B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 2 years ago

34: 3 Common Misconceptions About Business Development w/ Dan Seabrook

ABOUT THIS EPISODE

“Isn’t it cheaper to build our own in-house sales development team?”

“How would an external, outsourced BDR mesh with our exiting, in-house marketing team?”

These are great questions, and Dan has the answers.

This episode we tackle misconceptions businesses have about external BDRs and SDRs. Also, we introduce our new co-host, Dan Seabrook.

Dan is the VP of Sales at Operatix, where he’s been for over 4 years, coaching and developing inside sales teams. He reports directly to the CEO (our co-host Aurelien Mottier.)

You were listening to bb revenue acceleration, a podcast dedicated helping software executive stay on the cutting edge of sales andmarketing in their industry. Let's get into the show. Hi, welcome tobe, to be a reven new acceleration. My name is already am with youand today I'd like to welcome a very special guest to the show.His name is Dancey Brook, then and I have been working for quite along way. Is actually our VP sales. Yeah, at operatics and moving forwardit will become one of the cost of our B to be revenue acceleration, but gust. So welcome to the show then. Thanks. Right.Yeah, I'm really looking forward to joining the show and I think there's alot of people that matter the years and events, clients, past clients,hopefully some prospects as well, that should be able to offer a lot ofvalue to to the show. So, yeah, looking forward to getting going. I think it's going to be a challenge as well, so looking forwardto learning here on the still, I am absolutely perfect. So you've beenwith a proactics for nearly five years. Nearly five years, and before westart every single podcast we ask the people would just coming as a guest tointroduce a bit about themselves. But I guess what would be interesting for audiencetoday and as you becoming our course, to my course, to the tothe bit to be a rover new acceleration. But guest, it would be greatif you could share a bit of wrong you know, your journey atoperatics. While you started are your progressed and I think your Johnny is particularlyinteresting. So would you man just showing a little bit about your Johnny withus? Yeah, absolutely so, in terms of going back sort of priorto operatic, you're correct. It's interesting in the context of working in theindustry are in, simply because I've coming from a sporting background. So Iplayed a lot of sports, particularly football, or soccer to our American listeners,up until about nineteen and then I actually took the opportunity to go touniversity in North America. So my careers taking me kind of full circle.Now what would what would the involvement we have in the US? But yeah, in two thousand and fourteen and I believe I joined operatics and joined operaticsand exactly the same position that everyone in the management team joined the company.So I joined right at the bottom, which is really in that that businessdevelopment, sales development type role, whereby my remit was to work on behalfof my clients to support them to accelerate the volume of sales engagement they we'rehaving with their target and users, working with many different interesting companies ranging fromcybersecurity to fraud, to storage to big data. And then, after abouta year there became an opening in what was your sales team course, andyeah, I moved across to the sales team. So initially I started doingexactly for the sales team what we've been doing for our clients, which wassetting up meetings with potential prospects within target software companies, and they could havebeen small, medium or the very large enterprise software companies. Over the lastfew years my career developed further, whereby moved into a fulfilled sales role,which is really my responsibility to help operatics acquire, grow and retain clients,and then more recently, over the last sort of year and a half,I guess moving into a I guess sort of a due role, in thatit's a sales management but also a quade to carrying roll, whereby owning thetop line for operatics, but also carrying a quote to myself. So it'sexciting that. I think what I can offer to our client listeners is experiencegoing right from the bottom way through the business, having done the job ourselves, and obviously is, as you know, that's that's a methodology that we applyto everyone that moves into a management position operatic. Yeah, well,I've got to say so. It's a great journey. This is a sortof Joyet we look we love to create, obviously at the paratie. I thinkyou're understood your bottom unity and done a fontestis. Are Bold the waythrough. So, but on the back to you. But here you arenow, you know, on top of being a kind of a chief provenyour Fisa, the top sells person, the person responsible for the top linewithin the business, here and now the cost of the bit of be rivennew acceleration show. So congratulation. That was prest promotion, I guess.So I guess let's get drinking. The...

...first question, because I think,I think there is a few things that they would like to discuss with youtoday around the market. We are in some of the misconception in the market. And the first one I often hear some misconceptions about sells development, businessdevelopment, and the one that it is probably the most present at the momentwhen we engage risk prospect or even when we speak to clients, is thatoutsourcing your pay plane development programs is actually more expensive than recruiting developing an internalteam. So obviously in your rule you meet with tons of customers right tonsof prospects. You've got people from the day area up to Tel Aviv,going through Paris, unique London. You've got prospects everywhere. So I'd liketo get your thoughts and if you could share your thoughts on on that topicof the gusts of insourcing versus outsourcing and is it's really cheaper to Recrut onTim Yeah, yes, you make good point. I think the first thingis is indeed that geographical sort of location, where where you'd be looking to builda team from. You know, I if I take it in avery sort of simple view, really a lot of our clients are either buildingteams up in places like San Francisco and New York or London in a mitorobviously there's there's anomalies whereby they're built team from other regions, but I thinkthey tend to send to be the main kind of locations where they're built teamfrom and and as we will know, the theay are super expensive not onlyto live but also to hire and to build teams are both from a salaryand a really state expected and it's very similar story in London. I thinkI'm just as as an interesting anecdote on that. I not only is itexpensive, it's also really difficult to actually recruit both resources. But I'll comeon to that point in a second. I think one of the one ofthe the obvious pushbacks we get when we sit down with a client, webuild a business case, we put together proposal. It's a bit of asimplistic view on the numbers. I think the challenge we often run into isthat a client will look at the black and white numbers of what an operaticbusiness case could look like and just simply compare that to what the salary ofan internal resource would be. And if you took it at phase value likethat in the bay are in London, I would actually argue it probably wouldn'tbe wouldn't be too dissimilar, but it could be slightly. It could looklook like a more cost effective option in hiring internally. But obviously when youwork with operatics you don't incur the costs of things like the cost of seat, the management of the resources, the technology, the data and the fora one K or or pension contributions and all the other benefits that go withhiring an employee internally. And when you add those costs on to a modelthat the operatic provide, will it will it starts to actually look more expensivehiring internally versus versus outsourcing. I mean said that we don't really at operaticsand I think you'd agree with this. We don't really like to sell basedon the fact we're cheaper or more cost effective option. I think we liketo sort of get a feel for what they're trying to achieve it in theirbusiness and one of the first questions I always are ask is, well,what would that internal resource be doing? And I think often what the feedbackis, well, they'll be doing a lot of inbound response management, sofollowing up on marketing qualified leads, and often the story that that plays outis that they probably don't have enough in and they don't have enough market inqualified leads to justify one full time equipment resource internally. So from from ourperspective, operatic will probably expect a full time resource to require around three,two, four hundred marketing qualifiedly, depending on quality of the data, tokeep them busy for twenty and average at twenty working days per month. Veryoften, if we're talking about a start up, for example, when they'rethey're entire they're hiring these resource for the first time. They don't have thatvolume. So therefore, what are they going to be doing to keep thatresource busy? And and often then it starts to become actually a from acost perspective, you need to upoint five of the resource and we can offerthat that flexibility. I think that's particularly right when it comes to people movingto Europe. When you come into Europe and you may ever, don't knowa little bit of quos in Italy, a firmount in France, a firmountin Germany, of far want in the...

UK, the basically only other budgetforsree at Colt. So I think the beauty of being able to cut andday and having know a quart of a resource, Spanish Alpha for resource,German Alpha for resource, French, one full time resource English and being ableto manage the slong which is because things change, is very important. Sorry, I let you carry on number on your shret of source. Yeah,I think that's a fair point. The other thing is around the productivity.So yes, you could, you could do the numbers, you can runsome numbers in turn anything. But actually, yes, I can still make itcheaply because I could hire rep straight out school, for example in theyare or London, and they'd be pretty cheer. But then the challenge youhave to run into what is the productivity or what's the time for them tobe productive from a productivity perspective? Often we see if you put, ifyou take purely a proactive outbound approach to enterprise accounts, will often see thatthat our benchmark operatics is significantly higher than perhaps what an internal resource would be. And that's be good in a business like such as are as we're comingfrom advantage point where by we have a lot of clients and we have bestpractices and data and the management structure and place allows those resources to be successful. Number One. Number two the time to be productive isn't it is areally interesting point because again, it could look more cost effective on paper,but if that resources and delivering any results for the first three months because you'rehaving to put together a playbook, you having to train them, you're havingto integrate technologies, you're having to go and find data, you're having tohire a manager to manage that rap. Well, then they may actually itstarts to look a little bit more expensive if you're getting value from them threesix months down the line versus what you could have got from a company likeus almost instantly, simply. Again, yeah, because we have the bestpractices in place. So I think they're two really important pieces, which isaround not only the ultimate productivity but that time to being productive. And thenthe other point, just to make on that, is hiring based on strength. What I would say is that if you were to hire a rest ifyou want to build a team purely based on doing inbound response management, Ido believe that could actually be, not in all cases, but using ageneralization here, could potentially be more cost effective and utilizing company like operatics,where we see that we often are augmenting an internal team or replacing that.That entire sort of proactive approach is doing exactly that, going to the nameaccounts, and again that's often where your revenue is being generated, because thesales team can't necessarily control where those empty at or definitely can't control where thosemqols are coming from. The marketing team can do a great job, butthey're still maybe not getting into the real target accounts, and that's where Ithink again, on paper it could look like a more cost effective option tohave the team internally, but if you can go to your proactive target countsand be successful, go to the sea level and penetrate those accounts and goand win the large deals within those those larger organizations and name the counts,well, I think that starts to actually justify the expending and increase your returninvestment. So they're sort of a few of the main points. So welike to discous great I think, on the on the last point that youmade it it's a very good point. I think you can't blame in sayteams. We know when you've got to coach on following up on in balunds. People then to focus on their product, the then to focus about MEMMI mayproduct and as far enough, because you are looking to someone would justmade an inquiry or done loaded something. I basically gave you a signal thatthey're interested by your product US fromtastic. So obviously, when your engage withthem, they already kind of you the process of searching, because I inthe process of searching. They're probably will want to have a bit more ofa technical conversation and they probably want to speak about product, and that's fine. You know you can speak about product. When someone come to you, theyare looking to buy your car, they will already ask you question aboutokay, this is a sort of engine that I want, this is thesort of consumption that I want, this is the sort of size, becauseas the side of my family or whatever. So they will have some crate tireand you will have to be a bit more product driven. However,I agree with you on the point that when you the account base, whatI personally see, when you do a...

...bit more of an account based approachand you try to practively engage with those accounts, we see insight Ting,struggling because they've been so are going to use a very strong term, mealthat you know. It's I think, is ready to being brainwashed by theirproduct team, by their all the people around them and, of course,everybody in their company telling them other solutions are fantastic because that's that's the rightthing to do, but they are sometimes a little bit to brain watch aboutthe product and they forget to put the prospect in the center of the conversation. So, instead of speaking about the issues that you are facing as aprospect and making hypothesis of the pain points that you are suffering from and tryingto fit use a case within your sin are you that makes sense with yourindustry, etc. Exeter etc. They tend to go straight into the productand from my conversation with syllable people, who could be infrastructure, you couldbe CMOS, it could be CIS, so it could be CIUSDCF was allthe from the thin take perspective effect. Those guys are fed up with peopletelling them about product. What they want. They want someone who's got the decencyto actually do their research, engage with them and tell them, well, I've done a bit of research, because I respect you as a prospect. I know that we'll have one shot with you only, so that's oneshot. This is what I I think I own dost know your context.This is why I think we can help you. This is how we veledcompanies like to in the past and this is the value of that first engagementwith us. And I think it's extremely difficult for internal team to do sobecause they may not have access to the intelligence, they may not have accessto the the contacts and and also you need to have a certain level ofconfidence to do so. Now, while aground that point, I've got anotherquestion for you which is more on the short page of skills, and Iwould like to get your thoughts on that. In the UK we speaking about somethingcalled Brexit. It's a fantastic political things happening. I don't know ifwe were going to ever see the end of it, but it's happening atthe moment. Now we know that this this will mean that they will beless resources, probably less native resources from France, Germany, Italy, Spainand all that coming into the UK. Mark, okay, coming to London, but we also know that most of our clients have operation centers or theirhead office in the UK. At the same time, for look at theUS. You mentioned San Francisco, so the bay area in general. Youmentioned New York, which I think is New York Metro Buston, also thegreat, great quick places and and I know and I'm being told that theunemployment unemployment rates, so basically that the rate of people who don't have ajob is really low, with looking about the person or even sometime lesson ofpersons, and that's good, to make it very difficult when you've got anothertwo hundred, three hundred competitors right that the actory trained to do the samething as you're and trying to recruit be dea. So I would like toask you what's the sort of perception or what's the feedback that you get fromyour prospect and clients regarding skill stratage and regarding being able to scale quickly?Yeah, so I think that's a really important point. So recently we've broughton a couple of clients have said exactly that. I think this this wholediscussion we've just been having around the investment and comparing that hiring interning versus externally. Yeah, that's that's one. That's one just that's one sort of threatof discussion. The other thread for me that I'm having more and more nowis well, actually, yes, we could have a discussion around price,but quite frankly, we don't care about the price. We just can't findthe resources in the bay area, or well, let's use a bay areafor the cent for this example. So a couple of the clients have recentlyconcous and said we want to actually we would like to build our internal team. From strategic point of view, we'd like to have the team internally,but they're just not in in the region. Interesting anect go a had from someoneas well. A lot of the younger guys that are going into andgoals are going into colleges, universities. They want to and they know there'smoney in the software industry. They want to go and do computer science degreesand they want to go come out and go into technical roles. And actuallythey are saying that there's less and less people that are going into sales andmarketing roles as there as a leaving school. So therefore, obviously str or Bedrrole being an entry level job,...

...there's less and less individuals out there. And now not only that, your point there's there's lots of jobs andnot enough people to feel those jobs. And I think the other challenge thatcompanies are having is a retention problem in places like the bay area, becauseI had a conversation with a recruiter at Ursa gurage conference a couple of weeksago and they were telling me, they are telling people that they're speaking toor candidates their speaking to never move laterally through. In other words, ifyou've got an SDR and they go our go to their manager after three monthsand say I want a ten grand pay rites, probably the the managers notgoing to give it to them. To guess what, they'll go down theroad and they'll get an at, they'll probably get a fifteen k pay riseand they'll get an SDR manager role and then in six months time they'll goand get an inside sales manager role where they're carrying where they may be carryinga quote or managing and quote carrying team as well. So the rate ofprogression, I believe it's really fast. I believe it's really tough to retainstaff, but I think it's actually difficult to even attract stuff. So whatwe're seeing more now as well is that companies may head be headquartered in ina focal point like the bay area or like New York or like London.Then they may have different operations centers for their inside sales function. So,for example, a couple of companies that are recently spoken to. They're buildingteams in Austin or they're building teams in Chicago, because they're then the gooduniversities. The cost of employment is lower, the amount of competition is lower,therefore the staff retention is higher, and I mean that's obviously something thatwe're seeing as well. Being based in Dallas or and actually just a fractionoutside of London. We can attract staff and we can retain the right caliberof staff as well, but I do believe that's really becoming a challenge inplaces like the bay area. Okay, let's makes perfect sense. So anothermisconception that often come across is the lack of alignments of the BIDR team withthe seals marketing team. So basically getting that blue and the Dr Function beingan extension of marketing, then fitting up the cells team. And it seemsthat people seems to be or prospect seems to be quite constant when it comesto using an external agency. That kind of thinking. Well, if we'vegot everybody internally, we believe that that blue will glue. If we've gotpeople externally, we believe that you will have a will ever, an issuein getting people working as an extension of each other. What are your sortson that? As thinking that you comes back to the sales process initially.I think something that we really try and do within the within the sale processes, in sure that we're speaking to both sides of the business. So mepersonally, I would never sell to a VP sales having never spoken to theVPA marketing because a lot of time it's coming from a marketing budget. Likewise, I've seen large program of ours in the past where we've only sold tomarketing and marketing have a maybe a pipeline generation goal or a sales engagement goaland they want to meet it but actually haven't told the sales team that they'regoing to put this initiative in place and guess what, the relationship between ourteam the sales team is broken from day one. So that's the first thing. I think it's really important to sell to both both sales and marketing.The second piece of that for me is when we do sell to those individuals, it is not about trying to put together or force together forced potal downtheir throat, I should say. It's not about just trying to put togetherand off the shelf proposal for as it's really about being integrated into their objectives, though. I think it's really important for us to understand what what arethey trying to achieve this year or this quart or this second half of theyear, is, whether that's from a revenue perspective, whether that's from aquite line of objective, or whether that's trying to push into a new region. We need to work back from an objective of the company in order tohave a program in place that's actually impacting their business. You know, Ithink if you went to a kind of bog standard telling marketing company and yousold them a hundred hours of work or you saved them a hundred meeting,well, what's that really mean to either the sales and marketing department if it'snot integrated into their objectives? That's a that's the first thing. So Ithink it comes back to the cell process. The other thing once we once weget into work with those organizations, is from day one I think thathas to be absolute clarity on what success...

...is. And when I talk aboutsuccess, it is well, what's the qualification for a sales engage? What'sthe expect to operate? Conversion rate to opportunity, what is an opportunity andall those different things. So we're absolutely crystal clear on what success looks likeand we're both going in the right direction. The other obvious thing is communication.I think there's there's two forms of communication really. I think there's theformal cadence, which is weekly, monthly, quarterly business reviews, and then there'sthe informal cadence, which is the relationship between our team and the salesteam in general. And as an additional point and that, I think it'sreally important that we have something called the feedback loop, which is, ifa meeting has taken place or if a conversations taken place, or if we'vereceived an objection from prospect or whatever that conversation may be, really important thatwe feedback to the clients, cells and marketing team that the voice of thecustomers of what we're hearing in the market, likewise, what they're hearing back fromprospects, that they've been engaged with bioperatics, so that we can trackthe conversion rates and we can track what's good and what's bad from kind ofanecdotal perspective. Ultimately, if you put all those things in place, Ithink you're kind of integrated into their cells and marketing teams. Now, interms of actually bridging the gap between the sales and marketing teams, a lotof the time we're fulfilling part of account base marketing. That could be thatthey've a hundred named accounts and those named accounts have been selected by the salesteam. But the sales team is said to the marketing team, we needyour initiative to go and penetrate those accounts for us and will fulfill a partof that, where by the marketing team maybe doing events and webinars and variouscontent email campaign and we're fulfilling a part of that which is actually a proactivepiece of finding the contacts, engaging in the contacts and creating the demand.And obviously, if you're integrated into that then and it's and it's part ofa sales teams target account, well it kind of naturally marries the two functionstogether. So I think it's it's a few different elements that that's important.Subject I s do in order from thost on the objective of the end check, so everybody takes responsibility in the process and then start delivering thing. FromMay perspective, when we start a company. It's also learnding some of the smartyour results at the beginning of a complex you can own the respect fromboth the certain marketing team. And then I think it's about driving honesty ina relationship. You know, unfortunately want the business of business development, whichis a tough business. It's a saint not an easy one, particularly whenyou do it practively. It's tough, you know. I think everybody willrecognize that, and you can just get it perfect all the time. Soit's about being able to have a line off communication and be able to calibratewhen needs be. I've got one last question for you. Know we're runninga little bit of time, out of time, a kind of like theinteractions. We're just going to go on for a little bit longer today.The last meet misconception at a really sometimes really burn me in, and particularlywant to speak to marketing people. So we've got office, I've got afew of marketing clients, marketing friends working in the industry, and sometimes theyget frustrated because they feel that the value out of the the sense of thevalue of these que and it is not realized by their insight cells tie.So let me rephrase that basically, they give a bunch of marketing qualified leadsor leads to their cells team and they don't get any feedback, any writtenon the sit apart from the further the leads are not good enough. What'syour opinion on that? What what's your writtle on experience regarding inbound leads andthe way they should be managed, the way they should be treated by INSACtims? So I think it's an interesting point. From from my perspective,marketings responsibility shouldn't be to deliver the perfect lead. It should be to toidentify or create some sort of engagement with a target account or a target persona. And, with that said, with what we see is probably in amaximum of thirty percent of the time, and I'll maybe being generous there aswell, that the person that's making the inquiry or is the marking qualified leadis at the right level within the right target account. So I mean outto use one of your analogies you've often used always, is that if,for example, if we wanted to buy...

...a new desk, which hopefully withsome of these new clients coming in, so we'll need to, if wewanted to buy a new desk for operatics. I don't think it. You andyour role as a CEO is going to go and look online for thedesks. You're probably going to ask our office manager. When you make someinquiries, the person at the furniture company is probably going to get very excitedbecause there's a sales inquiry, but the reality is they're dealing with the personthat's not actually going to have the authority just to putch solution or the thefurniture in this instance. So that person will then have to go back totheir manager, being you share the cost, go back again, nego shake,come back to you again, and ultimately what that means is you're notreally dealing with the right person. That's going to create a very long salecycle. So there's there's a couple of things that we do to try andget around that. The first thing is it is important to service that inbounded that in bound inquiry because from a customer experience perspective, but also therecould be some extremely valuable information to be gained from someone at a lower levelin a business. So you may want to engage with that analyst becds.It's JP Morgan and Jape Morgan, the target account for that analyst isn't atarget, so you may want to pick up some information for that person.Then the next step is actually to really do turn that inbound engagement into ainto a proactive approach, which is right. Well, we know there's some interestfrom JP Morgan. Who are the other five to ten people within thatbusiness that we would want to engage with typically and actually turn into a proactiveapproach, more of an account based prospecting approach, and go and engage withthat those individual with the context that you've picked up from the lower level individualindividual and articulate their value, your value property proposition, create the demand.I think that's kind of the the really important takeaway from marketing qualified leaders atthey're not going to be perfect, where you have to use some of theinto Intel that you're picking up from that that inquiry to turn it into aproactive approach. And actually I don't think enough of the inside sales teams wesee are doing that and they just want to burn through a number of contactaccent and hope they find the time and in the Rath well, actually there'syeah, probably a lot of dinner. If you turn into a proactive Iguess I guess it's a relative but my take on that is the higher youraverage deal value, the more you should force yourself in trying to join thedots between a very average inquiry. That's just what's going on into the account. Sometimes what we've seen is actually with one customer I want mention, werealize that fifteen different inquiries from the same accounts but from different location and basicallybecause the inquiries were on paper, quite frankly, not the right guy toto junior, probably not the right person. Most of them were not followed up, but no one actually joined the DOT. No one looked at thembecause you had one team dealing with that area, another team dealing with thatas area. So maybe it was more for marketing, operation cells, operationmanagement issue. But when the door joined and you realize that, you knowyou've got fifteen people over the last couple of ones that have been taking contents, looking at contents and all looking at the same thing. You can usescrape tools, Le Cells, navigate or mark them as did. You getsome more suggestion and very quickly you've got that snowball effic of all the peoplein the food chain. And when you get all those people in the foodchain, what you can do and what you should do. If, particularlyif you average deal value is, I don't know, north of fifty,eighty hundred k dollars, where you can invest a little bit in your custof cells and you should, ever, more proactive, be they are functionand more practive. I S A function. It's to actually practically engage with contactand just go and talk to them and say, look, with inlots of activity from some of your colleagues, what will evel? But were justtrying to understand what's going on. But most importantly, if you arein that approach, you can almost get a very soft approach of thing.Well, there is lots of information available. Whatever were what exactly are you lookingafter? So we can, I can boil it down and give itto you right. So in a nice way you're basically helping them to findinformation and as you are doing so, you also qualifying them. But Idon't fortunately, I don't see that happening often enough. But that's that's that'sit. That's a little frustration at I will keep and hopefully we saw thattissue out two projects for our clients.

Then were getting to the end ofthe PODCAST. A shame because of probably have another twenty thirt equation as wecould have. We could have discussed in length, but I really appreciate yourtime and insights on the question I had for you today. I think youcouple of wall story that you share the close to my heart, so I'vereally really appreciate it as well. I think our audience will be delighted toare you on our future ipe. Is that as the cost of the show. Through your experience, through the people that I know in your network,I think you can also bring some fantastic guests to the show, so thatthat's going to get more exciting for audience and we'll be able to produce alittle bit more episodes, which is which is also great. But before wefinish, could you please leave us the best way to contact you, thebest way to engage with you if any of our listen or where true,want to take that conversation of flaying with you and discuss any of the topicwe discuss in body tails with you? Yeah, I guess probably the besttwo places would be. The first one be my email address, which isDaniel Dot Seabrook operatics dotnet, or the alternative would be to find me onLinkedin, which is which is Dan see work. So yeah, I'm lookingforward to it. I think been a good conversation. Looking forward to havingmore of these discussions with some future guests. But if you want to get intouch, that the best two means of communication. That's great. Well, many things once again done. Really appreciate your time. It's great tohave gen the show and very much looking forward to you being the course andmaking some great stuff and carrying on a journey with us the podcast. Thanksvery much. operatics has redefined the meaning of revenue generation for technology companies worldwide. While the traditional concepts of building and managing inside sales teams inhouse has existedfor many years, companies are struggling with a lack of focus, agility andscale required in today's fast and complex world of enterprise technology sales. See Howoperatics can help your company accelerate pipeline at operatics dotnet. You've been listening tobe tob revenue acceleration. To ensure that you never miss an episode, subscribeto the show in your favorite podcast player. Thank you so much for listening.Until next time,.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (120)