Podcasts about welcome tyler

Hey, a big hello, Portland, Oregon. Welcome to another episode of B2B Marketing & More. Yay! I have a very special guest today. Tyler. I actually love his name. Tyler Lindley. Tyler is senior sales instructor and SDR coach at Vendition. Let's find out what SDR is. Okay? Vendition is a sales training company. Tyler also has his own podcast “Sales Lift” with more than 40 episodes. So you should check that out. So let's get started. Welcome Tyler.   Tyler Lindley: Thank you, Pam. I'm going to bring you on my podcast and have you do that intro every single episode. (Pam laughs) That might just be my new episode forever.   Pam Didner: More than happy to do you intro and outro but I think I am going to scare people away.   Tyler Lindley: I loved it. I love it. Thank you. Thanks for having me on.   Pam Didner: Oh my pleasure. So, SDR. I heard about SDR. Can you explain what that is? And also, you know, people talking about inside sales and outside sales. Can you also explain that as well so we on the same page before we move forward?   Tyler Lindley: Yeah, certainly, certainly. So yeah, SDR for those that don't know is basically a sales development rep. Um, so if we think about what a sales development rep is, a sales development rep is someone that is qualifying, uh, prospects. They're doing a lot of prospecting, a lot of top of the funnel activity, basically sitting in between marketing and sales. So if we've got full cycle sales--   Pam Didner: Oh, that's a very tough, tough spot to be in. (laughs)   Tyler Lindley: [00:01:44] Yeah. It's a tough role to fill. It is it is an interesting place to be. Um, just, because obviously marketing and sales and the alignment there is really important. And the SDR is actually a physical group of people that are signing up to be in between those two groups. So, uh, um, so very brave group of, of folks that do a lot of cold calling and prospecting and it's, uh, definitely a fun adventure being an SDR, for sure. Pam Didner:  So, how is that different than inside sales and outside sales? Can you be a little bit clear about that one too? I have my own definition, but love, love, love to hear yours.   Tyler Lindley: So yeah. Inside sales and outside sales, um, I guess the main difference is inside is typically done indoors. Uh, but it is, it is sales.   Pam Didner: We don't go out.   Tyler Lindley: They don't go out! Yeah, really a lot of sales is now inside sales, where, you know, used to, when you think of outside sales, that was a lot of field sales where you had higher value accounts, you needed to develop relationships. So you were investing a lot more time and energy to go meet with clients in person. Uh, with inside sales, it's kind of the new model that get popularized by tech and software companies, where a lot of sales is happening just on the phone, on the computer. There's very, very little travel if any, happening at all. So everything is done remotely. And as we know, with the big changes with COVID last year, you know, a lot of teams that were outside were forced to move inside. Uh, so now inside sales has become almost the default. Um, although as things continue to loosen, I'm sure, you know, some of those folks that were doing outside before will go back to that model, but I think you'll also see a lot more folks, you know, maybe that moved inside to inside sales model will likely stay there in the future just because it makes maybe more logistical sense for them. And maybe they saw good results.   Pam Didner: So, is it fair to say that the role of SDR is kind of like a subcategory of inside sales to some extent?   Tyler Lindley: To some extent, yeah. If we think about SDR, the reason the SDR role was created was because we decided to separate the prospecting and the top of the funnel activities. From the kind of moving people through the full sales cycle and closing, we decided to bifurcate those roles. Um, and the reason being is that it's two different skill sets really. It's a different skillset to do prospecting. It's high volume. The messaging really matters a lot. You don't have to have a ton of product knowledge because you're not having very in-depth conversations. Whereas when you move to an AE role, a closing role, you really need to have a lot more product knowledge. You need to learn how to manage a lot of different stakeholders. You've got to learn how to drive to the close, overcoming objections, getting through purchasing negotiations. I mean, it's a very different skillset. So the roles were bifurcated because it kind of just makes sense to do them separately. And then what happens is a lot of SDRs will graduate into an AE role, assuming they're successful.   Pam Didner: So you mentioned that SDR is sitting between sales and marketing in that very, very cushy chair, which is between you and all the sales and the marketing department. Then the next question I would like to ask you is should SDR be part of sales or marketing? What is your thought on that?   Tyler Lindley: It's a good question. I think it really depends. It depends on the structure of the organization, depends on what's the value of a customer? I mean, and, and how many leads are we talking to? A lot of folks have moved to an account-based model and account based marketing model. And in that kind of a model, you know, it might make sense for the SDRs to live under marketing because they're doing a lot of the nurturing, a lot of the qualification that is really just an extension of your marketing efforts. So we've seen some folks pull SDRs over to the marketing function,   Pam Didner: Especially on demand gen side of things,   Tyler Lindley: Yeah. Especially. Yeah. And if you're doing it, yeah. A lot of inbound. If you have a lot of inbound leads, you want to make sure that that speed, the lead, the speed of the SDR getting on the phone is very, very important. So sometimes it can make sense for that to live in marketing and more of a campaign-based environment versus in sales. Now the flip side of that is that this is actually a sales role. This requires you to get on the phone. This requires conversations, soft skills, things that are probably better nurtured under a sales leader. Um, that's what I think the best model is to actually have an SDR leader that is specific to the SDRs and that leader, I think, can work on the alignment between marketing, the marketing leader, the sales leader, and, and bridge that gap, I think a lot easier. So for me, it depends. It can go in either marketing live under marketing, live in or sales, but yeah. At the end of the day, the SD R team needs their own leader. Um, because it is such a unique role that's sitting in between those two groups.   Pam Didner: Yeah. And the based on what I have seen so far, and you can comment on that as well. Majority of SDR tend to be part of sales organization. Would you agree?   Tyler Lindley: I would agree. Yeah, I would agree. And it also makes sense more SDRs, I think become full cycle sales reps—AEs--than they do marketers. It doesn't mean that you can't become a marketer as starting as an SDR, but it's a more common path to stay in sales than to move to other parts of an organization. So it definitely, I think more likely than not is, is housed under sales, but you could make an argument for it to be housing or marketing depending on the circumstances.   Pam Didner: Got it. So now we talk about, you know, the roles and responsibility. And the next question I would like to ask is the process. So, um, now obviously, uh, SDR can be part of the marketing organization or sales. In terms of the setting up the structure and process for outbound prospecting and also campaigns, what do you think is ideal process that put a marketing and SDR together and working together in terms of nurturing and also following up?   Tyler Lindley: Yeah, I think that the SDRs the, the, the messaging that marketers are using to, to generate interest, to attract good fit potential prospects should be the same exact messaging that the SDRs are using as well. I think there needs to be alignment in that messaging and it needs to be cohesive to where you couldn't really tell if a message is coming from a marketer or from an SDR.   Pam Didner: There's that seamless digital experience, right? So your customer experience, it doesn't matter what content you are using, what email you're using. It should be very seamless.   Tyler Lindley: Very seamless. The only difference is the SDR can potentially add a little bit more context, a little bit more of a human-centric element because it's an actual individual. So they should be taking the messaging from marketing that might be a more of one-to-many message and contextualizing it for that specific client. However, it should be the same message. We should be speaking the same language across marketing, all the way to the SDR all the way to account executives, customer success, across all of your revenue-facing parts of the organization should see be the same.   And the SDR plays a pivotal role because they're, they're the first person that's, that's really contextualizing that first specific account. I'm taking this maybe more broad messaging that marketing created, and I'm making it specific to this person at this account. Why is this relevant for them? or what is relevant for them? We have all of these different things that we can talk. What is Susie, who is the VP of Marketing going to care about? versus Jack who's the VP of sales? You know, what is he going to care about? How can I contextualize my message to make it relevant to that individual in that company?   Pam Didner: Got it. So messaging should be consistent and seamless. And obviously there's a training element of that to make sure that the marketing and the sales--including SDR--are trained in terms of messagings and have that consistent talking point along the way. And who should take the lead? If you actually have inbound leads that's coming and, uh, who should kind of take over? Do you think the marketing team should do some sort of pre-qualification first? or should that be directly just passed to SDR and the SDR can take it and run it?   Tyler Lindley: It depends on how fast that SDR can respond. Because as we know, inbound leads, the rate of drop-off and those converting, when it takes longer and longer to respond, it just continues to drop off. If the SDRs can't respond in real time--if you don't have a dedicated resource to be able to respond in real time,--then marketing should likely they should likely take a lead in terms of just doing some initial qualification. Now, do they need to do full qualification? No, but they should at least be moving the process forward immediately and maybe scheduling a call for that SDR. Now if the SDR can be a dedicated resource that can respond in real time, that's great. In my opinion, it's hard for that person to always be available, 24-7. Likely it's something you should maybe automate to some extent and then have the SDR manage the actual initial conversation, um, that should potentially be automated in terms of scheduling.   Pam Didner: You know, you brought a very good point, too, you know, in terms of who should take what? And I think having a huddle meeting between say the demand generation team and SDR on regular basis probably doesn't hurt. They probably should get together like a Monday at 10 o'clock. Day 11, whatever, right early week, and kind of review the leads that came through the week before and kind of review that, maybe divide and conquer. “Hey, you know why these are the four leads you should take over and start looking into it. There's a five things. Five leads. I probably can just do a prequalification or making a call.” But I do agree with you in addition to all that, the communication, a weekly huddle meeting that having automation, uh, set up life, for example, there's auto responders, but make that, um, the, the email itself a whole lot more personal, uh, will be great. And having a certain kind of automation set up, I think is very important that will help both teams, but having a huddle meeting on a regular basis from my perspective is also truly beneficial, especially when I was in the client, on the corporate world, having that kind of meeting, just talking things through and before we move forward to a next week. And I think that was that that's actually efficient. What is your thought on that?   Tyler Lindley: Yeah, I agree. And I think that huddle meeting should start with more of a service level agreement about the definitions of an SQL and an MQL.   Pam Didner: I totally agree.   Tyler Lindley: I think it should, it should start with what is our, you know, requirements, the business, how quickly are we going to respond to leads? If it's going to be a human driven resource, like how quickly are we going to do that? Just to make sure that everything is being followed up on. Every lead or prospect is getting the same experience regardless of when and how they're coming into the funnel. So I just think there needs to be alignment for a foundation set for that meeting to happen. And then I do agree that that always needs to be updated. We need to always be communicating about what are we seeing, right? What are we understanding? Like these SDRs are actually talking to customers. Listened to the gongs, listened to the conversation, relay the feedback. I mean, we have so much information. We're drowning in information right now, but, but are we actioning on it? Are we actually using that information to make positive change? And the SDRs could do that in two directions. They can do it backwards to the marketing team to talk about the demand gen or they can do it forwards to the AEs, closing the deals. And that part of the process, they really are bridging that gap, truly bridging the gap. They are the bridge. Um, so if you have an SDR team, treat them as such and, and meet with them regularly instead of just complaining and, “oh, man, this is not going well. They're not qualifying right. These leads are terrible, yada yada yada,”   Pam Didner: What?!? I love complaining. Complaining is so much easier than doing the real work. Come on! (both laugh)   Tyler Lindley: I mean, complaining is fine. It's going to happen naturally, but at least complained together, complain with each other--like SDRs complain with the marketing team, complain with the AEs because then you'll at least hopefully learn something that can affect change. Um, so that would be my 2 cents.   Pam Didner: Do you think SDRs do any kind of cross-selling and, uh, and up-sale with existing customers or purely just focused on new logo?   Tyler Lindley: I think SDRs should only. Prospect into existing logos if you know that if that logo, if it's maybe a dormant,   Pam Didner: Really big company is a very big company. They have a totally different division that, you know, product division, not doing totally different things, ok.   Tyler Lindley: Initially. Yeah. Potentially. Or if the, you know, the account has gone dormant and we're trying to reignite that account. I think that that should be owned, honestly, at that point by either the AE or even the customer success team because of that relationship; because we need the SDR focused on the top of the funnel and we need them focused on net new accounts. So I would lean for them, not that we can't teach the AEs and the CSMs how to prospect back into those existing accounts, but I think the SCR should kind of stay in their lane and focus on net new.   Pam Didner: Got it. So with that being said, obviously the marketing and SDRs on the front lines and they actually have a lot of information in terms of what customer feel about the products sometimes. So what do you think the process should set up? Should SDR provide the feedback, the product feedback directly to the product team? Do you think there's a value to that? Or that's something that needs to be done say you do a survey, you kind of follow up with, uh, the outside sales team that actually have a more in-depth knowledge or AE to provide that information.   Tyler Lindley: Yeah. I think you need to be learning it from both groups, because if you think about SDRs, they are both qualifying and disqualifying. So they are both learning the reasons for and the reasons people against people, you know, exploring your, your product or your solution further. So I think that there's a ton of value there in helping to go back and define your ICP to go back and define your target buyer, your different personas. Like, yeah, maybe we've got the perfect product, but we're just going after the wrong person in the organization, you know, wherever you're talking to the sales team, but we need to be talking to enablement or marketing. All of that information is contextual and it should be shared back across the organization--should be shared back to marketing should be shared back to product. Because all these things are related. I mean, your product, the messaging, and then all of the messaging that you're, you're marketing your enablement, your sales development team, your AEs, your customer success, like these are all related messages. So in my mind, the most effective revenue organizations are ones that are sharing across that spectrum. Anything that they're learning because they might learn.   Pam Didner: You can share that back to the product team.   Tyler Lindley: Yeah, you might learn something after someone's been a customer for five years from the customer success team that would impact, you know, product. But it might be something after a five minute conversation from someone who's not even a customer, they're just a potential prospect. So I think regardless of where you sit, all of that should be shared back to the product team and the ones closest to the actual prospects should be relaying that message.   Pam Didner: Understood. Well said. When SDR is working through the potential prospects and the conversion rate tend to be pretty small and they got a lot of disqualified leads or even loss opportunities. So what do you think that marketing should do with some of those disqualified leads or loss opportunities? Do you think it's their job to actually kind of really try to revive the opportunities or this is something that the SDR should kind of take a second look?   Tyler Lindley: So I think it's a shared responsibility. I think that the nurturing can happen from the marketing team or the SDR team. I think it depends on the value of the accounts, the amount of like, what is your total addressable market? You know, how many people are actually in your pipeline at a given time? If you have a very small addressable market, then a really valuable exercise for both marketing and for the SDR team to be trying to reignite those accounts, because there's not an unlimited number. Now, if you have a different product, maybe a lower, lower value product where you have a large total addressable market, I would then put that in marketing shoes to try to reignite, um, those type of accounts, um, making it more of a low touch, automated, automated, reignite fashion there. Uh, so I think it really depends on how big is your total addressable market? What's the value of a customer? And can we justify that being done by the SDR, that person, which is a lot harder to scale than having marketing do it in a potential automation. Yeah. Yeah, exactly. So it really does depend.   Pam Didner: So you bought a good point. I actually have additional insight I'd like to add to that specific question. There's another angle from my perspective, which is I talked to my client in terms of how to address disqualified leads or loss opportunities is determined by the causes of the loss opportunities or disqualify. Is it because of lack of budget? Is it because the timing is not right? Or is it because the feature doesn't, it doesn't work at this time. So because of different causes, and, uh, depending on the causes, you can also create different kind of nurturing while you can determine if you want to nurture or not. Does that make sense? Yeah, so I think the product part of it is really important, but the other one is the causes of disqualification.   Tyler Lindley: I totally agree. And you've got to set up the, the engine to be able to put those causes, identify the causes. Let's make it a dropdown select option, make it very easy for the SDR to display.   Pam Didner: I agree. Totally agree. (laughs)   Tyler Lindley: “Because of this reason…” Do not make it a fill in the blank cause you'll get a bunch of garbage,   Pam Didner: You'll get like a million choices. That's it!   Tyler Lindley: Or you can't do it. Yeah. Give them five choices, the drop down select and then, yeah, based on what they answer, you could then determine maybe this bucket. We want to reignite with the SDR team, these we're going to do with marketing. But make it simple and easy to know what you're going to do with each group.   Pam Didner: 100% agree. I think the biggest takeaway from today's episode, they are couple number one is the, uh, the close collaboration between sales and marketing, especially SDR and, uh, demand gen. And the second thing is have a process in place and keep that communication going. And I, 100% agree with you. Service level agreement is key, especially in enterprises. Another one is basically looking to if what any kind of disqualified leads and also lost opportunities and have a conversation with the SDRs and determine what the causes are. And also the products itself and then a set of a processing trends of if you want to nurture them or not. So those are great, great key takeaway, Tyler. You are fantastic! I'm going to ask you one more question. It's a silly question and I have two of them and you can choose one to answer. Number one. What is the most useless talent that you possess? Or you can choose to answer the next one. Did you have a ridiculous go in your life?   Tyler Lindley: Um, Those are great questions. Uh, let's see the most useless, useless talent. I would say the most useless talent I possess is, um, the ability to buy a lot of technology things, kind of like we discussed the other day, Pam. Buy a lot of technology may not need it all, but, uh, but just buy it. And try to figure out the use case for it sometimes after the fact. So some have some buyer's remorse, uh, from time to time because. I like shiny new things in terms of technology. And, uh, and sometimes I, I either look at the return policy or try to figure out what am I going to actually do with this after the fact. So I guess that's a very useless skill and a very expensive one at that. (both laugh)   Pam Didner: Well, you and I are the same thing. You and I will talk in about, um, just Tyler and I have a prep call and we will talk in about. How should I say it nicely? How much shit we have. (both laugh)   Tyler Lindley: Way too much.   Pam Didner: The, the A/V, you know, equipment, like I have three different microphones really. And I also have a lavalier microphone And then I have audio interface. Oh my God. And then I have webcams that we will talking about like the different, uh, equipment or the, the stuff that we buy, just, uh, just to set things up, especially for virtual communication is insane.   Tyler Lindley: Exactly. And we tend to buy more than one. Yeah, you need to know what that other mic sounds like.   Pam Didner: Tyler it's wonderful, wonderful to have you on my show. It's fantastic. And, uh, I love all the insights that you share. I hope that you will come back again!   Tyler Lindley: Yeah, definitely. Yeah. If folks want to find out more about me online, check out the sales lift.com or Tyler lindley.com. I'm also active on LinkedIn. So just search me, Tyler Lindley, and I'd love to come back someday and chat, chat, more sales and marketing with you, Pam. Thanks so much for having me on.   Pam Didner: Sounds good!

Description  This week Tyler becomes a “bobcat”, Garret is a “beat puppy”, and Darin and James are terrible managers and employees - making them perfect co-founders. All of that and the guys discuss the People component of EOS™ (Right People / Right Seats). Show Notes  00:00:00 - Pre Show The world's most amazing turkey sandwich “Icicles don’t have milk in them” 00:02:45 - Show Start 00:03:00 - Follow-Ups  Darin - Larry Walls three virtues of a programmer (this time all 3) Laziness Hubris Impatience Listener Becca - Loving Darin’s “attempt” at tech headlines, could he switch headlines with Garret? Darin’s recruiting lunch with Garret Expect to gain the Infoplus 20 lbs Garret - Sandler Update Fulfillment and Post Sell (Closing the sale) Demo of the product The Ultimate Upfront Contract Darin’s parents discovered OWTF “Boy you guys sure are using a lot of business talk” 00:11:10 - The Headlines Tyler Product L10™ - 3.5 Score this week Order Bulk Load speeds IDS had lots of talk-talk-talk Little rough and needs to get better New Website has launched for Infoplus James may have been backed into a corner and forced to launch it A case study on how NOT to do a project Product is doing great Got a monkey back from James Too many meetings - time to cut back More bobcat work than bulldozing required Real time follow up from James Shifting from Google to duckduckgo.com as search engine Don’t search for “bob cat” Back to Tyler  Two new support hires starting next week Darin Moment of crisis - Pain in his right hand Could this be an RSI (repetitive stress injury) Kicked off final Strategic Product Sprint Two weeks out from quarterly release Q from Garret - Do you feel more prepared having a quarter to plan a release “Uh. That’s a great idea Garret (note to self, plan the release)” Identified some sins through the first strategic epic to change next time Don’t carry over stories Better upfront planning Starting to think about next quarters epic Tech note of the week - AKA Listener Becca’s favorite part of Darin’s headlines New caching servers Garret LT L10™ - 4.0 Score “Fun” sales IDS Tried my best not to personalize that discussion Don’t carry that weight yourself 3PL Sales L10™ - 4.75 Score Team has really come together and embraced the TEAM mentality Retail Sales L10™ - 3.8 Score Team still slow to embrace the TEAM identify Decent IDS® issues and solutions Clarifying roles Started L10s™ for the both teams with a conversation around every person being involved in every part of the team Maybe a little too harsh in the delivery of that message James People Garret looked like a “beat puppy” in that L10 this week talking about sales Talking about performance issues on the podcast when people aren’t present Shared it to provide context around an already resolved issue If you’re scaling a company, many struggles are getting people to level up Normalize people struggling, normalize failure, bring it to the light Facilitator Ari’s actual title - Executive Director of People and Strategic Projects Yes - I did tell Darin he’s a bad manager and employee That’s what makes him a great co-founder Returning Monkeys Gave Tyler his Support monkey back D*mn it - Scorecards What you don’t measure and respect will fail, every time Quad 3.4, maybe 5 for Garret Sales Management James as a new employee Mentor Full body NO MMLT Holdings giving away millions and millions of dollars? Welcome Tyler and Garret into the partnership 01:04:49 - Topic 2 (1) Part 6 (but #1) of EOS™ - People Without the right people - the other 5 parts are impossible Right people equals alignment with core values Gotta have a process to improve and ensure you keep your people healthy Gotta have a process to help you part ways with people No attrition of people is a huge red flag 36 hours of pain is key to parting ways with employees Garret’s likes Infoplus has a complete focus on it Constantly monitoring right people / right seats Delegate and Elevate Process Absolutely loved the new process we use Career Planning - everyone knows their path forward Facilitator Ari as Executive Director of People Garret’s Dislikes Our lack of consistency around it Doing it differently, not doing it at all Tyler’s Likes Finding and Hiring the right people Putting a lot of focus and effort in our hiring process Keeping the right people in the right seats Career plans - knock it out and here’s your title and pay One on Ones - Managers shut up and listen Tyler’s Dislikes People Processes not up to the “bar” LMA - Giving each employee a number, setting clear expectations Darin’s Take - Who better to finish the discussion on people A small group of great people can accomplish great things Bombshell Insight: Finding great “A” players is key “I like computers, I don’t like people” James somehow cares about everyone around him being great and excelling 01:16:28 - Questions and Long Answers  N/A This Week 01:27:51 - End of Show - brought to you by Darin I won’t talk about Garret’s show notes (that you can find on onlywaytofail.com) The Credits Hosts, Garret Richardson, Tyler Samples, Darin Kelkhoff, and James Maes Show Notes by Garret Richardson Proofing and Title by Darin Kelkhoff Editing, Mixing, and Mastering by Brenton Wainscott

Welcome back Dayquillers. Sorry for the late episode. But the wait is over. So the usual Dad Joke, corny as hell from the stoned followed by some banter and intros. Welcome Tyler from Dabbling Dads Podcast. We get into our Dad stories. After Dad stories we talk about newborn babies and advice for the Gnome. Thank goodness, she was born 2 days later. Welcome to the Dayquill family kiddo. Big discussion on Thanksgiving. All the foods and pies are covered so enjoy getting your ears full and ready for the nap. Surprise, Dad Jeopardy makes its appearance with a twist on the rules. Who's gonna get the W. Semi spoiler, what a game and down to the wire!! We also discuss Family Traditions on Thanksgiving and movies, is it time to get into the Christmas spirit yet? We leave you with a fun Mad Lib, Dayquill style of course. Enjoy, thanks for the support. Have a great Thanksgiving with your family. We love yall. See you next week.

TSR Speed Shop RC podcast Episode 109“The Fallout”Hosts: Tim Smith and Matt Howsen     • Show introduction and welcome. Tim Notes: I got hacked and out come the cry baby tattle tails Jenni UpdateKitty update The fallout from opening my mouth last show. So many messages and most I never replied to….Who reached out and who didn’t?Peoples advice and how to handle this deal, maybe I need to give more detail. Let’s talk tires for street outlaw, Tires I have tried and wheels I painted another body, JC Chevelle… I was bored and I don’t really think its rad but lets give it away maybe? Pay for shipping and its yours. Heck I’ll even sign it for you. It’s hard helping people when I must bring them from zero drag race knowledge to three years down the road… I got a apple watch and so far its making me sad…. • News items Vegas no prep cash buy in race (100.00) Feb 29th check out RC drag talk for more info • RC Word Of the Week (brought to you by RC Driver)Shock Piston A small plastic, brass or nylon disk that travels up and down inside an oil-filled shock body. It uses a hole or holes to regulate the rate at which the shock compresses and rebounds. Main Topic: Tekin Pro4 motors for the street outlaw, Ty sent me the whole line!So far I have tested the 5800, and 3500 I have a test plan for no prep motor selection basically find the motor that doesn’t murder the tires on the hit and still lets me add enough timing to make mph. Welcome Tyler and Todd to team Tekin   Featured Item of the week Tekin Pro2 short course 4 pole motor Tekin's PRO2 Motor defines power and control for your 2WD Short Course Truck, 4WD Buggy and many other 1:10th scale applications. Utilizing the proven design of the T8 1:8th scale motor, the Tekin PRO2 delivers torque and produces the smooth power you demand for 2WD Short Course. Specifically designed with kV ranges to accomodate 2S and 3S LiPo power systems, 1:10th Short Course just got better. No other 1:10th scale motor on the market can deliver 2WD power like the PRO2. Get a Tekin PRO2 motor and never look back! Designed for use with the RX8 GEN3 ESC.Voltage Limit: 5800kV - 2S LiPo 5100kV - 2S LiPo 4100kV - 2S LiPo 3500kV - 3S LiPo 149.00 Thank you to MaxAmps, MKS Servo, Tekin racing, Graupner USA, CowRC, All you awesome fans, We love you all!

Welcome Tyler to the next episode. He’s a great guy with knowledge on long term relationships with a dash of swag. Only knowing him for a few months we instantly connected with the same love for making others laugh. In this episode we discuss what it’s like to be in a long term relationship, social media, and some of the things we see in our line of business. Enjoy this new episode and follow the page! --- Send in a voice message: https://anchor.fm/whatsthegroove/message

Dual Gauge Episode 1.2 - Why 18xx? 1:05 - Welcome Tyler! 7:40 - Hatanooga 11:37 - What We've Been Playing 18:00 - How Did 18xx Start for Us 27:14 - Why Do We Love 18xx? 33:25 - Our Go To 18xx Teaching Games 42:24 - Coaching?

Welcome Tyler! Go to www.RaceAthlete.com for all the awesome details! See the video I created for Belinda for an upcoming Ironman. (This is a larger file and will take a few min to load.) I promise to try and get an interview with her soon. She is just amazing amazing! I also did one for Desiree Ficker. See her at the finish line at Kona 2006! WOW. This makes it all worth the effort!!!!!!