capital AdvisoryGet complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamGet a free review of your books & financial ops from System Six (a $500 value):Book a call with Tim or hello@systemsix.com and mention Acquiring MindsConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

"No pain, no deal." It's standard sales advice for a reason: painkillers are always easier to sell than vitamins. But are there exceptions?In this episode, I break down the only two scenarios where a prospect will buy from you even if they aren't feeling active symptoms. I discuss the concept of "high-stakes latent pain" (and why a blocked artery motivates action when slightly high blood pressure doesn't) and how intense desire—like the urge to buy a Porsche 911—can create its own internal pressure to buy.If you think your prospect has "no problems" but you still want the close, you need to understand these two specific triggers.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

"Problems are facts, pain is feeling." This mantra is tattooed on my brain for a reason.I recently reviewed a sales call where a service provider uncovered a complete train wreck of a client situation. The prospect agreed with every single finding, yet still refused to pay to fix it. Why? Because the seller was pitching problems, not pain.In this episode, I explain why clients can acknowledge a problem but still refuse to solve it. I'll show you how to connect the dots between technical facts and the emotional or business impact that actually drives a purchase. If you're presenting logical solutions but still losing deals, this is exactly what you need to hear.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Phil Koller studied the concentration and key man risks in a distribution business well-suited to him — and went for it.Register for the webinar:From W2 to Owner Mindset: How to Think About Your Take-Home Pay - TODAY!! - https://bit.ly/4r5RsI3Topics in Philip's interview:Preferred working in a small companyHis friend talked him into real estate, then ETAInspired by Rich Dad, Poor DadImportance of having his wife on boardPaused search due to upcoming second childBought Roman Enterprises, an automotive paint distributorInherited exactly 1 employeeDid door-to-door sales to learn marketManaged customer and supplier concentration riskDrew perseverance from grandfather's Holocaust survivalReferences and how to contact Philip:LinkedInRoman EnterprisesBen Jasper on Acquiring Minds: How to Buy a Manufacturer with $1m in Cash FlowJerod Pierce on Acquiring Minds: From SBA Loan to High 8-Figure Exit Download the New CEO's Guide to Human Resources from Aspen HR:From this page or contact jenny@aspenhr.comWork with an SBA loan team focused exclusively on helping entrepreneurs buy businesses:Pioneer Capital AdvisoryLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

Thanks so much to Bluevine Chief Product Officer Herman Man for joining us with some sharp fintech insights. The latest on the SMB market, the limits of traditional banks and we learn about AIO this week on the Fintech Newscast https://www.bluevine.com Click Subscribe to keep up to date on the world of fintech!  Reach us at … Continue reading Ep 273- Bluevine CPO Herman Man

Doug Green, Publisher of Technology Reseller News, spoke with Mark A. Daley, CEO of ROLM, and Cole McKinley, CTO of USX Cyber, about the Department of Defense's phased enforcement of Cybersecurity Maturity Model Certification (CMMC) requirements and what it means for small and mid-sized businesses (SMBs) in the Defense Industrial Base. With CMMC now actively enforced, hundreds of thousands of subcontractors—many without dedicated security teams—must demonstrate compliance to continue working with prime contractors. Daley stressed the urgency of the moment, noting that delays are over. “The government is no longer kicking the can down the road,” he said. “CMMC exists to protect the defense industrial base, and SMBs are now squarely in scope.” To address this challenge, ROLM and USX Cyber have partnered on an integrated, SMB-focused platform built around USX Cyber's Guardian solution. McKinley explained that Guardian was designed to make compliance achievable without stitching together multiple tools. “We built Guardian to be a one-stop platform that makes CMMC approachable, affordable, and audit-ready for SMBs,” he said, adding that the platform satisfies 83 of the 110 required NIST 800-171 controls while providing 24×7 monitoring, evidence management, and guided compliance workflows. Daley highlighted that the solution goes beyond certification prep, combining continuous security operations, governance, and AI-driven automation to reduce long-term cost and complexity. “This is not a one-and-done, check-the-box exercise,” he said. “You have to be ready not just for today's audit, but for the one coming three years from now.” The discussion underscored why CMMC represents both a major risk and a significant opportunity for MSPs and channel partners serving regulated industries. Learn more at https://rolm.ai/ and https://usxcyber.com/.

LinkedIn Post mentioned in the episode: https://msp.sale/49SzpiuIn less than a year, I took a new business from zero to $93,000 in monthly sales. I didn't do it by adding more services or chasing new trends—I did it by killing everything else and focusing on just one thing.In this episode, I break down why most entrepreneurs completely misunderstand what true focus looks like. I share my take on a controversial LinkedIn post where a CEO turned down "free" work (and why he was right to do it), discuss my own battle with 'shiny object syndrome,' and explain why more businesses die from indigestion than they do from starvation.If you feel like you're doing too much but not moving forward, this is the reality check you need.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Ben Horowitz: Quit being a coward and do the hard thinghttps://youtu.be/XSUIFA3j2VoThe Hard Thing About Hard Thingshttps://amzn.to/456nM50If everyone on your team agrees with your decisions, you are irrelevant as a leader. In this episode, I'm auditing my biggest lessons from 2025 and diving into a hard truth: real leadership isn't about consensus; it's about having the courage to make unpopular calls.I discuss Ben Horowitz's concept of "Management Debt"—the compounding interest we pay when we avoid hard conversations, difficult firings, or killing passion projects—and why sprinting toward these uncomfortable moments is the only way to avoid organizational stagnation. Tune in to find out why your actual job description is doing the things no one else wants to do.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

In this 2025 audit, I challenge the popular narrative that neurodiversity is an inherent superpower, arguing instead that it only becomes one when you design the right environment to harness it Neurodiversity Isn't a Superpower (Until You Do This).mp3].I share my personal journey of discovering my own Level 1 Autism and ADHD following my son's diagnosis, revealing how this new self-awareness explained my past struggles with solopreneurship Neurodiversity Isn't a Superpower (Until You Do This).mp3]. I also introduce my "Peaks and Valleys" framework—a method for visualizing extreme strengths and weaknesses—and explain how to build a team that covers your blind spots so you can finally achieve "1 + 1 = 3"David Rendall, Author of "The Freak Factor" | Your Weakness Is Your Power https://youtu.be/NdRhH9411hI//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Matt Orley wanted to enter the short-term rentals space. Buying a business — and a brand he admired — was his way in.Register for the webinars:DO's and DON'Ts of the LOI -  TOMORROW!! - https://bit.ly/3YtLIvpFrom W2 to Owner Mindset: How to Think About Your Take-Home Pay - Jan 15th - https://bit.ly/4qJ1Xk5Topics in Matt's interview:Investment properties as a side hustleEvolving short-term rental ecosystemDifficult transition with the sellerInfluence of Airbnb on customer expectationsImportance of clear communicationRolling up property management companiesConcentrating on one region of the countryDifference between urban and rural marketsLaunching a membership programPutting the brand first when making decisionsReferences and how to contact Matt:LinkedInInstagramRed CottageGet complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamGet a free review of your books & financial ops from System Six (a $500 value):Book a call with Tim or hello@systemsix.com and mention Acquiring MindsGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

SummaryOn this episode of Startup Junkies, Robin Atkinson, founder and CEO of Upkept Inc., shares her fascinating entrepreneurial journey, which began in the nonprofit arts sector before evolving into building a tech-driven apparel repair company. Hosted by Daniel Koonce and Caleb Talley, this lively conversation dives into Robin's unique approach to solving consumer challenges in the world of clothing repairs.Robin reflects on her early start in nonprofits, launching an arts collective at seventeen, and the creative problem-solving skills she brought to every role since. Her latest venture, Upkept, aims to make apparel repair accessible and straightforward, transforming an industry where price transparency and convenience have been lacking. She candidly discusses the tough early days of a startup, referencing the “trough of despair” every founder knows well, and highlights how humor, self-awareness, and a bit of delusional optimism keep her moving forward.Listeners get a behind-the-scenes look at Upkept's operations, how their Repair Wizard simplifies the process for customers, and why keeping clothes longer is vital for both your wallet and the planet. Robin also offers advice to fellow entrepreneurs, emphasizing that grit, adaptability, and community support are key ingredients for success.For anyone contemplating the realities of building something new, Robin delivers honest insights, actionable advice, and a refreshing reminder: if you create a genuinely useful service, people will find you. Tune in today!Show Notes(00:00) Introduction(03:37) The Journey of Starting a Nonprofit(05:58) Tackling Startup Challenges and Slow Progress(12:18) Optimizing Simplicity and Transparency(15:30) Building a Niche Industry(17:44) Overcoming Workforce Barriers(20:53) Defining Minimum Value Product Before Branding(29:32) Direct-to-Consumer Growth Potential(34:09) Closing ThoughtsLinksDaniel KoonceCaleb TalleyStartup JunkieStartup Junkie YouTubeRobin AtkinsonUpkept Inc.

Why you should listenDennis Knodt grew Valuent from freelancing in 2019 to a 25-person Salesforce consultancy by narrowing focus to one product line (quote-to-cash) and one geography (Germany), offering a blueprint for partners drowning in "we do everything" positioning.Learn how to structure your Salesforce AE relationships so successful projects create internal bragging that generates referrals without you having to ask, including why mid-market and enterprise AEs are more valuable than SMB relationships.Get Dennis's approach to running proof of concepts at full market rate on larger projects, giving clients tangible results before committing to six or nine-month implementations.Trying to grow a Salesforce practice while competing against every other partner who claims they "do it all"? In this episode, I talk with Dennis Knodt, co-founder of Valuent, a Berlin-based consultancy that went from freelancing in 2019 to a 25-person team by making deliberate choices about what to say no to. We dig into why Dennis doubled down on Germany instead of chasing international expansion, and how a setback with Salesforce (when they brought in a competitor) actually led to recruiting the architect who now leads their revenue cloud practice. If you've ever wondered whether focus is really worth the short-term sacrifice, this conversation will challenge how you think about building a defensible position.About Dennis KnodtDennis Knodt is the Co-Founder of Valuent, a bootstrapped Salesforce consultancy specializing in Quote-to-Cash optimization. After working at Bain and VC-backed startups like Rocket Internet and Enpal, Dennis chose to build a profitable boutique firm focused on deep expertise over growth-at-all-costs.Resources and LinksValuent.ioDennis's LinkedIn profileLovablePrevious episode: 658 - The Delivery TrapCheck out more episodes of The Paul Higgins PodcastJoin our newsletterSuggested resourcesFind out more about Paul and how he can help you

I audited my 2025 year looking for lessons learned, relearned, and unlearned. Here's a big one I'm relearning: the difference between someone good on your team versus someone great isn't 10-20% better—it's 10-20X in productivity, output, and impact. I really mean this. I came from the corporate world where I had big budgets and could hire A-players, but when I went out on my own with tighter budgets, I developed a bad habit: hiring cheaper people thinking I could get it all done. I'd hire two or three mediocre people instead of one A-player focused on the most important thing. What happened? Failed prioritization. Mediocre people increased noise, required constant oversight, and diluted my time instead of extending capacity. I was micromanaging and fixing instead of building. This past year I went back to my roots: only accept A-players, which forced me to prioritize ruthlessly. The business accelerated dramatically. This episode breaks down my number one recommendation for hiring A-players: treat it like video production—spend way more time on pre-production and strategy to dramatically reduce post-production work. Instead of jumping to a job post and taking "good enough," spend time defining what success really looks like, who would crush it (beyond resume bullets), and what systems screen people in or out. It feels slower up front but there's no comparison in speed to full output and caliber of people you stack on the team.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Newsletter for reference: https://www.aboutamazon.com/news/company-news/amazons-original-1997-letter-to-shareholdersFor years, I preached that a crystal clear vision was the non-negotiable foundation of any successful company, often citing Jeff Bezos's prophetic roadmap for Amazon as the gold standard. But in 2025, I unlearned that rule and embraced the "Steve Jobs approach"—trusting the process, iterating in real-time, and connecting the dots looking backward. In this episode, I'm discussing why you don't need a perfect ten-year plan if you genuinely love the art of building, and how a passion for the daily grind can serve as a powerful substitute for a crystallized vision when navigating the inevitable frustrations of entrepreneurship.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

For six years, I've used my personal brand to drive millions in revenue, but I kept hitting two major walls: I became the bottleneck when client work piled up, and I burned out from repetitively talking about the same niche topics. My breakthrough this year was finally decoupling my personal identity from my business's identity—allowing me to create content about whatever I'm obsessed with (like neurodiversity or general entrepreneurship) while my team mines that content to extract and repackage the specific pieces needed for our marketing. This shift has not only made content creation fun and sustainable again but has also removed the "assembly line" feeling and uncapped our growth potential.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

I've always taught that systems are the key to scaling, but looking back at 2025, I realized that my obsession with efficiency actually trapped one of my businesses in a state of stagnation. I made the critical mistake of building a rigid delivery infrastructure for a thousand clients when we only had ten, effectively prioritizing process over product-market fit and making it a nightmare to pivot when we received early feedback. In this episode, I'm explaining why building systems too early creates a dangerous "efficiency trap," and why my strategy for 2026 is to embrace the mess and do things manually until the volume absolutely screams for automation.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Adam Vandermyde had to be persuaded to acquire the $15m business that he ultimately professionalized and exited for 7x.Register for the webinar: How to Present Your Deal for Maximum SBA Success - TODAY!! - https://bit.ly/3KW7aWLTopics in Adam's interview:Leaving consulting 2 months from making partnerTaking on the CEO role at the target before closingFocusing on EBITDA over revenueA construction mistake that cost the company dearlyParsing data to understand “margin per labor dollar”Advantages of being in a high-growth geographical areaImproving customer service to stand outExiting after 5 yearsAdrenaline rush of sharing his payday with employeesHow it feels to be a millionaireReferences and how to contact Adam:LinkedInGet a free review of your books & financial ops from System Six (a $500 value):Book a call with Tim or hello@systemsix.com and mention Acquiring MindsLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabWork with an SBA loan team focused exclusively on helping entrepreneurs buy businesses:Pioneer Capital AdvisoryConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

As we head into 2026, I've realized that AI literacy is no longer just a productivity hack for CEOs; it is a critical defense mechanism against mediocrity. I recently caught my own team trying to pass off lazy, fluff-filled ChatGPT answers as strategic thought, and I discovered I was paying a vendor for content I could replicate instantly with a simple Claude skill. If you don't have the hands-on technical experience to spot the difference between genuine human insight and a robotic output, you are flying blind, and I'm explaining why your inability to use these tools is becoming the single biggest vulnerability in your leadership toolkit.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Learn about sudden cardiac death in athletes, including screening, return-to-play, misconceptions, and insights for athletic trainers. Q: What is one key takeaway for athletic trainers regarding sudden cardiac death? A: It is crucial for athletic trainers to utilize available screening tools. When an athlete provides positive answers during screening, it’s essential to follow up thoroughly to ensure appropriate medical evaluation occurs. This approach helps identify potential cardiac issues early. Q: What are the clearance and return-to-play criteria for athletes diagnosed with or being treated for a heart condition? A: Clearance and return-to-play criteria vary based on the individual patient and the specific cardiomyopathy and its severity. While many athletes may face sport restrictions, some cases allow for participation if evaluations are thorough. Each situation requires careful consideration, as there is no universal “cookbook” approach. Q: What are the most common misconceptions about sudden cardiac death in athletes? A: A common misconception stems from fear regarding athletes collapsing on the court. It’s important to understand that it’s impossible to guarantee 100% prevention. Comprehensive workups are necessary to identify rare factors contributing to sudden cardiac death, as some issues might not always be immediately apparent. Q: What are the updated incidence values and trends in male and Black athletes regarding sudden cardiac death, and what explains these patterns? A: Multiple factors contribute to these patterns, including genetics and predisposing health conditions. Socioeconomic status, affecting access to healthcare providers and cardiologists, also plays a significant role. Often, primary care physicians manage a large population due to limited access to specialists, and missed family screenings for cardiomyopathy can impact these variables. Q: What are the barriers when younger athletes are unable to explain what is happening to them? A: Effective communication with younger athletes is key. Teenagers, for instance, may be reluctant to express their symptoms clearly in a clinic setting, especially if they fear being told they cannot play. Instead of general questions like “Have you experienced chest pain?”, ask specific questions about the type of pain (e.g., sharp, moving). It is also the healthcare provider’s responsibility to perform thorough exams and order proper tests, such as EKGs or ultrasounds, to avoid missing critical information. Q: Is there a commonly overlooked response when screening athletes? A: A significant red flag is when athletes, for various reasons, fill out screening forms themselves and then change their answers, or when forms are left blank or show erasures. Following up with specific questions about why they changed or erased an answer, and providing education, is crucial. Q: What inspired you to focus on sudden cardiac death in athletes? A: My personal experience as an athlete growing up in a small Texas town, where sports were integral, profoundly shaped my life, teaching me multitasking, leadership, and competitiveness. As a mother with multiple children involved in competitive sports, I understand the physical and mental benefits. My inspiration stems from wanting to ensure their safe participation. Q: What ethical dilemmas arise when individuals refuse genetic testing? A: When requesting genetic testing, it’s vital to explain to families why the test is necessary and how it can help. Many are more receptive when they understand it’s a narrow test, not a full genetic profile, and how it can benefit their children. Ultimately, respect their decision and use available information to provide the best care without undue pressure. Q: Is there anything else athletic trainers should know about sudden cardiac death? A: I am highly impressed by the athletic training field, particularly athletic trainers’ knowledge, dedication to children, and proficiency in CPR and AED use. While physicians have the support of nurses and other healthcare professionals, athletic trainers often perform life-saving interventions on the field independently, which is truly commendable. Q: What management or monitoring strategies are suggested for children removed from sports due to cardiac conditions? A: Be mindful of athletes who are removed from sports, as they may feel a sense of loss after being part of a team. If time permits, maintain contact and explore new ways to keep them involved, possibly in a different role within the team or organization. Collaborate with other team members to help the athlete transition and remain connected. Contact Us Jeremy Jackson Benjamin Stephenson Layci Harrison Mark Knoblauch Ashlyne Elliott Leslie Bennett Sponsor List Frio Hydration – Superior Hydration products. Xothrm – Best heating pad available – Use “SMB” or email info@xothrm.com and mention the Sports Medicine Broadcast. Donate and get some swag (like Patreon but for the school) HOIST – No matter your reason for dehydration, DRINK HOIST MedBridge Education – Use “TheSMB” to save some money, be entered in a drawing for a second year free, and support the podcast. Marc Pro – Use “THESMB” to recover better. Athletic Dry Needling – Save up to $100 when registering through our link.

As I audited my performance in 2025, I was confronted with a stark reality: every single one of my personal limitations—from "shiny object syndrome" to hidden insecurities—gets directly installed into the operating system of my business. I've witnessed high-potential companies stall because the founder needed to be the smartest person in the room, and I've learned that if you don't actively manage your own weaknesses, they become the permanent ceiling for your team. I'm unpacking why the most successful founders treat their own identity as the primary constraint to solve, and why you must constantly upgrade your internal software if you want your business to scale beyond your current capacity.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

One of the biggest traps I fell into after leaving the corporate world was believing that I needed to lead by example, often clocking twelve-hour days just to prove a point about work ethic to my team. I've realized that while leading by sheer effort creates a bottleneck, leading with radical clarity is the true force multiplier that actually scales a business. I'm breaking down how I shifted from micromanaging the "how" to defining clear outcomes for the "who," a strategic pivot that has allowed me to 5X my output, escape the weeds of daily operations, and stop being a prisoner to my own company.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Joe Odell and his partner acquired a business with over $4m in earnings and lots of green flags. It went sideways fast.Register for the webinar: How to Present Your Deal for Maximum SBA Success - Jan 8th - https://bit.ly/4snUKHYTopics in Joe's interview:His blue collar, military backgroundVolunteering without pay for a consulting companyUltimately rejecting the tech industryFinding his search partner at business schoolSeeking out a complex businessDoing traditional search, on his wife's adviceAcquiring a home health adjacent companyPost-close cash crisisLosing a key sales repFatal “pen stroke risk”References and how to contact Joe:LinkedInGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherDownload the New CEO's Guide to Human Resources from Aspen HR:From this page or contact mark@aspenhr.comGet complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

SummaryIn this week's episode of Startup Junkies, Maddison Tailor and Audrey Hickox join hosts Caleb Talley and Daniel Koonce to share the genesis and growth of Acres.com, a platform revolutionizing land acquisition and management.Acres began as an internal solution to disjointed and complicated land deal processes. Recognizing shared pain points with clients, the team built a comprehensive platform making land data transparent and accessible—no GIS expertise required. Now, Acres empowers everyone from home builders and brokers to agricultural managers and recreational land users with real-time data on elevation, zoning, utilities, and more.A key differentiator is Acres' people-centric approach. The team partners deeply with clients, bringing their feedback directly to product development. Their dedication ensures that users not only get robust datasets, including the largest sold land database in the U.S., but also hands-on guidance through every interaction.The episode also highlights recent innovations like recreation layers and AI integration, which enhance decision-making with seamless data delivery. Whether you're a developer, investor, or curious entrepreneur, Acres' story exemplifies how listening to customers and continual iteration can turn internal pain points into industry-wide solutions!Show Notes(00:00) Introduction(05:48) How a People-First Approach Drives Impact(07:16) A Comprehensive Land Data Solution(10:11) Acres: The Largest Sold Land Database(14:42) Streamlining Land Data with AI(17:13) Targeted Messaging for Specific Personas(22:09) Future Growth and Innovation(26:00) Closing ThoughtsLinksDaniel KoonceCaleb TalleyStartup JunkieStartup Junkie YouTubeAudrey HickoxMaddison TailorAcres

The first business Joe Soelberg bought did $400k SDE. The experience and cash flow enabled a second, larger acquisition.Topics in Joe's interview:Leaving corporate for a chance to manage P&LHis toughest pitch was to his wifeAcquiring a 3D design firmPivoting hard during CovidHiring a manager with a design backgroundAcquiring a branding agencyDifference between branding and marketingRetainer model for recurring revenueOffering less than listing priceHis hand-off relationship with his businessesReferences and how to contact Joe:LinkedInPoint B CommunicationsSONNY+ASHMike Curry on Acquiring Minds: It's All Your Fault: How to Become CEO of Your AcquisitionJohannes Hock on Acquiring Minds: Buy and 3x a Project Based Business in Just 2 YearsWork with an SBA loan team focused exclusively on helping entrepreneurs buy businesses:Pioneer Capital AdvisoryGet complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamGet a free review of your books & financial ops from System Six (a $500 value):Book a call with Tim or hello@systemsix.com and mention Acquiring MindsConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

Get featured on the show by leaving us a Voice Mail: https://bit.ly/MIPVM The episode explores how Chris Stegh sees organisations balancing AI adoption with data security, governance and practical risk management. It covers the real barriers to scaling AI, why perfect data hygiene is unrealistic, and how leaders can use tools like Copilot, Purview and agentic AI to create safe, high‑value use cases while improving long‑term resilience.

Former pro bowler Mike Fagan bought a $2m bowling center with a plan to roll up and rejuvenate these legacy businesses.Topics in Mike's interview:His professional bowling careerConnecting with a bowling-specific brokerEconomic role of league bowlersThe decline of bowling in AmericaTraditional bowling vs BowleroBuying a traditional, older bowling alleyRunning leaner to pay down debtEmployee resistance to changeSuccess with online bookingsHis goal of managing remotelyReferences and how to contact Mike:LinkedInTenpins & MoreBowling Alone by Robert D. PutnamCarlo Santelli on Acquiring Minds: ​​How to Buy a $13m Business with No PG, No InvestorsWebinar: Using a Sale-Leaseback to Buy a BusinessLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherDownload the New CEO's Guide to Human Resources from Aspen HR:From this page or contact mark@aspenhr.comConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ https://youtu.be/vEdq8rpBM3I In this data-rich keynote, Jay McBain deconstructs the tectonic shifts reshaping the $5.3 trillion global technology industry, arguing that we are entering a new 20-year cycle where traditional direct sales models are obsolete. McBain explains why 96% of the industry is now surrounded by partners and how successful companies must pivot from “flywheels and theory” to a granular strategy focused on the seven specific partners present in every deal. From the explosion of agentic AI and the $163 billion marketplace revolution to the specific mechanics of multiplier economics, this discussion provides a roadmap for navigating the “decade of the ecosystem” where influence, trust, and integration—not just product—determine winners and losers. Key Takeaways Half of today's Fortune 500 companies will likely vanish in the next 20 years due to the shift toward AI and ecosystem-led models. Every B2B deal now involves an average of seven trusted partners who influence the decision before a vendor even knows a deal exists. Microsoft has outpaced AWS growth for 26 consecutive quarters largely because of a superior partner-led geographic strategy. Marketplaces are projected to grow to $163 billion by 2030, with nearly 60% of deals involving partner funding or private offers. The “Multiplier Effect” is the new ROI, where partners can make up to $8.45 for every dollar of vendor product sold. Future dominance relies on five key pillars: Platform, Service Partnerships, Channel Partnerships, Alliances, and Go-to-Market orchestration. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Keywords: Jay McBain, Canalys, partner ecosystem, channel chief, agentic AI, marketplace growth, multiplier economics, B2B sales trends, tech industry forecast, service partnerships, strategic alliances, Microsoft vs AWS, distribution transformation, managed services growth, SaaS platforms, customer journey mapping, 28 moments of truth, future of reselling, technology spending 2025, ecosystem orchestration, partner multipliers. T Transcript: Jay McBain WORKFILE FOR TRANSCRIPT [00:00:00] Vince Menzione: Just up from, did you Puerto Rico last night? Puerto Rico, yes. Puerto Rico. He dodged the hurricane. Um, you all know him. Uh, let him introduce himself for those of you who don’t, but just thrilled to have on the stage, again, somebody who knows more about what’s going on in, in the, and has the pulse on this industry probably than just about anybody I know personally. [00:00:21] Vince Menzione: J Jay McBain. Jay, great to see you my friend. Alright, thank you. We have to come all the way. We live, we live uh, about 20 minutes from each other. We have to come all the way to Reston, Virginia to see each other, right? That’s right. Very good. Well, uh, that’s all over to you, sir. Thank you. [00:00:35] Jay McBain: Alright, well thank you so much. [00:00:36] Jay McBain: I went from 85 degrees yesterday to 45 today, but I was able to dodge that, uh, that hurricane, uh, that we kind of had to fly through the northern edge of, uh, wanna talk today about our industry, about the ultimate partner. I’m gonna try to frame up the ultimate partner as I walk through the data and the latest research that, uh, that we’ve been doing in the market. [00:00:56] Jay McBain: But I wanted to start here ’cause our industry moves in 20 year cycles, and if you look at the Fortune 500 and dial back 20 years from today, 52% of them no longer exist. As we step into the next 20 year AI era, half of the companies that we know and love today are not gonna exist. So we look at this, and by the way, if you’re not in the Fortune 500 and you don’t have deep pockets to buy your way outta problems, 71% of tech companies fail over the course of 10 years. [00:01:30] Jay McBain: Those are statistics from the US government. So I start to look at our industry and you know, you may look at the, you know, mainframe era from the sixties and seventies, mini computers, August the 12th, 1981, that first IBM, PC with Microsoft dos, version one, you know, triggered. A new 20 year era of client server. [00:01:51] Jay McBain: It was the time and I worked at IBM for 17 years, but there was a time where Bill Gates flew into Boca Raton, Florida and met with the IBM team and did that, you know, fancy licensing agreement. But after, you know, 20 years of being the most valuable company in the world and 13 years of antitrust and getting broken up, almost like at and TIBM almost didn’t make payroll. [00:02:14] Jay McBain: 13 years after meeting Bill Gates. Yeah, that’s how quickly things change in these eras. In 1999, a small company outta San Francisco called salesforce.com got its start. About 10 years later, Jeff Bezos asked a question in a boardroom, could we rent out our excess capacity and would other companies buy it? [00:02:35] Jay McBain: Which, you know, most people in the room laughed at ’em at the time. But it created a 20 year cloud era when our friends, our neighbors, our family. Saw Chachi PT for the first time in March of 2023. They saw the deep fakes, they saw the poetry, they saw the music. They came to us as tech people and said, did we just light up Skynet? [00:02:58] Jay McBain: And that consumer trend has triggered this next 20 years. I could walk through the richest people in the world through those trends. I could walk through the most valuable companies. It all aligns. ’cause by the way, Apple’s no longer at the top. Nvidia is at the top, Microsoft. Second, things change really quickly. [00:03:17] Jay McBain: So in that course of time, you start to look at our industry and as people are talking about a six and a half or $7 trillion build out of ai, that’s open AI and Microsoft numbers, that is bigger than our industry that’s taken over 50 years to build. This year, we’re gonna finish the year at $5.3 trillion. [00:03:36] Jay McBain: That’s from the smallest flower shop to the biggest bank. Biggest governments that Caresoft would, uh, serve biggest customer in the world is actually the federal government of the us. But you look at this pie chart and you look at the changes that we’re gonna go through over the next 20 years, there’s about a trillion dollars in hardware. [00:03:54] Jay McBain: There’s about a trillion dollars in software. If you look forward through all of the merging trends, quantum computing, humanoid robots, all the things that are coming that dollar to dollar software to hardware will continue to exist all the way through. We see services making up almost two thirds of this pie. [00:04:13] Jay McBain: Yesterday I was in a telco conference with at and t and Verizon and T-Mobile and some of the biggest wireless players and IT services, which happen to be growing faster than products. At the moment, there is more work to be done wrapping around the deal than the actual products that the customer is buying. [00:04:32] Jay McBain: So in an industry that’s growing at 7%. On top of the world economy that’s grown at 2.2. This is the fastest growing industry, and it will be at least for the next 10 years, if not 2070 0.1% of this entire $5 trillion gets transacted through partners. While what we’re talking to today about the ultimate partner, 96% of this industry is surrounded by partners in one way or another. [00:05:01] Jay McBain: They’re there before the deal. They’re there at the deal. They’re there after the deal. Two thirds of our industry is now subscription consumption based. So every 30 days forever, and a customer for life becomes everything. So if every deal in medium, mid-market, and higher has seven partners, according to McKinsey, who are those seven people trying to get into the deal? [00:05:25] Jay McBain: While there’s millions of companies that have come into tech over the last 10 to 20 years. Digital agencies, accountants, legal firms, everybody’s come in. The 250,000 SaaS companies, a million emerging tech companies, there’s a big fight to be one of those seven trusted people at the table. So millions of companies and tens of millions of people our competing for these slots. [00:05:49] Jay McBain: So one of the pieces of research I’m most proud of, uh, in my analyst career is this. And this took over two years to build. It’s a lot of logos. Not this PowerPoint slide, but the actual data. Thousands of people hours. Because guess what? When you look at partners from the top down, the top 1000 partners, by capability and capacity, not by resale. [00:06:15] Jay McBain: It’s not a ranking of CDW and insight and resale numbers. It is the surrounding. Consulting, design, architecture, implementations, integrations, managed services, all the pieces that’s gonna make the next 20 years run. So when you start to look at this, 98% of these companies are private, so very difficult to get to those numbers and, uh, a ton of research and help from AI and other things to get this. [00:06:41] Jay McBain: But this is it. And if you look at this list, there’s a thousand logos out of the million companies. There’s a thousand logos that drive two thirds of all tech services in the world. $1.07 trillion gets delivered by a thousand companies, but here’s where it gets fun. Those companies in the middle, in blue, the 30 of them deliver more tech services than the next 970. [00:07:08] Jay McBain: Combined the 970 combined in white deliver more tech services. Then the next million combined. So if you think we live in an 80 20 rule or maybe a 99, a 95 5 rule, or a 99 1 rule, we actually live in a 99.9 0.1 parallel principle. These companies spread around the world evenly split across the uh, different regions. [00:07:35] Jay McBain: South Africa, Latin America, they’re all over. They split. They split among types. All of the Venn diagram I just showed from GSIs to VARs to MSPs, to agencies and other types of companies. But this is a really rich list and it’s public. So every company in the world now, if you’re looking at Transactable data, if you’re looking at quantifiable data that you can go put your revenue numbers against, it represents 70 to 80% of every company in this room’s Tam. [00:08:08] Jay McBain: In one piece of research. So what do you do below that? How do you cover a million companies that you can’t afford to put a channel account manager? You can’t afford to write programs directly for well after the top down analysis and all the wallet share and you know exactly where the lowest hanging fruit is for most of your tam. [00:08:28] Jay McBain: The available markets. The obtainable markets. You gotta start from the community level grassroots up. So you need to ask the question for the million companies and the maybe a hundred thousand companies out there, partner companies that are surrounding your customer. These are the seven partners that surround your customer. [00:08:48] Jay McBain: What do they read, where do they go, and who do they follow? Interestingly enough, our industry globally equates to only a thousand watering holes, a thousand companies at the top, a thousand places at the bottom. 35% of this audience we’re talking. Millions of people here love events and there’s 352 of them like this one that they love to go to. [00:09:13] Jay McBain: They love the hallway chats, they love the hotel lobby bar, you know, in a time reminded by the pandemic. They love to be in person. It’s the number one way they’re influenced. So if you don’t have a solid event strategy and you don’t have a community team out giving out socks every week, your competitors might beat you. [00:09:31] Jay McBain: 12% of this audience loves podcasts. It’s the Joe Rogan effect of our industry. And while you know, you may not think the 121 podcasts out there are important, well, you’re missing 12% of your audience. It’s over a million people. If you’re not on a weekly podcast in one of these podcasts in the world, there’s still people that read one of the 106 magazines in the world. [00:09:55] Jay McBain: There are people that love peer groups, associations, they wanna be part of this. There’s 15 different ways people are influenced. And a solid grassroots strategy is how you make this happen. In the last 10 years, we’ve created a number of billionaires. Bottom up. They never had to go talk to la large enterprise. [00:10:15] Jay McBain: They never had to go build out a mid-market strategy. They just went and give away socks and new community marketing. And this has created, I could rip through a bunch of names that became unicorns just in the last couple of years, bottoms up. You go back to your board walking into next year, top down, bottom up. [00:10:34] Jay McBain: You’ve covered a hundred percent of your tam, and now you’ve covered it with names, faces, and places. You haven’t covered it with a flywheel or a theory. And for 44 years, we have gone to our board every fourth quarter with flywheels and theory. Trust me, partners are important. The channel is key to us. [00:10:57] Jay McBain: Well, let’s talk at the point of this granularity, and now we’re getting supported by technology 261 entrepreneurs. Many of them in the room actually here that are driving this ability to succeed with seven partners in every deal to exchange data to be able to exchange telemetry of these prospects to be able to see twice or three times in terms of pipeline of your target addressable market. [00:11:26] Jay McBain: All these ai, um, technologies, agentic technologies are coming into this. It’s all about data. It’s all about quantifiable names, faces, and places. Now none of us should be walking around with flywheels, so let’s flip the flywheels. No. Uh, so we also look at, and I sold PCs for 17 years and that was in the high times of 40% margins for partners. [00:11:55] Jay McBain: But one interesting thing when you study the p and l for broad base of partners around the world, it’s changed pretty significantly in this last 20 year era. What the cloud era did is dropped hardware from what used to be 84% plus the break fix and things that wrap around it of the p and l to now 16% of every partner in the world. [00:12:16] Jay McBain: 84% of their p and l is now software and services. And if you look at profitability, it’s worse. It’s actually 87% is profitability wise. They’ve completely shifted in terms of where they go. Now we look at other parts of our market. I could go through every part of the pie of the slide, but we’re watching each of the companies, and if you can see here, this is what we want to talk about in terms of ultimate partner. [00:12:43] Jay McBain: Microsoft has outgrown AWS for 26 straight quarters. They don’t have a better product. They don’t have a better price, they don’t have better promotion. It’s all place. And I’ll explain why you guess here in the light green line. Exactly. The day that Google went a hundred percent all in partner, every deal, even if a deal didn’t have a partner, one of the 4% of deals that didn’t have a partner, they injected a partner. [00:13:09] Jay McBain: You can see on the left side exactly where they did it. They got to the point of a hundred percent partner driven. Rebuilt their programs, rebuilt their marketplace. Their marketplace is actually larger than Microsoft’s, and they grew faster than Microsoft. A couple of those quarters. It is a partner driven future, and now I have Oracle, which I just walked by as I walked from the hotel. [00:13:31] Jay McBain: Oracle with their RPOs will start to join. Maybe the list of three hyperscalers becomes the list of four in future slides, but that’s a growth slide. Market share is different. AWS early and commanding lead. And it plays out, uh, plays out this way. But we’re at an interesting moment and I stood up six years ago talking about the decade of the ecosystem after we went through a decade of sales starting in 1999 when we all thought we were born to be salespeople. [00:14:02] Jay McBain: We managed territories with our gut. The sales tech stack would have it different, that sales was a science, and we ended the decade 2009, looking at sales very differently in 2009. I remember being at cocktail parties where CMOs would be joking around that 50% of their marketing dollars were wasted. They just didn’t know which 50%. [00:14:23] Jay McBain: And I’ll tell you, that was really funny. In 2009 till every 58-year-old CMO got replaced by a 38-year-old growth hacker who walked in with 15,348 SaaS companies in their MarTech and ad tech stack to solve the problem, every nickel of marketing by 2019 was tracked. Marketo, Eloqua, Pardot, HubSpot, driving this industry. [00:14:50] Jay McBain: Now, we stood up and said the 28 moments that come before a sale are pretty much all partner driven. In the best case scenario, a vendor might see four of the moments. They might come to your website, maybe they read an ebook, maybe they have a salesperson or a demo that comes in. That’s four outta 28 moments. [00:15:10] Jay McBain: The other 24 are done by partners. Yeah, in the worst case scenario and the majority scenario, you don’t see any of the moments. All 28 happen and you lose a deal without knowing there ever was a deal. So this is it. We need to partner in these moments and we need to inject partners into sales and marketing, like no time before, and this was the time to do it. [00:15:33] Jay McBain: And we got some feedback in the Salesforce state of sales report, which doesn’t involve any partnerships or, or. Channel Chiefs or anything else. This is 5,500 of the biggest CROs in the world that obviously use Salesforce. 89% of salespeople today use partners every day. For the 11% who don’t, 58% plan two within a year. [00:15:57] Jay McBain: If you add those two numbers together, that’s magically the 96% number. They recognize that every deal has partners in it. In 2024, last year, half of the salespeople in the world, every industry, every country. Miss their numbers. For the minority who made their numbers, 84 point percent pointed to partners as the reason why they made their numbers. [00:16:21] Jay McBain: It was the cheat code for sales, so that modern salesperson that knows how to orchestrate a deal, orchestrate the 28 moments with the seven partners and get to that final spot is the winning formula. HubSpot’s number in separate research was 84% in marketing. So we’re starting to see partners in here. We don’t have to shout from the mountaintops. [00:16:44] Jay McBain: These communities like ultimate Partner are working and we’re getting this to the highest levels in the board. And I’ll say that, you know, when 20 years from now half of the companies we know and love fail after we’re done writing the book and blaming the CEO for inventing the thing that ended up killing them, blaming the board for fiduciary responsibility and letting it happen. [00:17:06] Jay McBain: What are the other chapters of the book? And I think it’s all in one slide. We are in this platform economy and the. [00:17:31] Jay McBain: So your battery’s fine. Check, check, check, check. Alright, I’ll, I’ll just hold this in case, but the companies that execute on all five of these areas, well. Not only today become the trillion dollar valued companies, but they become the companies of tomorrow. These will be the fastest growing companies at every level. [00:17:50] Jay McBain: Not only running a platform business, but participating in other platforms. So this is how it breaks out, and there are people at very senior levels, at very big companies that have this now posted in the office of the CEO winning on integrations is everything. We just went through a demographic shift this year where 51% of our buyers are born after 1982. [00:18:15] Jay McBain: Millennials are the number one buyer of the $5 trillion. Their number one buying criteria is not service. Support your price, your brand reputation, it’s integrations. The buy a product, 80% is good as the next one if it works better in their environment. 79% of us won’t buy a car unless it has CarPlay or Android Auto. [00:18:34] Jay McBain: This is an integration world. The company with the most integrations win. Second, there are seven partners that surround the customer. Highly trusted partners. We’re talking, coaching the customer’s, kids soccer team, having a cottage together up at the lake. You know, best men, bate of honors at weddings type of relationships. [00:18:57] Jay McBain: You can’t maybe have all seven, but how does Microsoft beat AWS? They might have had two, three, or four of them saying nice things about them instead of the competition. Winning in service partnerships and channel partnerships changes by category. If you’re selling MarTech, only 10% of it today is resold, so you build more on service partnerships. [00:19:18] Jay McBain: If you’re in cybersecurity today, 91.6% of it is resold. Transacted through partners. So you build a lot of channel partnerships, plus the service partnerships, whatever the mix is in your category, you have to have two or three of those seven people. Saying nice things about you at every stage of the customer journey. [00:19:38] Jay McBain: Now move over to alliances. We have already built the platforms at the hyperscale level. We’ve built the platforms within SaaS, Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot. Every buyer has a set of platforms that they buy. We’ve now built them in cybersecurity this year out of 6,500 as high as cyber companies, the top five are starting to separate. [00:20:02] Jay McBain: We built it in distribution, which I’ll show in a minute. We’re building it in Telco. This is a platform economy and alliances win and you have alliances with your competitors ’cause you compete in the morning, but you’re best friends by the afternoon. Winning in other platforms is just as important as driving your own. [00:20:20] Jay McBain: And probably the most important part of this is go to market. That sales, that marketing, the 28 moments, the every 30 days forever become all a partner strategy. So there’s still CEOs out there that believe platform is a UI or UX on a bunch of disparate products and things you’ve acquired. There’s still CFOs out there that Think platform is a pricing model, a bundle model of just getting everything under one, you know, subscription price or consumption price. [00:20:51] Jay McBain: And it’s not, platforms are synonymous with partnerships. This is the way forward and there’s no conversation around ai. That doesn’t involve Nvidia over there, an open AI over here and a hyperscaler over there and a SaaS company over here. The seven layer stack wins every single time, and the companies that get this will be the ones that survive this cycle. [00:21:16] Jay McBain: Now, flipping over to marketplaces. So we had written research that, um, about five years ago that marketplaces were going to grow at 82% compounded. Yeah, probably one of the most accurate predictions we ever made, because it happened, we, we predicted that, uh, we were gonna get up to about $85 billion. Well, now we’ve extended that to 2030, so we’re gonna get up to $163 billion, and the thing that we’re watching is in green. [00:21:46] Jay McBain: If 96% of these deals are partner assisted in some way, how is the economics of partnering going to work? We predicted that 50% of deals by 2027. Would be partner funded in some way. Private offers multi-partner offers distributor sellers of record, and now that extends to 59% by 2030, the most senior leader of the biggest marketplace AWS, just said to us they’re gonna probably make these numbers on their own. [00:22:14] Jay McBain: And he asked what their two competitors are doing. So he’s telling us that we under called this. Now when you look at each of the press releases, and this is the AWS Billion Dollar Club. Every one of the companies on the left have issued a press release that they’re in the billion dollar club. Some of them are in the multi-billions, but I want you to double click on this press release. [00:22:35] Jay McBain: I’m quoted in here somewhere, but as CrowdStrike is building the marketplace at 91% compounded, they’re almost doubling their revenue every single year. They’re growing the partner funding, in this case, distributor funding by 3548%. Almost triple digit growth in marketplace is translating into almost quadruple digit growth in funding. [00:23:01] Jay McBain: And you see that over and over again as, as Splunk hit three, uh, billion dollars. The same. Salesforce hit $2 billion on AWS in Ulti, 18 months. They joined in October 20, 23, and 18 months later, they’re already at $2 billion. But now you’re seeing at Salesforce, which by the way. Grew up to $40 billion in revenue direct, almost not a nickel in resell. [00:23:28] Jay McBain: Made it really difficult for VARs and managed service providers to work with Salesforce because they couldn’t understand how to add services to something they didn’t book the revenue for. While $40 billion companies now seeing 70% of their deals come through partners. So this is just the world that we’re in. [00:23:44] Jay McBain: It doesn’t matter who you are and what industry you’re in, this takes place. But now we’re starting to see for the first time. Partners join the billion dollar club. So you wonder about partnering and all this funding and everything that’s working through Now you’re seeing press releases and companies that are redoing their LinkedIn branding about joining this illustrious club without a product to sell and all the services that wrap around it. [00:24:10] Jay McBain: So the opening session on Microsoft was interesting because there’s been a number of changes that Microsoft has done just in the last 30 days. One is they cut distribution by two thirds going from 180 distributors to 62. They cut out any small partner lower than a thousand dollars, and that doesn’t sound like a lot, but that’s over a hundred thousand partners that get deed tightening the long tail. [00:24:38] Jay McBain: They we’re the first to really put a global point system in place three years ago. They went to the new commerce experience. If you remember, all kinds of changes being led by. The biggest company for the channel. And so when we’re studying marketplaces, we’re not just studying the three hyperscalers, we’re studying what TD Cynic is doing with Stream One Ingram’s doing with Advant Advantage Aerosphere. [00:25:01] Jay McBain: Also, we’re watching what PAX eight, who by the way, is the 365 bestseller for Microsoft in the world. They are the cybersecurity leader for Microsoft in the world and the copilot. Leader in the world for Microsoft and Partner of the Year for Microsoft. So we’re watching what the cloud platforms are doing, watching what the Telco are doing, which is 25 cents out of every dollar, if you remember that pie chart, watching what the biggest resellers are converting themselves into. [00:25:30] Jay McBain: Vince just mentioned, you know, SHI in the changes there watching the managed services market and the leaders there, what they’re doing in terms of how this industry’s moving forward. By the way, managed services at $608 billion this year. Is one and a half times larger than the SaaS industry overall. [00:25:48] Jay McBain: It’s also one and a half times larger than all the hyperscalers combined. Oracle, Alibaba, IBM, all the way down. This is a massive market and it makes up 15 to 20 cents of every dollar the customer spend. We’re watching that industry hit a trillion dollars by the end of the decade, and we’re watching 150 different marketplace development platforms, the distribution of our industry, which today is 70.1% indirect. [00:26:13] Jay McBain: We’re starting to see that number, uh, solidify in terms of marketplaces as well. Watching distributors go from that linear warehouse in a bank to this orchestration model, watching some of the biggest players as the world comes around, platforms, it tightens around the place. So Caresoft, uh, from from here is the sixth biggest distributor in the world. [00:26:40] Jay McBain: Just shows you how big the. You know, biggest client in the world is that they serve. But understand that we’re publishing the distributor 500 list, but it’ll be the same thing. That little group in blue in the middle today, you know, drives almost two thirds of the market. So what happens in all this next stage in terms of where the dollars change hands. [00:27:07] Jay McBain: And the economics of partnering themselves are going through the most radical shift that we’ve seen ever. So back to the nineties, and, and for those of you that have been channel chiefs and running programs, we went to work every day. You know, everything’s on fire. We’re trying to check hundred boxes, trying to make our program 10% better than our competitors. [00:27:30] Jay McBain: Hey, we gotta fix our deal registration program today, and our incentives are outta whack or training programs or. You know, not where they need to be. Our certification, you know, this was the life of, uh, of a channel chief. Everybody thought we were just out drinking in the Caribbean with our best partners, but we were under the weight of this. [00:27:49] Jay McBain: But something interesting has happened is that we turned around and put the customer at the middle of our programs to say that those 28 moments in green before the sale are really, really important. And the seven partners who participate are really important. Understanding. The customer’s gonna buy a seven layer stack. [00:28:09] Jay McBain: They’re gonna buy it With these seven partners, the procurement stage is much different. The growth of marketplaces, the growth of direct in some of these areas, and then long term every 30 days forever in a managed service, implementations, integrations, how you upsell, cross-sell, enrich a deal changes. So how would you build a program that’s wrapped around the customer instead of the vendor? [00:28:35] Jay McBain: And we’re starting to hear our partners shout back to us. These are global surveys, big numbers, but over half of our partners, regardless of type, are selling consulting to their customer. Over half are designing architecting deals. A third of them are trying to be system integrators showing up at those implementation integration moments. [00:28:55] Jay McBain: Two thirds of them are doing managed services, but the shocking one here is 44% of our partners, regardless of type, are coding. They’re building agents and they’re out helping their customer at that level. So this is the modern partner that says, don’t typecast me. You may have thought of me in your program. [00:29:14] Jay McBain: You might have me slotted as a var. Well, I do 3.2 things, and if I don’t get access to those resources, if you don’t walk me to that room, I’m not gonna do them with you. You may have me as a managed service provider that’s only in the morning. By the afternoon I’m coding, and by the next morning I’m implementing and consulting. [00:29:33] Jay McBain: So again, a partner’s not a partner. That Venn diagram is a very loose one now, as every partner on there is doing 3.2 different business models. And again, they’re telling us for 43 years, they said, I want more leads this year it changed. For the first time, I want to be recognized and incentivized as more than just a cash register for you. [00:29:57] Jay McBain: I want you to recognize when I’m consulting, when I’m designing, when you’re winning deals, because of my wonderful services, by the way, we asked the follow up question, well, where should we spend our money with you? And they overwhelmingly say, in the consulting stage, you win and lose deals. Not at moment 28. [00:30:18] Jay McBain: We’re not buying a pack of gum at the gas station. This is a considered purchase. You win deals from moment 12 through 16 and I’m gonna show you a picture of that later, and they say, you better be spending your money there, or you’re not gonna win your fair share or more than your fair share of deals. [00:30:36] Jay McBain: The shocking thing about this is that Microsoft, when they went to the point system, lifted two thirds of all the money, tens of billions of dollars, and put it post-sale, and we were all scratching our heads going. Well, if the partners are asking for it there, and it seems like to beat your biggest competitors, you want to win there. [00:30:54] Jay McBain: Why would you spend the money on renewal? Well, they went to Wall Street and Goldman Sachs and the people who lift trillions of dollars of pension funds and said, if we renew deals at 108%, we become a cash machine for you. And we think that’s more valuable than a company coming out with a new cell phone in September and selling a lot of them by Christmas every year. [00:31:18] Jay McBain: The industry. And by the way, wall Street responded, Microsoft has been more valuable than Apple since. So we talk in this now multiplier language, and these are reports that we write, uh, at AMIA at canals. But talking about the partner opportunity in that customer cycle, the $6 and 40 cents you can make for every dollar of consumption, or the $7 and 5 cents you can make the $8 and 45 cents you can make. [00:31:46] Jay McBain: There’s over 24 companies speaking at this level now, and guess what? It’s not just cloud or software companies. Hardware companies are starting to speak in this language, and on January 25th, Cisco, you know, probably second to Microsoft in terms of trust built with the channel globally is moving to a full point system. [00:32:09] Jay McBain: So these are the changes that happen fast. But your QBR with your partners now less about drinking beers at the hotel lobby bar and talking dollar by dollar where these opportunities are. So if you’re doing 3.2 of these things, let’s build out a, uh, a play where you can make $3 for every dollar that we make. [00:32:28] Jay McBain: And you make that profitably. You make it in sticky, highly retained business, and that’s the model. ’cause if you make $3 for every dollar. We make, you’re gonna win Partner of the year, and if you win partner of the year, that piece of glass that you win on stage, by the time you get back to your table, you’re gonna have three offers to buy your business. [00:32:51] Jay McBain: CDW just bought a w. S’s Partner of the Year. Insight bought Google’s eight time partner of the year. Presidio bought ServiceNow’s, partner of the year over and over and over again. So I’m at Octane, I’m at CrowdStrike, I’m at all these events in Vegas every week. I’m watching these partners of the year. [00:33:05] Jay McBain: And I’m watching as the big resellers. I’m watching as the GSIs and the m and a folks are surrounding their table after, and they’re selling their businesses for SaaS level valuations. Not the one-to-one service valuation. They’re getting multiples because this is the new future of our industry. This is platform economics. [00:33:25] Jay McBain: This is winning and platforms for partners. Now, like Vince, I spent 20 minutes without talking about ai, but we have to talk about ai. So the next 20 years as it plays out is gonna play out in phases. And the first thing you know to get it out of the way. The first two years since that March of 23, has been underwhelming, to say the least. [00:33:47] Jay McBain: It’s been disappointing. All the companies that should have won the biggest in AI have been the most disappointing. It’s underperformed the s and p by a considerable amount in terms of where we are. And it goes back to this. We always overestimate the first two years, but we underestimate the first 10. [00:34:07] Jay McBain: If you wanna be the point in time person and go look at that 1983 PC or the 1995 internet or that 2007 iPhone or that whatever point in time you wanna look at, or if you want to talk about hallucinations or where chat chip ET version five is version, as opposed to where it’s going to be as it improves every six months here on in. [00:34:30] Jay McBain: But the fact of the matter is, it’s been a consumer trend. Nvidia got to be the most valuable company in the world. OpenAI was the first company to 2 billion users, uh, in that amount of speed. It’s the fastest growing product ever in history, and it’s been a consumer win this trillions of dollars to get it thrown around in the press releases. [00:34:49] Jay McBain: They’re going out every day, you know, open ai, signing up somebody new or Nvidia, investing in somebody new almost every single day in hundreds of billions of dollars. It is all happening really on the consumer side. So we got a little bit worried and said, is that 96% of surround gonna work in ag agentic ai? [00:35:10] Jay McBain: So we went and asked, and the good news is 88% of end customers are using partners to work through their ag agentic strategy. Even though they’re moving slow, they’re actually using partners. But what’s interesting from a partner perspective, and this is new research that out till 2030. This is the number one services opportunity in the entire tech or telco industry. [00:35:34] Jay McBain: 35.3% compounded growth ending at $267 billion in services. Companies are rebuilding themselves, building out practices, and getting on this train and figuring out which vendors they should hook their caboose to as those trains leave the station. But it kind of plays out like this. So in the next three to five years, we’re in this generative, moving into agentic phase. [00:36:01] Jay McBain: Every partner thinks internally first, the sales and marketing. They’re thinking about their invoicing and billing. They’re thinking about their service tickets. They’re thinking about creating a business that’s 10% better than their competitors, taking that knowledge into their customers and drive in business. [00:36:17] Jay McBain: But we understand that ag agentic AI, as it’s going to play out is not a product. A couple of years ago, we thought maybe a copilot or an agent force or something was going to be the product that everybody needed to buy, and it’s not a product, it’s gonna show up as a feature. So you go back in the history of feature ads and it’s gonna show up in software. [00:36:38] Jay McBain: So if you’re calling in SMB, maybe you’re calling on a restaurant. The restaurant isn’t gonna call OpenAI or call Microsoft or call Nvidia directly. They’re running their restaurant. And they may have chosen a platform like Toast Square, Clover, whatever iPads people are running around with, runs on a platform that does everything in their business, does staffing, does food ordering, works with Uber Eats, does everything end to end? [00:37:08] Jay McBain: They’re gonna wait to one of those platforms, dries out agent AI for them, and can run the restaurant more effectively, less human capital and more consistently, but they wait for the SaaS platform as you get larger. A hundred, 150 people. You have vice presidents. Each of those vice presidents already have a SaaS stack. [00:37:28] Jay McBain: I talked about Salesforce, ServiceNow, Workday, et cetera. They’ve already built that seven layer model and in some cases it’s 70 layers. But the fact is, is they’re gonna wait for those SaaS layers to deliver ag agentic to them. So this is how it’s gonna play out for the next three and a half, three to five years. [00:37:45] Jay McBain: And partners are realizing that many of them were slow to pick up SaaS ’cause they didn’t resell it. Well now to win in this next three to half, three to five years, you’re gonna have to play in this environment. When you start looking out from here, the next generation, you know, kind of five through 15 years gets interesting in more of a physical sense. [00:38:06] Jay McBain: Where I was yesterday talking about every IOT device that now is internet access, starts to get access to large language models. Every little sensor, every camera, everything that’s out there starts to get smart. But there’s a point. The first trillionaire, I believe, will be created here. Elon’s already halfway there. [00:38:24] Jay McBain: Um, but when Bill Gates thought there was gonna be a PC in every home, and IBM thought they were gonna sell 10,000 to hobbyists, that created the richest person in the world for 20 years, there will be a humanoid in every home. There’s gonna be a point in time that you’re out having drinks with your friends, and somebody’s gonna say, the early adopter of your friends is gonna say. [00:38:46] Jay McBain: I haven’t done the dishes in six weeks. I haven’t done the laundry. I haven’t made my bed. I haven’t mowed the lawn. When they say that, you’re gonna say, well, how? And they’re gonna say, well, this year I didn’t buy a new car, but I went to the car dealership and I bought this. So we’re very close to the dexterity needed. [00:39:05] Jay McBain: We’ve got the large language models. Now. The chat, GPT version 10 by then is going to make an insane, and every house is gonna have one of the. [00:39:17] Jay McBain: This is the promise of ai. It’s not humanoid robots, it’s not agents. It’s this. 99% of the world’s business data has not been trained or tuned into models yet. Again, this is the slow moving business. If you want to think about the 99% of business data, every flight we’ve all taken in this room sits on a saber system that was put in place in 1964. [00:39:43] Jay McBain: Every banking transaction, we’ve all made, every withdrawal, every deposit sits on an IBM mainframe put in place in the sixties or seventies. 83% of this data sits in cold storage at the edge. It’s not ready to be moved. It’s not cleansed, it’s not, um, indexed. It’s not in any format or sitting on any infrastructure that a large language model will be able to gobble up the data. [00:40:10] Jay McBain: None of the workflows, none of the programming on top of that data is yet ready. So this is your 10 to 20 year arc of this era that chat bot today when they cancel your flight is cute. It’s empathetic, it feels bad for you, or at least it seems to, but it can’t do anything. It can’t book you the Marriott and get you an Uber and then a 5:00 AM flight the next morning. [00:40:34] Jay McBain: It can’t do any of that. But more importantly, it doesn’t know who you are. I’ve got 53 years of flights under my belt and they, I’m the person that get me within six hours of my kids and get me a one-way Hertz rental. You know, if there’s bad weather in Miami, get me to Tampa, get me a Hertz, I’m driving home, I’m gonna make it home. [00:40:56] Jay McBain: I’m not the 5:00 AM get me a hotel person. They would know that if they picked up the flights that I’ve taken in the past. Each of us are different. When you get access to the business data and you become ag agentic, everything changes. Every industry changes because of this around the customers. When you ask about this 35% growth, working on that data, working in traditional consulting and design and implementation, working in the $7 trillion of infrastructure, storage, compute, networking, that’s gonna be around, this is a massive opportunity. [00:41:30] Jay McBain: Services are gonna continue to outgrow products. Probably for the next five to 10 years because of this, and I’m gonna finish here. So we talked a lot about quantifying names, faces, places, and I think where we failed the most as ultimate partners is underneath the tam, which every one of our CEOs knows to the decimal point underneath the TAM that our board thinks they’re chasing. [00:41:59] Jay McBain: We’ve done a very poor job. Of talking about the available markets and obtainable markets underneath it, we, we’ve shown them theory. We’ve shown them a bunch of, you know, really smart stuff, and PowerPoint slides up the wazoo, but we’ve never quantified it for them. If they wanna win, if they want to get access, if they want to double their pipeline, triple their pipeline, if they wanna start winning more deals, if they wanna win deals that are three times larger, they close two times faster. [00:42:31] Jay McBain: And they renew 15% larger. They have to get into the available and obtainable markets. So just in the last couple weeks I spoke at Cribble, I spoke at Octane, I spoke at CrowdStrike Falcon. All three of those companies at the CEO level, main stage use those exact three numbers, three x, two x, 15%. That’s the language of platforms, and they’re investing millions and millions and millions of dollars on teams. [00:42:59] Jay McBain: To go build out the Sam Andal in name spaces and places. So you’ve heard me talk about these 28 moments a lot. They’re the ones that you spend when you buy a car. Some people spend one moment and they drive to the Cadillac dealership. ’cause Larry’s been, you know, taking care of the family for 50 years. [00:43:18] Jay McBain: Some people spend 50 moments like I do, watching every YouTube video and every, you know, thing on the internet. I clear the internet cover to cover. But the fact is, is every deal averages around these 28 moments. Your customer, there’s 13 members of the buying committee today. There’s seven partners and they’re buying seven things. [00:43:37] Jay McBain: There’s 27 things orchestrating inside these 28 moments. And where and how they all take place is a story of partnering. So a couple of years ago, canals. Latin for channel was acquired by amia, which is a part of Informa Tech Target, which is majority owned by Informa. All that being said, there’s hundreds of magazines that we have. [00:44:00] Jay McBain: There’s hundreds of events that we run. If somebody’s buying cybersecurity, they probably went to Black Hat or they probably went to GI Tech. One of these events we run, or one of the magazines. So we pick up these signals, these buyer intent signals as a company. Why did they wanna, um, buy a, uh, a Canals, which was a, you know, a small analyst firm around channels? [00:44:22] Jay McBain: They understood this as well. The 28 moments look a lot like this when marketers and salespeople are busy filling in the spots of every deal. And by the way, this is a real deal. AstraZeneca came in to spend millions of dollars on ASAP transformation, and you can start to see as the customer got smart. [00:44:45] Jay McBain: The eBooks, they read the podcasts, they listened to the events they went to. You start to see how this played out over the long term. But the thing we’ve never had in our industry is the light blue boxes. This deal was won and lost in December. In this particular case, NTT software won and Yash came in and sold the customer five projects. [00:45:07] Jay McBain: The millions of dollars that were going to be spent were solved here. The design and architecture work was all done here. A couple of ISVs You see in light blue came in right at the end, deal was closed in April. You see the six month cycle. But what if you could fill in every one of the 28 boxes in every single customer prospect that your sales and marketing team have? [00:45:30] Jay McBain: But here’s the brilliance of this. Those light blue boxes didn’t win the deals there. They won the deals months before that. So when NTT and Software one walked into this deal. They probably won the deal back in October and they had to go through the redlining. They had to go through the contracting, they had to go through all the stuff and the Gantt chart to get started. [00:45:54] Jay McBain: But while your CMO is getting all excited about somebody reading an ebook and triggering an MQL that the sales team doesn’t want, ’cause it’s not qualified, it’s not sales qualified, you walk in and say, no, no. This is a multimillion deal, dollar deal. It’s AstraZeneca. I know the five partners that are coming in in December to solidify the seven layers, and you’re walking in at the same time as the CMOs bragging about an ebook. [00:46:21] Jay McBain: This changes everything. If we could get to this level of data about every dollar of our tam, we not only outgrow our competitors, we become the platforms of the next generation. Partnering and ultimate partnering is all here. And this is what we’re doing in this room. This is what we’re doing over these couple of days, and this is what, uh, the mission that Vince is leading. [00:46:43] Jay McBain: Thank you so much. [00:46:47] Vince Menzione: Woo. Day in the house. Good to see you my friend. Good to see you. Oh, we’re gonna spend a couple minutes. Um, I’m put you in the second seat. We’re gonna put, we’re gonna make it sit fireside for a minute. Uh, that was intense. It was pretty incredible actually, Jay. And so I’m, I think I wanna open it up ’cause we only have a few minutes just to, any questions? [00:47:06] Vince Menzione: I’m sure people are just digesting. We already have one up here. See, [00:47:09] Question: Jay knows I’m [00:47:10] Vince Menzione: a question. I love it. We, I don’t think we have any I can grab a mic, a roving mic. I could be a roving mic person. Hold on. We can do this. This is not on. [00:47:25] Vince Menzione: Test, test. Yes it is. Yeah. [00:47:26] Question: Theresa Carriol dared me to ask a question and I say, you don’t have to dare me. You know, I’m going to Anyway. Um, so Jay, of the point of view that with all of the new AI players that strategic alliances is again having a moment, and I was curious your point of view on what you’re seeing around this emergence and trend of strategic alliances and strategic alliance management. [00:47:52] Question: As compared to channel management. And what are you seeing in terms of large vendors like AWS investing in that strategic alliance role versus that channel role training, enablement, measurement, all that good stuff? [00:48:06] Jay McBain: Yeah, it’s, it’s a great question. So when I told the story about toast at the restaurant or Square or Clover, they’re not call, they’re not gonna call open AI or Nvidia themselves either. [00:48:17] Jay McBain: When you look out at the 250,000 ISVs. That make up this AI stack, there is the layers that happen there. So the Alliance with AWS, the alliance they have with Microsoft or Google is going to be how they generate agent AI in their platforms. So when I talk about a seven layer stack, the average deal being seven layers, AI is gonna drive this to nine, and then 11, then probably 13. [00:48:44] Jay McBain: So in terms of how alliances work, I had it up there as one of the five core strategies, and I think it’s pretty even. You can have the best alliances in the world, but if the seven partners trusted by the customer don’t know what that alliance is and the benefits to the customer and never mention it, it’s all for Naugh. [00:49:00] Jay McBain: If you’re go-to market, you’re co-selling, your co-marketing strategies are not built around that alliance. It’s all for naught. If the integration and the co-innovation, the co-development, the all the co-creation work that’s done inside these alliances isn’t translated to customer outcomes, it’s all for naugh. [00:49:17] Jay McBain: These are all five parallel swim lanes. All five are absolutely critically needed. And I think they’re all five pretty equally weighted in terms of needing each other. Yes. To be successful in the era of platforms. Yeah. [00:49:32] Vince Menzione: And the problem is they’re all stove pipe today. If, if at all. Yeah. Maintained, right. [00:49:36] Vince Menzione: Alliances is an example. Channels and other example. They don’t talk to one another. Judge any, we’ve got a mic up here if anybody else has. Yep. We have some questions here, Jacqueline. [00:49:51] Question: So when we’re developing our channel programs, any advice on, you know, what’s the shift that we should make six months from now, a year from now? The historical has been bronze, silver, gold, right? And you’ve got your deal registration, but what’s the future look like? [00:50:05] Jay McBain: Yeah, so I mean, the programs are, are changing to, to the point where the customer should be in the middle and realizing the seven partners you need to win the deal. [00:50:15] Jay McBain: And depending on what category of product you’re in, security, how much you rely on resell, 91.6%. You know, the channel partners are gonna be critical where the customer spends the money. And if you’re adding friction to that process, you’re adding friction in terms of your growth. So you know, if you’re in cybersecurity, you have to have a pretty wide open reseller model. [00:50:39] Jay McBain: You have to have a wide open distribution model, and you have to make sure you’re there at that point of sale. While at the same time, considering the other six partners at moment 12 who are in either saying nice things about you or not, the customer might even be starting with you. ’cause there is actually one thing that I didn’t mention when I showed the 28 moments filled in. [00:51:00] Jay McBain: You’ll notice that the customer went to AWS twice direct. AWS lost the deal. Microsoft won the deal software. One is Microsoft’s biggest reseller in the world. They just acquired crayon. NTT who, who loves both had their Microsoft team go in. [00:51:18] Question: Mm. [00:51:19] Jay McBain: So I think that they went to AWS thinking it was A-W-S-S-A-P, you know, kind of starting this seven layer stack. [00:51:25] Jay McBain: I think they finished those, you know, critical moments in the middle looking at it. And then they went back to AWS kind of going probably WWTF. Yeah. What we thought was happening isn’t actually the outcome that was painted by our most trusted people. So, you know, to answer your question, listen to your partners. [00:51:43] Jay McBain: They want to be recognized for the other things they’re doing. You can’t be spending a hundred percent of the dollars at the point of sale. You gotta have a point of system that recognizes the point of sale, maybe even gold, silver, bronze, but recognizing that you’re paying for these other moments as well. [00:51:57] Jay McBain: Paying for alliances, paying for integrations and everything else, uh, in the cyber stack. And, um, you know, recognizing also the top 1000. So if I took your tam. And I overlaid those thousand logos. I would be walking into 2026 the best I could of showing my company logo by logo, where 80% of our TAM sits as wallet share, not by revenue. [00:52:25] Jay McBain: Remember, a million dollar partner is not a million dollar partner. One of them sells 1.2 million in our category. We should buy them a baseball cap and have ’em sit in the front row of our event. One of them sells $10 million and only sells our stuff if the customer asks. So my company should be looking at that $9 million opportunity and making sure my programs are writing the checks and my coverage. [00:52:48] Jay McBain: My capacity and capability planning is getting obsessed over that $9 million. My farmers can go over there, my hunters can go over here, and I should be submitting a list of a thousand sorted in descending order of opportunity. Of where my company can write program dollars into. [00:53:07] Vince Menzione: Great answer. All right. I, I do wanna be cognizant of time and the, all the other sessions we have. [00:53:14] Vince Menzione: So we’ll just take one other question if there are any here and if not, we’ll let I know. Jay, you’re gonna be mingling around for a little while before your flight. I’m [00:53:21] Jay McBain: here the whole day. [00:53:22] Vince Menzione: You, you’re the whole day. I see that Jay’s here the whole day. So if you have any other questions and, and, uh, sharing the deck is that. [00:53:29] Vince Menzione: Yep. Alright. We have permission to share the deck with the each of you as well. [00:53:34] Jay McBain: Alright, well thank you very much everyone. Jay. Great to have you.