Get Through The Door And Talk To Executives From A Sales Perspective With John Turner [Episode 100]
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Do you know how to have successful sales conversations with executives?
In this bonus episode, Doug C. Brown speaks with John Turner, the Chief Revenue Officer of Certinia (formerly FinancialForce). They discuss how to approach sales executives and senior-level executives, how to speak to executives for win-win deals, what to look for when hiring sales representatives, and more.
In this episode you will learn:
Episode’s guest – Josh Turner
John Turner is Chief Revenue Officer at Certinia (formerly FinancialForce), is responsible for all of Go-To-Market, and has more than three decades of experience in sales and talent development – including 20+ years in the software industry. John joined Certinia most recently from Red Canary, where he served as Chief Revenue Officer. Prior to that, he was Head of Sales for Google Cloud Security Products responsible for global sales for all of Google Cloud security products. John has served as Chief Revenue Officer at Chronicle, an independent company within Alphabet, focused on enterprise cybersecurity, and as Chief Revenue Officer of Project Lantern at Google X, Google’s “moonshot factory”. John earned an MBA from San Jose State University and completed a Negotiation and Influence Strategies certificate from Stanford Business School.
Visit his website: www.certinia.com
Get Through The Door And Talk To Executives From A Sales Perspective With John Turner
I have a great guest. His name is Mr. John Turner. He is the Chief Revenue Officer for a company called Certinia, which was formerly FinancialForce. They’re at www.certinia.com. We’re going to talk about talking to executives from a sales perspective. We’re trying to get to the executive. We’re trying to have conversations with the executives. We’re wanting to sell to these CEOs and other senior-level executives.
What do we need to prioritize in their eyes? In other words, we may want to prioritize what we want to sell from our positioning, but what do we need to prioritize in their eyes? How do we do it? How do we go about it? What is the most successful way and the way not to do so? You’ll find this invaluable. Please grab something for writing notes or recording notes. This is going to be a great masterclass in how to talk to CEOs and senior executive-level people, and how to get through the door and sell to them. Without further ado, let’s go speak with John.
John, welcome to the show. Thanks so much for being here.
It’s a pleasure being here, Doug. I’ve been looking forward to this conversation.
John, you’ve had a lot of experience, twenty-plus years in the software development industry, and decades of experience in sales. I’ll call it talent development because we discussed that at one point. You have a real big passion for building championship teams and unlocking talent. I’d like to talk about that. A lot of people come and they’ll send questions like, “What is the priority that I should be focused on?” I’m trying to reach executives in larger organizations. For example, CEOs. What’s the priority that they’re focused on?
It’s such a great question because it’s something that I’m trying to teach my sales organization. Particularly in the way that the world the way the world has changed now, prioritization is going to come much more into focus and be something that’s going to be important for salespeople. The way I lead and the way that I lead the businesses, I have anywhere from 2 to 3 to 4 priorities for the organization over the year.
These are the things that I make sure that I have to execute upon. Those are things that I agree upon with the CEO and the board. Particularly in the past few years, you could do a project or you could get to somebody without having it be a 1, 2, or 3 priority project to the company. You could probably sell something and have someone make a decision.
If you’re not a 1, 2, or 3 priority, you’re probably not going to get the attention of an executive, and you’re surely not going to get into a sales cycle with an executive. An example of one of my big priorities here at Certinia is enabling, training, and teaching the sales organization how to sell, manage, and run a process.
There are a lot of running key plays. There’s a lot of enablement that needs to go on here for our future. It’s a high priority that I’ve agreed upon with the board, and also with the CEO and in my organization. It’s one of my top three. As a result, I’ve brought on two new providers who I’ve worked with in the past. They were shorter sales cycles because they were tied into something that was such a high priority.
What I’m teaching my organization is to understand what are the 1, 2, and 3 priorities for a company, the CEO, the board, and the executives you’re speaking to. If you don’t know whether you’re fitting into one of those priorities, you probably don’t have a deal or an opportunity that you’re going to be able to forecast. That’s probably one of the reasons why deals are slipping. When we trace it back to where you tied into a high priority for the company and an executive who’s told you that, more often not or in many cases, we’re not tied into that, which is why the decisions are getting pushed. That might have been a yes a year ago.
Let’s say that I’m a sales rep. I work for any company. Do I find this information prior to discovery? If so, how do I?
You should do your homework. For instance, in my own situation, I started 120-plus days ago. Certinia has been around since 2009. We’re in a competitive growth industry. There are priorities that any new executive’s going to have. Often, it’s getting to know the organization. In some cases, there might be a growth mandate, which you could probably guess that me coming on board with my background.
My mandate is going to be to grow the company in a productive, but predictable manner probably in some future point of going IPO. If you’re going to approach an executive at a company, look at the background of where the company is, where you think the executive is. New executives and people come on board are great opportunity to have a point of view of what their priorities would be, but then also ask them what are their priorities.
When I meet with executives that are new, I will say, “What is your mandate? What are the 3 to 5 things that you that you have to execute upon?” It makes it for a useful conversation. If someone’s been there for a while, you can look at the company. Have there been acquisitions? Is it a growth company? Is it a company that hasn’t been growing where they’re probably going to need to focus on profitability?
That’s another big one in today’s world. Profitability is going to rule the day. Anything that you’re doing that is going to tie into profitability or return on investment is probably going to get the attention of an executive. I do the research. What is the background? I like to look at where have they come from, where have they been, and what’s going on with the company, and form some opinions. Ultimately use that as a door opener to talk about to talk about bigger priorities.
Is that being done via LinkedIn industry trade publications? Where would one look? Let’s say that I’m trying to get to the executive level or the CEO of a software company, for example. Do I start with LinkedIn? Where do I go?
The first thing I do is depending on what buying center you’re targeting. Let’s say this is Certinia. At Certinia, often the decision makers are either the CFO or your head of professional services. The first thing that we instruct our team is, what vertical is the company? In this case, it’s a software company. Most software companies have a services organization.
Most services organizations in software companies are not run efficiently or effectively. They’re managed by spreadsheets. That creates a lot of issues around ensuring you have the right person in the right place at the right time to serve your customers. There’s also a lot of revenue leakage where free services are being given out, services are being given out that aren’t billed for, or projects aren’t scoped properly. As a result, you’re losing you’re losing revenue. Also, your expenses are higher.
Going in a software company where most software companies, particularly if they’re pre-IPO, are under pressure around expenses, expense management, and efficiency, a great way to go to the head of professional services is to look for that person in LinkedIn. Look at their background. If you know somebody, an introduction is going to be 100 times more effective.
Also, a personalized message to that person that says, “I’ve done research on your company. I’ve seen that you’re connected to these people. This is a common issue that companies in your industry have been facing. This is how we address it.” Those are all going to have a much higher probability of responding to.
I go to LinkedIn. I go to whatever public information’s available at the company like Crunchbase, their website, press releases, or Glassdoor. Those are all ways that you can get a view of what’s going on in the company, and then you put together a targeted message and anticipate what the issues are. When I get that type of a message where somebody has looked at my industry, my company, my background, and said, “I’ve done specific research on your company. This is our value proposition. I’d like to show you what we’re doing or have a conversation,” those are probably 1 out of 100.
Sometimes they just don’t hit the mark where they’ve looked and said, “Is this a priority?” I’ll say, “It’s not. Nicely done. Good preparation, but it’s not a priority for me.” The 1 out of 100 whereas is a priority, I’ll take a look at it, but it’s a lot of work and preparation work. If you’re going to target executives and try to get into companies like this, you’ve got to put the work in.
We’re talking about priorities. Priorities are the executives. From a sales perspective, how to get your foot through the door and get that conversation going to the next step. John, here’s what I hear. I’m hearing that priorities are centered around things that are creating pain or other opportunities that could be achieved within the organization. Sometimes it’s common to the industry. As you said, these are the common things, or sometimes you can find this information by doing research ahead of time.
For example, in my sales career, I would find something that was published about someone and I go, “This is a new initiative. What are the pain points around this new initiative?” I can have that conversation. Is that a great way to go for people? The reason I’m asking that is a lot of people reading are like, “I want to get to a John Turner. “
John may not want to be sold to you, but you certainly want to buy if there’s something that makes sense. You mentioned Crunchbase and a few other things. Are there any other sources that you would name, where it doesn’t matter if you’re manufacturing a software or whatever. Are there global resources that people should be looking at regardless?
One thing I would add to this is a level of business acumen. When I’m looking for sales reps, I have what I call the four legs of a table. I want reps that have great traits like curiosity, competitiveness, intelligence, team-oriented. You’re born with traits or you developed them over time. The second leg of the stool is business acumen. I want people to understand how a business works and what are the nuts and bolts of how a business works and how a business leader thinks.
The third thing I look for is technology acumen. I want them to be comfortable using technology, but also understand the technology world, because that’s the world that we’re in. The fourth thing is what I call a portable sales process. Do you have a way of engaging with a prospect, running it through a process, and getting to a point where the prospect becomes a customer, and ultimately becomes a satisfied customer? Those are the four legs that I look for.
You can have a table that stands with 3 of the 4 legs. Traits is a non-negotiable, but you can have a weakness in one of those areas. If I have all four, that’s great. The reason why I say that is that business acumen piece. Understanding what’s in the mind of a business leader and what’s going on in this world. All the way from reading business journals, I read The Economist cover to cover every Saturday. I learned that from an executive. Also, The Wall Street Journal.
There are so many different business publications looking at the Crunchbases of the world and the LinkedIns, and then understanding in the industry what would likely be on the mind of an executive. If you’re not sure, if you’re a more inexperienced or earlier on in your career, speaking to people who are mentors, your sales leader, or your CEO, of what are the issues that are on your mind, because they tend to have somewhat of a similarity. Particularly in this economic environment, productivity, expense management, predictable revenue growth, and bookings growth, there are some predictable things that go on based on developing that business acumen that you’re targeting to have a higher probability of landing with an executive.
Even if it doesn’t, to get your foot in the door where you do get that meeting or where you have demonstrated that preparation and that connection. You’ll still maybe from time to time, get a meeting where the executive says, “You are close, but not quite. I can see where your product or solution could have an application here.” That then turns into what we’re teaching here, a value-selling conversation about understanding, “What are the priorities? What are your top three? Do we plug into those, and how do we demonstrate that?”
What I found also is when we’re in a position, even if it’s not a fit for that person, that’s a ripe time to ask for referrals to someone else. What I’m hearing loud and clear through this conversation is peer-to-peer positioning. When you said business acumen, part of me jumped up and down like, “Finally, someone said business acumen.” A lot of people don’t get it. I always explain to salespeople, “You’re going into an executive relationship. Let’s say two salespeople walk in and a sales manager. The C-level’s looking at it like 2 possible liars and maybe 1 person who will tell me the truth.”
Unless there’s a sales engineer in the room. Sales engineers never lie.
Peer-to-peer positioning is something I learned early on. If you don’t know how to do this, there are people that you could take for coffee or lunch, or if they’re within your own company, they’ll probably give you their time. Ask them how they think. Ask 10 to 20 people this question in the same position. You will see overlapping themes.
Those are usually the things that people want to talk about, or certainly you can bring. I’d love this peer-to-peer positioning because we may not, as salespeople, get what a chief revenue officer goes through. We might assume because we’re interfacing, but we don’t know what it’s like to walk in that other person’s shoes. As soon as we know how to walk in that other person’s shoes, if we can speak their same language, we can have commonality or common thought process and solve a problem or give an opportunity that they’ve been looking for. Now, we’re peer-to-peer and the whole conversation changes.
It’s the other thing that I say. This show is a great example. You speak to business leaders all the time. What a great opportunity as a salesperson, particularly no matter where you are in your career, to hear unfiltered conversations about what business executives think about. You’ve started your business. You’ve got extensive business experience. You’re an entrepreneur. You speak to other people or business leaders.
This is a must-listen to, because you’re going to get the answers to the test. Every CRO has to be looking at productivity and expense management and how they become more predictable and how they predict growth in their business. I can’t imagine one in the enterprise software business who isn’t thinking about that. They probably weren’t thinking about it in the same way in 2022. It was probably, “I got to grow. I got to hire. I got to go.” It’s evolved now into efficiency, effectiveness, predictability. As you said in this peer-to-peer you know approach, you’re going to have a higher probability of speaking to that person if you’re tying into those issues.
If somebody sends me something unsolicited, not thought-out, or a cookie-cutter that just says, “We can help you hire more people,” that’s not going to get any traction with me. If there’s something that says, “I’ve looked at your industry. You’re new in your role. The world has changed. I have a capability that can plug into your systems that help you become more predictable,” that might get my attention. If there’s an example of a peer or someone who’s done this before, maybe you will get a meeting. It’s a high bar. Reps are under pressure to drive activity, meet with people, send emails, and do all these other things. Quite frankly, it’s a waste of time and effort, I have to sadly say.
I just got three of those. They landed in my inbox. I have 1 in LinkedIn and 2 in my email. I’m like, “You don’t know me.” They’re pitching me things. I don’t even know what they’re pitching. That would explain the 1 out of 100 that you were talking about because people are not taking the time to understand why they should be even sending this. I want to plug this in here, because you said something that is so invaluable to people. I’m not sure they got it. By the way, thanks for plugging the show. I appreciate it.
In 2022, priorities would’ve maybe been different than they are in 2023. I have found over the years that salespeople get into this rut, thinking, “That’s what we knew years ago, and it’s still here now.” What you’re saying is, this is dynamic. It’s ever-changing. We, as sales professionals, must be up to date with this ever-changing process. Therefore, it’s incumbent upon us to continue education to go forward.
I love it. Another thing that just popped into my mind too, are your customers. This is a great opportunity, if you have customers, to speak to them. They’re customers. They’re utilizing what you’re doing. You can probably have a conversation. What a great opportunity to say, “Re-engage with them and say how are we doing.” Use that as an opportunity like, “What are your priorities? What are you seeing in the market?”
It’s one of the reasons why I love to go on sales calls with my reps, because that’s how I learn what’s going on out there. I have a term that I use called the truth is in the field. I love going on executive calls because it’s an opportunity for me to say, “What are your priorities? What are you working on? What are you seeing? What’s happening out there?”
We, as executives, all love to know what’s happening with our peers and with other industries. The more I do that, the more I learn, and the more I can bring value. Somebody who comes to me says, “I’ve spoken to 15 CROs in the past months. This is what’s happening. This is what I’m hearing from them. Are you dealing with this?”
Odds are they are. Not only the rep but the manager of the rep. This is where managers can provide value as a coaching counselor and sales strategist. By going on these calls with the reps, talking to executives, and taking that executive, “What are your priorities? What are you worried about?” it’s not what keeps you up at night because everything keeps me up at night. That’s a trite question.
The question is, “What are your priorities? What are you expected to deliver? What are the metrics and measurements? How are things changed for you? What are you seeing in the marketplace?” It’s those dynamics. This all is gathering intelligence. It’s a total different approach than what I’ve seen over the past few years of growth at all costs.
Jam a product or a technology or a tool into something. Put the points on the board. Don’t teach salespeople how to be consultative, and to think about business. That’s how the world has changed. Quite frankly, that’s why I’ve almost tripled my investment in enablement because I think that’s how we’re going to win in the market, both in the short term and the long term.
I firmly agree. The reason behind that is that the market shifted. Years ago, companies relied upon the salespeople as the main exchange for information. The salesperson was coming in to be the expert to demonstrate that expertise. Now, they know 70% about what they want to talk about prior to the salesperson even engaging.
We, on the sales side, better come up to speed very quickly, or we’re going to be commoditized in that process and be like, “You don’t know what you’re talking about,” type of kid. I love the fact that you said customers because customers are going to tell you the good and the bad, and if it works. I’m going to plug something I did here.
I did exactly that strategy on a client and I went back to my previous customers. I like to stay in touch with them because I like to be friends anyways. I was in a particular area. I was in California. I said, “I’m going to be there. Can I take you out to lunch?” They said, “Sure.” We got talking. Guess what? We discovered there was a challenge, but an opportunity within their company to grow.
When I was doing full-on consulting, they hired me for $180,000 consulting job out of the process, just because I cared enough to ask them the question. I also found that we could do this with our customers’ competitors as well and this has been really cool. People are thinking, “What does Certinia do?” Could you tell them?
This is an interesting thing of what Certinia does. This is something I learned. We’re in the professional services automation area. I’ve led professional services organizations. I’ve led services organizations. I’ve also led pre-sales services teams as well, or sales teams. One of the biggest issues when leading those teams is how do you make sure you have the right person at the right place at the right time working on the right project? How do you make sure you’re gaining the revenue opportunity from the engagements you’re in?
How I’ve always done it is through spreadsheets and homegrown applications. It’s completely ineffective and completely inefficient. If you have a services organization, you’re probably not using great tools, nor do you have access to great tools. Certinia grew up on the Salesforce platform, so we’re part of the Salesforce platform, and our customers are all Salesforce customers.
If you have a services organization, we can put in place technology that will make sure that when you do a scoping project or a services project, you can assign the right people with the right skills at the right time at the right price for your clients and for your customers. All the way from the quote of the project all the way to the collection of the funds, all is managed through our technology.
What’s interesting about it is, we have a value team that works with our prospects to look at how they do it now versus benchmark and best practices. Every single time, we find either cost savings or revenue opportunity or what we call revenue leakage. It’s because of free services, unbuilt services, unmanaged services that get provided to the customers. Also, wasted money as far as how resources are used and applied to projects.
It’s a fascinating industry. It provides real value proposition all the way from smaller companies with 25 to 50 services people to Fortune 10 type companies that are clients of ours. We also help smaller businesses with ERP and with financial management built on the Salesforce platform as well. It’s two problems we address built on the Salesforce platform. One focused on services organizations, the other for enterprise resource planning and financials for smaller businesses. All with a tangible return on investment, which is one of the reasons I think we’re in a good spot in the economy.
Can I summarize it this way and say, what you do increases or boosts revenue productivity and profitability?
You get a gold star because you just took what I took in about five minutes, and took it into two sentences. That’s what we do. It’s a great product. We have a very high retention rate of our customers. We have an industry-leading and very high debt promoter score, so high satisfaction with our customers. One of the things I’m teaching our salesforce is what you and I were talking about earlier. To really work through a value-selling process, show and demonstrate the return on investment specific to that company based on benchmarking so they can make a decision.
That leads into one of my next questions. When dealing with a C-level person, short meetings better, long meetings better, or does it not matter depending if the value is being conveyed?
Here’s what I appreciate as an executive. I appreciate preparation and effective use of time. Nothing warms my heart more than when there’s an hour meeting and we’re done 40 minutes into it. The rep says, “Is there anything else we needed to do here? I can give you 20 minutes back.” That shows a level of professionalism.
I see this with my reps sometimes where they feel like, if I got an hour, I got to use an hour. The experienced reps are the ones that understand the pressures that executives are under. The ones who say it’s only 15 minutes are being a little disingenuous because you can’t even say hello to somebody in 15 minutes.
Thirty-minute meetings are appreciated, but then you got to manage it tightly. If it needs to be 45 minutes, don’t think you have to use all 45 minutes. If you can be efficient and effective in 40 or 35 and get the job done, give the time back to the executive. I see reps often feel like, “I got 45. I got to use 45.” Use the time you need and also manage your time.
That’s the other thing I see reps doing. They’ll have 45, but they won’t leave 5 to 10 minutes to wrap everything up, and then they get to 45, “I’ve got 5 other meetings backed up. I got to move.” They didn’t even get a chance to close it out. Time management. That’s why I love when reps and managers go out on calls together.
It allows that management where somebody’s watching the clock while the rep is managing the meeting. Fifteen’s too short. Thirty’s appreciated, but make sure your game’s tight. Forty-five is great or an hour. If you’re using those buckets of time, be thoughtful and don’t use a minute more than what you need to do to get what needs to be done in that meeting.
It’s quality versus quantity. I teach people that first step after we get the meeting going is to set the agenda and the timeframes for what we’re going to cover. One can put in there like, “We have 20 minutes for this.” If we end early, great, we’ll move on to the next. I love what you said though.
Some of the brilliance is there, and I don’t want people to miss what you said. Remind them that you’re giving them back time. Remind them that you’re going to be giving them back some of this time to use more efficiently for other priorities in the day. What person wouldn’t appreciate that? That’s extra conveyed value.
If I was sitting on the executive side of the chair and somebody said, “If I can, I’d love to give you fifteen minutes back in your day.” When I was running sales organizations and I had people at my door left or right. Fifteen minutes was an amazing amount of time to have, because then I could focus it to another priority. I thought that was awesome. John, I appreciate you being here. I know everybody got a lot out of this. If somebody wants to know more about your company or about you, or get ahold of you, how would they do so?
Thanks for that. If you want to get ahold of me, I’m on LinkedIn, John Turner and Certinia. Feel free to connect. As far as Certinia, www.Certinia.com, check us out. My email address here at work is JTurner@FinancialForce.com. I try to answer all email and respond to everyone. I have a particular love in my heart for sales reps.
I typically respond to all emails and even solicitations that don’t match with, ” I’m not interested.” I have a group of SDRs, I’ve sat with them here and put the headset on. I know how hard you work. Also, understand that when I give you the response, I appreciate persistence. On the other hand, when I say no, it probably means I’m not interested at this time. That’s how you do it.
Doug, I’ve loved talking to you. I think what you’re doing is great. I think about sharing this type of business acumen, inviting people to speak about the issues of an executive, and how you approach an executive. I am big in growth and development, which is why we’re investing so much into enablement for my sales organization.
I do want to build a championship sales organization where when somebody speaks with one of my reps, whether I’m going to buy or not, they think this rep was different than the competitor’s. They were thoughtful, prepared, and professional. They had a process. I knew where they were going. Whether I did something or not, it was a valuable interaction. That’s my vision.
I hope to be here for quite a while and I do have this goal of building that type of organization. All my people should tune in to your show. I’m going to promote it in my own organization to learn and get perspectives of business acumen and what’s on the mind of executives. I love what you’re doing and thank you for it.
Thank you, John. I appreciate it, and I appreciate you being here.
Did you learn a lot? I hope so. I did. What about peer-to-peer positioning? It’s incredibly valuable when you are dealing with a senior level executive. Whether that’s a CEO, CRO, whatever it might be, it is incredibly important to understand and to get yourself to a level where they don’t view you as a salesperson, but they view you as a respected peer.
Think about it this way. Whether it’s a C-level person or any person that you have dealt with in your life, don’t you like to be in rapport? Don’t you ever have a conversation with information flowing back and forth, it seems effortless, you’re enjoying yourself, and time just goes by? That’s because you’re in peer-to-peer positioning. I’m so grateful that John brought that forth.
He brought rules other than that as well, but peer-to-peer positioning will keep you in rapport as much as anything on the table. Don’t forget the other rules that he mentioned. Also, please understand you’re in an ever-changing environment and you must be a student on a continuous basis. If you are not reading, you’re not looking at industries. You’re not looking at the industry dos and don’ts. In other words, what’s going on in the particular industry that you serve?
Maybe if you don’t serve a specific industry across the board, what’s going on with CEOs in general, if you’re targeting them? If you’re targeting CEOs, what is happening to the people who are in those positions? What do I mean by that? For example, if you are in an operations role, you’re a chief operations officer, and you’re responsible for that operations of the company. What is technology doing to make it easier or make it harder?
When you know as a sales rep what’s going on with those folks, you can now speak a language on their level. How does it impact their job? What are they looking for from their job? What are they looking for if they own the company? A business owner may have a different level of thought than someone who has a CEO title but doesn’t own the company.
I’m not saying that that’s a bad thing. I’m saying it’s just different. You as the person trying to get into the relationship should know everything about everything that you can. Think about it. If you wanted a personal relationship with somebody, wouldn’t you go find out a lot of stuff? Wouldn’t you check things out? Wouldn’t you try to figure out what that person’s likes and dislikes were? I bet you would.
Why not do that in the business context? You can find so much information out there because of your favorite search engine in publications and industry talk that’s going on, including podcasts. As John said, podcasts are in valuable amounts of information, and they’re free. What’s stopping you? It’s not money.
Write down, as John said in the beginning, what are the top three priorities that your target for selling to is experiencing right now? Write down the three pains. Write down the three opportunities. Maybe you have six, and then test them. That’s what he was saying. You can go talk to customers. You can go talk to other competitors. You can go talk to different people.
Like the old scientific method, test your hypothesis. Test the process. If you love the subject matter and you have something that you want to bring forth that, “I’d like to hear something on this particular subject,” Maybe you’re the expert. Maybe you know somebody is the expert. Introduce them, yourself, or just the idea. Reach out to us at YouMatter@CEOSalesStrategies.com. We do answer all inquiries. As John was saying, please don’t direct pitch us unless it’s something of value. Reach out to us and let us know. We’d be happy to take a look at anything and everything that fits the show. We do respond to all whether it fits or not. If it does fit the show, we will invite you on.
Whether you have a sales team, a major company, mid-sized company, small company, or whether you’re a solo entrepreneur, like a coach, or a consultant, or somebody that runs an agency, if you’re looking to get to the top 1% earners category in your field, reach out to me at Doug@CEOSalesStrategies.com. Let’s talk about conversion strategies and revenue growth strategies and see what we can do to get you to the next level or the levels that you seek going forward.
If you love this show, as always I ask, please give it a five-star review. Please tell your friends about this. Share it with people. We try to put out the best content we can possibly put out. It does help people. People have told us this, so we’re going to continue to keep doing so. Until next time, please go out and sell something, but do it with a win-win purpose. Make someone happy. Make yourself happy. When you solve someone’s problem and you help them with a new opportunity, they are happy. If you do that in a win-win fashion, they win, you win because you get paid. Until next time, to your success.
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