When you run a business, it’s impossible to be everywhere at once – and this is where outsourced hiring can be a game changer. In this episode, Doug C. Brown speaks with Gino Ferrand, the founder and CEO of TECLA. Doug and Gino discuss leveraging the value of an outsourced team, navigating cultural differences, why you should equate thinking about hiring outsourced teams with hiring great salespeople, and much more.
Gino Ferrand is originally from Lima, Peru, and moved to the U.S. when he was 12. He’s lived in Santa Fe (New Mexico), San Diego, San Francisco, London, and now lives in Seattle. After graduating from the University of San Diego, he returned to Peru for a two-year stint and started what is now TECLA. Gino has dedicated his entire career to understanding the kind of talent world-class companies are looking for, and he’s built TECLA to 50 employees throughout the U.S. and Latin America who are dedicated to making Latin America the secret weapon for companies worth over $1 billion in combined value.
Visit his website: www.tecla.io
I got an amazing guest. His name is Gino Ferrand. He owns a company called TECLA.io. We are going to talk about SDRs. We are going to talk about what is called nearshore, offshore, or even onshore and outsourcing this process. We are also going to talk about why we should be outsourcing not only the process but why we should be outsourcing pretty much anything that we can in order to free ourselves up to create more sales. Remember, part of being in the top 1% is thinking and acting that way. Part of that is creating leverage through everything you do. Let’s go speak to Gino about leverage.
Gino, welcome to the show. Thanks so much for being here.
It’s great to connect with you and it’s great to be here.
I love what you do. Why don’t you tell everybody what your company is and what you do? We will then jump into the subject of the matter.
I have been in this space for several years. My company is called TECLA. What we do is work with mostly technology companies but also all sorts of companies. We are helping them hire talent in Latin America, so nearshore. We work with a lot of CTOs, chief revenue officers, heads of product, and CEOs. We are helping them with their strategy of hiring internationally and trying to stay on this side of the hemisphere with matching time zones. That’s what I have been doing in this space for ten years. Things are ever-changing, so it’s an exciting space, for sure.
You mentioned nearshore. I have heard nearshore, offshore, and onshore. For those who don’t maybe understand what that might be, could you break it down for them?
Onshore, depending on what country we are talking about, is hiring locally within your own country. Most of the companies we work with are in the US and Canada. Onshore for a US company will be in the US, and it might be very local in the office or it might be remote across the country. Outside of the US is offshore. Companies might be working with vendors or individuals in different countries around the world.
Nearshore is a subset of offshore and international. Nearshore is part of the entire offshore market outside of the US, but nearshore is defining that the vendor or the people you are working with are in a country that is closer to the US geographically. That does help with time zones and communication factors. Nearshore is Latin America. Canada can also be a nearshore. If you are a US company looking to Canada, Mexico, Central America, and South America, that’s mostly what’s considered nearshore for the US. For every country, nearshore is going to be different. It’s going to be the countries that they have close to them or their neighboring countries.
That makes a lot of sense. Thanks for the explanation. We are the CEO Sales Strategies show. I’m sure some people are going, “What does this have to do with selling? What does this have to do with sales?” Let’s talk about some roles. As sales leaders, we can leverage this type of talent that you are talking about. A lot of people are looking at not only, “How do I increase revenues?” but, “How do I increase profitability? If we can lower our expense and still complete the job at the same level we did with other talent, then we increase our profitability.”
For example, Sales Development Representatives or SDRs. That’s a big buzzword. People are like, “I got to get an SDR and have somebody call out for me, qualify my leads, and things like that.” Let’s talk about how utilizing offshore talent improves the sales process in a lot of ways or the efficiency and effectiveness of it.
We were chatting before the show. I have been sharing with you how the number of companies in the US that reach out to us because they are hiring sales teams in Latin America and nearshore has grown maybe 5 or 6X in the last few years. We have always worked with different departments within a company. We have helped companies hire marketing teams, design teams, and anything that has to do with products, but also the business side or maybe the administrative side. We’d always worked with revenue officers, heads of sales, and chief sales officers. We are seeing that growth be quite significant.
We are working with a lot of companies that reach out to us and they are telling us what you were sharing. They are hiring SDRs, but they want to do it nearshore. Those are mostly companies that are looking to be as lean as possible because of the economy in the last couple of months and venture capital money. Everything that has happened in the economy has made the vast majority of companies in the US look toward profitability. A lot of sales departments are like, “How can we generate meetings for less money? We want to keep doing outreach. That’s part of the strategy. We are not cutting that strategy, but how can we do it in a more cost-effective way?”
Companies are reaching out to us and they are telling us like, “We want to hire in Latin America.” That’s when we get into the conversations of, “What is a great SDR for your company?” It gets into the nitty-gritty of, “How do we find the right team for you?” Some companies follow all the way through. We have seen companies be very successful in hiring SDRs and sales executives and meeting lead-generation team members. Others have maybe been half as successful. They might set out to hire 15 people but they have only hired 5 and that’s okay with them. Others have pulled out of the process during recruitment because they realize there is a difference culturally and things like that.
It’s not a one-size-fits-all strategy. It’s not like this is a magical thing that your sales team needs to do. We have seen it grow quite a bit. Historically, it was more technical recruitment, so companies looking to nearshore developers, designers, and product and implementation people. This time, it’s a lot of revenue officers reaching out and they are looking to make their money go a little bit further.
I even know that some of my clients that I work with have done that. We have hired SDR teams, closing teams, and sales operations teams as well. Even my company, we have a couple of people that are full-time qualifying calls. The reason I was so excited about you coming here is because a lot of people want to be in the top 1% of earners. That’s what our schtick is. We teach how to think and act that way. The number one way of doing that is creating leverage and getting stuff done when we don’t have to.
What I love about what you said to me when we first talked was there’s a difference when you are doing this offshore or even nearshore. You brought up the word culturally. If we are in the United States, for example, Canada, Great Britain, or wherever, we still want a cultural fit. That’s one of the places that people don’t think through in this concept of hiring nearshore or offshore. They are not thinking culturally that these people still need to fit into the culture of their company. They look at it and go, “They are $8, $10, $15, or $20 an hour and I’m paying people $45. Look at the margins.”
Let’s talk about the cultural thing because I found that to be important as well. If, let’s say, we are doing campaigns and getting more people from Mexico, South America, or whatever that culture, they understand it better than Americans understand it. The reverse happens, too. What are your thoughts on the cultural fit?
That’s the biggest factor when you try to fulfill the needs that these companies have. Once you get into it and you start presenting candidates and everything, that’s when companies are able to tell what talent they are able to get in countries in Latin America. A lot of the companies that we work with are looking to hire people who will sell or reach out to decision-makers in the US. Culturally, it’s critical. If you do an interview or hire an SDR or salesperson in Mexico who has no experience reaching out to and selling to you, for example, in the US or another CEO in the US, or whatever decision maker like CTO, CEO, or whoever they are reaching out to, that’s where things break down.
A lot of companies are looking to vet for English and communication skills. We always vet that strongly. That’s always there. The language is not the culture. The language is one piece of it. They might have a great level of English and the person on the other end of the line reading that person’s email will understand what that person’s trying to say but the approach is wrong.
The trends of what people are receptive to in the US are different than in Mexico, Brazil, India, and the UK. Every country and every culture has its way of dealing with cold emails and cold calling. Things have changed so much throughout the last couple of years. It’s been crazy to see what worked several years ago in terms of a cold email or a cold LinkedIn message versus what works now.
Companies find that it’s not just a matter of cost like apples to apples where it is $45 versus $10, $15, $20, or whatever dollars an hour. It’s still making sure that you are finding the people who have the right mindset, are going to be a good cultural fit for the company, and are able to sell to your buyer. It’s not a financial decision. It’s still about hiring great salespeople. It’s expanding the talent pool if you will, but the standards still have to be high. It’s a challenge.
I love what you said. It’s about hiring great salespeople. It doesn’t matter where they are and who they are as long as they are great salespeople and will fit into the culture of the process. I will give an example not just of salespeople. I’m in Poland right now. My wife is from Poland. We have been here for a few weeks and I’m learning a lot of things about Polish culture that I never would have known if I had not been here amongst the people.
They do business a bit differently than we do here. Even in the restaurants, they do business differently. In America, you sit down, they come over, and they are looking to be friendly to get a tip. Here in Poland, they don’t tip. It’s like, “Here’s your menu. Here’s your food.” In the United States, we would ask for eggs, for example, for breakfast. We’re like, “How do you want your eggs? Do you want them scrambled or poached?” Here, you just get eggs. That’s it. It’s one egg. It’s scrambled and that’s it unless you bring it up.
Also, they don’t push you out of the restaurant here. You can sit here for 90 minutes. In the United States, they want to turn the tables over because they want more people to be coming through. It’s a very different culture. If we come in as an American and try to force American culture into that process, they are going to be upset.
Conversely, if they take their process and put it in America, some of us might be like, “Thank goodness. We can relax a little bit.” But the reality is that if you are working with all these high-driving sales personalities and CEOs, they are not going to want to take that type of time and process to happen in their life. It’s the same thing in the sales process.
In the United States, we have a lot of Spanish-speaking people. You do a lot in Spanish-speaking countries. If we are in an environment like Los Angeles or some environment that has a large business population of Spanish-speaking people, here’s the bottom line. If you can connect with them in their language and understand part of that culture, you build instant rapport.
My Spanish es malo. Mi Español es malo. It’s terrible. I’m bad at it, but the fact is I can speak enough that people have bonded with me over the fact that I tried to speak their language. My daughter who is fluent in Spanish can carry on a conversation with you or anyone in your native language and you will have better rapport. You might appreciate the fact that I can speak it, but some people like to do business in their native language versus being forced to say it in English. When you look at this and you look at this from a sales perspective, what would be the top three things that you would tell people, “If you are going to go and do this, you want to look for A, B, and C as the mainstay, never-change parameters around this.”
In terms of hiring SDRs in general or the LATAM angle?
Let’s start with SDRs and then we will go to the LATAM angle because I wanted to get there, too.
It doesn’t matter where you are hiring your sales team. You shouldn’t make a parameter for where you are hiring. Rather, the parameter should be around who you are selling to. We work with a lot of companies in LA, California, and Texas that have the need to hire people who are bilingual. It’s a different case than I have been talking about before. It’s more to what you were saying. Their customer is the Hispanic market and Latino market, so it’s like, “We need to hire SDRs who can speak Spanish because they will use it.” We then have other companies that are like, “Our decision maker is fully US. They need to speak perfect English.”
To what you were saying, it depends wholly on who you are selling to. Once you identify that, then you can go into any market in terms of hiring, whether it be locally or internationally. It all starts with who you are selling to. If you are selling to somebody who is going to be maybe a higher-up decision maker and you need to be very savvy to get that meeting, it’s going to be hard to get that meeting.
You don’t want to hire someone who has never done business with a US decision-maker because of what you were saying about America and the difference in restaurants, restaurants kicking you out and so on. It’s also a preference for Americans. Americans want the check ready to pay so that they can leave because they’re busy. It’s like, “I want it so that I can pay fast because I have to move on.” In Latin America, I struggle to get the check because the typical person wants to relax. They are not thinking about getting out of there as soon as possible.
You have to get in the head of the buyer and hire people that can sell to that buyer. It’s not just the language. In the US, you wouldn’t hire an SDR only because they can speak English. Most Americans can probably speak English. If that was your only parameter, then your hiring process is probably going to be a pretty crappy process because it’s so broad. You are hiring anyone who speaks English. If you do that same thing abroad, you are going to get the same problem. They speak English, but have they had experience doing business with your type of buyer? The most important thing is relatability.
Besides the language, it’s being able to say, “You are from Chicago,” or, “You are from New York,” or, “You are from San Diego.” There is something about it that you have learned about the person. I have seen a lot of great people internationally that traveled a lot to the US, so they know a lot about the US even though they are not American. Depending on who they are talking to, they can find something to connect around even if it’s sports, pop culture, entertainment, or current events. That’s important.
What I have seen worked the best is not the pre-canned stuff. Apollo and every single tool for outreach has the whole “you can create templates where you fill in certain things”. The best cold emails I have received are the ones that talk to me independently. That took a lot more time. If they mentioned ceviche, Lima, or Peru and they say something like, “I loved Machu Picchu when I was there several years ago,” I don’t care if that person is in the US. They might be in India. They might be in Germany. They might be wherever. We are connecting on something about me. Good SDRs learn how to do that and find something that they can connect to. Language is not the most important thing even though it seems like it should be.
I’m so grateful you brought that up. I have seen many people make this mistake. They are like, “This person’s affordable. Hire them,” and then it is like, “This person can’t get me appointments, can’t close the deal, or can’t do this.” The reality is they are not vetting them like they should.
What you are bringing up and saying is “let’s identify who the buyer is”. Can this person sell to that buyer? Can they relate to that buyer? Is their selling profile what we want it to be? That’s primary or first. The secondary is whether or not it’s offshore, nearshore, or onshore. It’s going back to the basics of being clear on this.
I see this as a huge mistake. Early on, I made that mistake as well. I hired somebody in South Africa. They could speak English so I was like, “This is cool.” I then realized culturally it was very different. When Americans were pushing back on them, they were not used to that. They are taught not to stand in the way Americans stand and communicate. It was one of those things where it wasn’t a fit.
The styles are so important. I have hired salespeople in LATAM and around the world as well. The biggest thing in LATAM, for example, is that you have to be much more respectful than you are in the US. Respectful isn’t the right word, but do you know the emails that are three paragraphs long? They are like, “I’m so glad to be writing you this email to connect with you on this.” In LATAM, to send an email that says, “I’d like to share a little bit about this,” or, “I saw that you did this,” and some achievement, short emails are disrespectful in Latin America.
I feel like cold emails and cold outreach have gotten much shorter and to the point, and Americans are okay with maybe sending it to spam or maybe replying, but at least it’s short. In Latin America, traditionally, to send a very short email like that where I’m like, “This and that,” it would be seen as aggressive. You have to know who you are interviewing.
A great lesson for everybody, what Gino said. Here’s the thing. Know your audience. If you are trying to penetrate an audience in Latin America and use a short, quick burst of wording, it’s going to be offensive. It’s going to be disrespectful to their culture. In the US, studies have shown clearly that emails under 150 words get read far more than emails over 150 words. In the US, get right to the point, so to speak. That’s how it is. Whatever country we are selling to or selling in, we want to match the people who understand that concept. Let’s say that we have all the attributes. You still have to train these people in that concept, right? Am I incorrect or correct?
You still have to do onboarding and training. Everything else is the same as you would onboard anyone. It’s not just the interviewing process, but what happens afterward. Wherever you are hiring salespeople, if you are doing the process correctly in terms of vetting and speaking to the right people with the right experience and style, then the training will be much easier.
Wherever you're hiring salespeople, if you're doing the process correctly in terms of vetting and speaking to the right people with the right kind of experience and style, then the training will be much easier. Click To Tweet
A lot of companies we work with are also entering Latin America like, “We are opening offices. We are trying to sell in the Latin American market.” To what you were saying there, maybe then, you also have to learn what works in terms of communication there. It’s all a matter of the style of the person you are hiring. Sometimes, you are hiring someone that you think, “For my buyer, this personality is going to get them to react positively.” Versus you interview somebody and realize that they have been working in the same space. Countries are a huge change, but even within industries, every process is different. The size of the company also matters. The styles are so varied for outreach.
That is a great lesson. Before you go to hire people, make sure you are clear about what you are hiring for. Make sure you understand what the target is, who they are, the psychographics, the demographics, and the personality profiles of those you are dealing with. Are they the buyers? Are they the influencers? How do you train people?
I have seen companies hire people like this. They give them one sheet and they go, “Say this. Here’s your script.” I have looked at the script and I’m like, “This is a terrible script.” Then they are like, “They can’t get appointments.” It’s like, “No wonder. You are not training them on everything we are talking about and setting them up for success.” Once we hire these people, training is extremely important. Not once, but ongoing training as well is very important to continue forth. I see that as another mistake that people make when they are hiring offshore or nearshore. They turn them loose and go, “We will judge by the numbers,” versus driving it forth.
That’s a difference in strategy, too. Some companies are trying to do more highly targeted and very personalized types of outreach, and then other companies get on Apollo or LinkedIn Sales Navigator and put in as many leads as they can through this canned sequence. It’s the numbers game. They’re like, “A 1.5% or 2% response rate B2B, we are doing amazing. Put in as many categories as you can.”
Some people are hiring for administrative like, “Put in prospecting.” That’s a different hire, too. Know what type of role you are looking to fulfill because a person who can do prospecting at speed is different than a person who is like, “You reach out with your own words. You convert Doug into a lead.” That’s a whole different set of skills, I think.
It goes back to being very clear. It’s your first rule. Identify who you are selling to. Be clear about whether they are qualified at what level. We have to make sure as the person hiring that we are clear about the role that they are supposed to be playing. That’s what I’m hearing clearly through our conversation. Take any sport. If somebody’s a good quarterback, you don’t put them on the front line to block. They might be able to do an okay job at it, but they are going to get hurt when it comes down to it in a lot of ways. A person who runs down the field and catches the ball, you don’t necessarily make them the quarterback. It’s where they fit into the place.
Let’s jump to LATAM for a quick moment here. Let’s say companies are like, “This is cool. Should I hire out of Latin America? Should I hire out of Canada?” Why would they want to go to Latin America? What are the advantages or maybe some of the detriments that they have to watch out for if they are not aware?
The biggest advantage, especially when you talk about sales, is what we were saying. As a company, you want to lower your cost of acquisition and lower that cost to generate a lead. That’s never going to go away. Every company is always going to want to lower that cost. Nearshore is at an all-time high in terms of interest. They are in the conversation for revenue teams and AI. Those two things are the main things like, “How can we leverage this to lower the cost of generating the meeting?”
Latin America, because of the cost-benefit compared to Canada, still compares to the vast majority of the US, the time zones, and the cultural similarity. Hiring great lead generators and outreach people in LATAM has to be a lot easier depending on your process and how personalized you want it to be than maybe in India or Asia.
LATAM is a lot closer to the US culturally than a lot of places in Asia. Back to what we were talking about, that’s the big advantage. If you are looking to go offshore, then try to go with a place that has time zone compatibility and cultural similarity to find the person who is able to style-wise sell to your buyer. Those are the main reasons why we are seeing companies look at Latin America more in terms of hiring salespeople.
The sales funnel is so complex. You were talking about the quarterback playing in a different position. They might do okay in it. That’s how it feels in sales. It’s like a whole football team of positions. There are so many positions and so many specializations within even outreach. There are the technical people. There are people that know how to use Gong. There are the trainers of the team and maybe the people who are prospecting versus the people who are writing the actual copy for the sequences or developing scripts. It’s gotten so complex. I’m sure you have seen firsthand in your space, how complex the funnel has gotten for sales and outreaches.
It has because the internet flattened the information in the world. It’s no longer the salesperson in a marketing team. It’s all these different levels of people and processes that’s happening within. I fully agree.
To add one last thing, there are so many positions and specializations within a funnel. That’s where offshore does make sense for a lot of companies and nearshore. If you have someone very good at getting on the phone, then have that person on the phone all day long. Have the people that are good at their position.
Do hire someone in LATAM if they are looking for prospecting research. There are a lot of these tasks that you can save money on because you are going to have your key players in the US be on calls with clients, closing, and upselling. This is the strategy I see successful companies implement. You have your key players wherever they are doing the key operations, and then you would say, “All of these other things that you are wasting your time on that are important, but at your pay scale, are too costly, let’s have someone else do them.” There’s a lot of different administrative stuff within sales, like outreach funnels.
You hit upon something that a lot of true 1% earners do. They figure out what their worth and their value are. Let’s say they say, “I want to make $2,000 an hour for everything I do.” They are not doing research. They are outsourcing that component. They are taking every single thing other than them being in front of people closing business to get $2,000-plus an hour. Out of every single moment they are doing, they are using a team of people to create all of that backend, but very important stuff that has to get done. If they spent 15 hours a week doing that all themselves and they had $2,000 an hour or $1,000 an hour as their goal, it never would happen because they can’t do it. It’s a smart thing to do if one wants to be in the 1% earners category because it’s a team effort. You need a team.
When we look at commissions, let’s say we get paid $10,000 per sale or whatever. We know we want to make $1 million and we have to sell 100 of those. Let’s say we have a 20% overhead that we are outsourcing for all the other stuff. We know we’ve got to make 120 sales a year to net that $1 million but we are not doing all the stuff we need to be doing. We are getting sucked down the pathway that we will never sell even 100 if we don’t utilize the talent that you are talking about to do those important and sometimes even urgent things that need to happen.
It’s more so that we need to focus on those things that are driving the sales, closing sales offshore, outsourcing, and all the other stuff. It blows my mind sometimes because I have this conversation with people. They are doing $300,000, $400,000, or $500,000 a year and they want to get to $1 million a year in net income but they won’t do this. They are like, “It’s against my belief system that it would work.” This is the way to actually do it. I’m so grateful you brought that up. Thank you for doing so.
Are they, for example, running micro sales agencies? Are you talking about sales executives at companies like themselves in that specific case that you were mentioning, as an example?
It can be both. Some of them are running small agencies and they have their interior people. They might have 3 or 4 people reporting to them. They are so in the micromanaging stage of that thing that they take their time and start coming back in and pulling their focus away from the things that matter. There is one guy I remember in particular. He gets $50,000 per sale on everything he’s doing and he was making his own coffee.
I said to him, “Let’s figure out what this costs you. You are spending half an hour a day making coffee. If you take that times six days a week,” which is what he was working, “that’s three hours a week of making coffee. 12 hours a month multiplied by 12 months, you have 144 hours making coffee. How many sales could you make at 144 hours?”
That’s the whole thing. You train somebody to make coffee exactly the way you want it made. If you do a good job in training and maybe are able to scale that training to be less you could have a whole Starbucks.
Speaking of Starbucks, his answer was 5 sales in the 144 hours. He said, “I can close five $50,000 sales.” With $250,000 extra in commissions, you can have Starbucks make it every day and hand deliver it. It’s crazy. I’m so grateful you brought that up. The leverage component is what stops people a lot of times from getting into that top 1% bracket because they are so mired down in that.
What you are doing is helping people to expand their minds and understand that if you have good people, you could leverage those people, but we have to run a P&L like we would run a business. We are going to have expenses. We are going to have money coming in. We are going to have something coming over at the end and that’s what we keep. We better build in part of those commissions for the expense portion, which means we will probably have to sell a little bit more, but we can. That’s the whole thing.
Exactly. It’s a net creator, too. The more people you can hire to scale your business, the more people you are hiring in the US, too. The successful offshore operations that I have seen from companies are they are looking to LATAM not to create core competency or not to be like, “We are replacing great key people in the US. We want to save money.” With the numbers that you were using to do your calculations, we can be leaners. We can be more effective and then create more leads and hire more people in the US to maybe close those leads.
That’s a big debate. There are a lot of jobs being outsourced, offshored, and nearshored and replacing people in the US. It is a finance thing on how you can create more opportunities for people to close on. It ends up being companies hiring even more in the US because then, they have scaled the lead generation part of the business.
In the early days, I would’ve thought that people being hired outside of the US are going to replace people in the US, but since I have traveled all over the world, people from Europe hire people from the United States. People from Africa hire people from the United States. It’s not that it’s only being done one way in the process. If you go to Dublin, Ireland, it’s a big tech hub. Poland is starting to become a big tech and terminal for air traffic and things like that.
The world is getting smaller anyway. It’s not always like rich countries hire poor countries to do the labor. That used to be more of the model. It’s becoming much more reciprocal. I’m meeting people in Warsaw, Poland where I am who are coming from Switzerland, which is not a cheap country to live in. They are coming from the UK and the United States. I was shocked at how many people are speaking English here. It’s a reciprocation.
Many years ago, I would agree with the statement that we are taking American jobs away and we are giving them to other countries. This time, it’s not the same. The world is flat. You have internet connections. A lot of times, sales are being done not even face-to-face any longer. You have businesses all over the world. There are some new American auto companies coming into Poland. I was talking to people from France and Poland. They are being hired by the American auto companies. It’s one of those things that the world is getting smaller in that capacity.
If we don’t utilize this to our advantage, we are going to run our profitability lower. It’s that simple. Guys like yourself who understand this are huge assets to people like me and other business owners who can take advantage of that concept, your knowledge, and your wisdom in this whole process. I have a question. I’m sure people who are reading this are going, “If I get ahold of Gino, I want to know more about him, more about the company, and things like that.”
To anyone who is interested in nearshore and hiring in general and wants to chat, you can email me at Gino@TECLA.io. I’m also pretty active on LinkedIn. If you find me @GinoFerrand on LinkedIn, I’d love to connect. Our website is TECLA.io. I’m happy to speak to anyone interested in the connection that is happening between LATAM and the US with sales and work in general.
All of you can reach out to Gino. I highly recommend you do that. Create leverage in your life.
Remember. You want to identify who you are selling to. Before you go out and outsource anything, let’s identify who they are selling to. Let’s make sure that we have the qualification set, whether you are offshoring it, keeping it in-house, nearshoring it, or whatever. We must know what we are looking to create and who we are selling to or who the buyers are. Those people must be able to relate to those people on their level.
If you do that component of it and you get clear about who the personality and what the traits and the needs are, and you can fill that with those ideal people, then you are going to have a good match. When you are hiring offshore, nearshore, or even onshore, you are going to have a far better match. Remember 1% earners, you want to focus on selling. Anything else but client acquisition, you want to get rid of off your plate. The reason for that is there’s only one of you. You can only create so much leverage by yourself.
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