B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 2 years ago

38: Scaling Sales in Fast-Growing B2B Tech Companies w/ Chris Doggett

ABOUT THIS EPISODE

Your tech company is growing, fast. Almost too fast. Maybe it’s time to scale our sales program?

First of all, remember: This is a good problem to have. (On that note, congrats.)

Secondly, listen to Chris Doggett, Chief Sales Officer at Fuze. He has some amazing advice on how to scale, what KPIs to use, and how to keep your employees as you scale your sales at your B2B tech company.

His advice is built on 15+ years of corporate sales, operations, and head of channels. His experience spans from COO to Director of Global Channel Sales, to VP to SVP, so he’s seen the entire sales picture.

He came on the B2B Revenue Acceleration Podcast and gave us this message.

You're listening to be to B RevenueAcceleration, a podcast dedicated helping software executives stay on thecutting edge of sailes and marketing in their industry. Let's get into the show, welcome to be to BIA rovi acceleration.My name is Oiliam Wich. He and have the pleasure to welcome Chris Doget withchief sends officer at fuls. Are you doing to Incris I'm doing well alreally,and how are you? I am very good. Thank you. So the topic for today is quite abroad one, as wit you got udy to discuss in proparation to the podcast.It's about scaling says in fast growing, be to be that companies. So that's abit of a Mousefol, and I think that to big INSELF is is full of full ofinteresting survitems. But before we go into the hital of the conversation,would you mind introducing yourself and what you do for Feus a not at all, soI'm the chief sales officer Afuse, but really my responsibility- is around allof sales and also professional services o. So for us, that's about how wedeliver activate and configure and deliver our service to to customers,including helping them with adoption, moving from a legacy system to thecloud yeah and and everything that comes with transforming theirorganization. Okay, that's wons, fascinating, so you have an extensiveexperience. You've been wolking with lots of different organization, some ofthe Te one that we picked up or sofos UK company that you were grows out ofthe UK Kaspelski Russian organization, Yor to grow out the fresher. Sobasically, what I'm getting to is. My first question is that you've got a tonof expience in walking with lots of different companies, a different stageof their growth with market at a different level of maturity, but alsoin term of first grand pace. Maybe you know inthe different space, so my firstquestion is really wrong from your pespective. What are the signs that youneed to identify as an organization to know that it's time to Skain, but also,how do you expand into different region is a broad question. So so it's a greatquestion and there is a lot to talk about, as you mentioned in terms ofscalability the first one great great question: How do you know when what isthe catalyst for looking at scaleability for a lot of companies,especially early stage companies? It tends to be driven by actually they'rereacting to something, so they may have a lot of the inbound inquiries and theycan't keep up with the leflow fome gimes or they have partners if theyhave a partner model who are getting frustrated because the sales team isnot being as responsive enough on quoting and on the sales process.That's another example. You may actually see sometimes your salesmanagers who manage a team asking for more people and quota, and that'susually s yes, they, oh, they will always ask for more people andResources and more leads, but when they're willing to take pota along withit Besi- and you know that they believe that there's an opportunity forGrowthel Surtin. So you see lots of things where typically small companiesare going to be more reactive because they're being more successful than theyeven plannd on yes, great yeah, and they have to try to put things in placeto capture the opportunity for larger companies. It tends to be moreproactive. It tends to be more the result of a planning process and whenyou're at a company, let's say you're at a company- that's a fifty or ahundred billion dollar company and your board of directors. In your CEO says,we want to be a half a billion dollar company or a billion dollar opany. Well,you have to ask yourself wone wow. How are we going to get that change CASsorly, the game? Exam Yeah? That's a very different size, yeah, where we aretoday. How are we going to do that and that usually causes you to be moreproactive? There's a famous quote from a hockey player Win Gretskey, I'm sureyou've heard it because we use it a lot in sales, but he said I don't scape towhere the PUCK is. I scape to where the PUCK is going to be, and it's like aGan of chess. Yes, you have to think a few moves down the board to what'sgoing to happen next yea and then work backwards from seety, so sometimes thecatalysts th, the why you're doing...

...scaleability is actually that planningprocess Oyeah that makes perfic sense and what about the going into thedifferent rasion I mean: Do you think it takes different lover of scaling, ordo you think the saze of the company also matter in that sort of your largeorganization, ou? Maybe already in lots of Fredges, you may be looking for morecrimnarity, that's! What's the most complex, you think the most complessiveForspol companies to go into the origional foros or Competigat MorRaiaris in existing region. It's a great question. I think, when companieslook at scaling and expanding, there's always a risk and the risk is that theytry to expand to scale in too many ways. Yeah geography is one which is obviousyeah, but geography is not actually the easiest way to scale your business up.Potentially, in some countries it's very hard to go from one country toanother or one region to another because of business differences orcultural differences or even political difference. Yes, yeah and people. Thinkoh it'll be easy. We can we sell here we can sell there and sometimes it'sthe market is in a different place or or what you need to do to start abusiness. There is very different something we've seen a lot morerecently around privacy and security, our reguzations. So so geographicalexpansion is one way to expand, but you can also expand by going from, let'ssay, a direct sales model to a partner model that can give you a hugescaleability. You can expand with products with adding different productsto the Portfollio yeah. You can, of course, do something really Secoiton.Yes in acquisition, you can you can acquire another team or build your teamout. Just go, you know start to build out of so there are lots of ways toscale business. Some of them are resher and harder than others. Few mentions ofHid Reda kind of fleazing Nice ebridging me to my next question: whicshes around the channel. So in preparation to the podcast you youexplain to me some of thes Afyou them. We so forse and andbing them to put thechannel Changete Mentalitt Yorealy, pushing tha channel you that extremelysuccessfully. So could you please show with us in audience your experience ofscaling, successful Istotion, again very Weil, open question, but if youcan evbe to breat it dombyt will be right. No, absolutely I'd be happy toit. Is it's something that that is very near and dear to my heart and thereason for that is I started out in my technology career in the Chanel. Iactually worked for a large consulting company, doing system, itigration workand I later worked for a couple of consultancies yeah that were veryspecialized around security, and so what happened? was I learned howpartners different types of partners run their businesses and I learnedabout how much variety there is under that name the channel. There are manymany many different business models and approaches, and so they answer yourquestion about about scaling by going say from a direct model to a channel aswe did it Sapos. For me, the most important thing about that isunderstanding, first, which types of partners yet are the best ones for youto work with how they run their business. The business model is forthem and therefore how you can structure a program in a partnershipthat has the right value proposition for both you and your partners, so thatwhen they are approached by members of the your tanment and people are tryingto work with them, it's sort of an automatically a good fis, because it'sbeen structured properly from the beginning, and I think that's that'sreally really important, and you also need to recognize that there are a onesize fits all approach and channel is the wrong approach for pretty much anycompany, because there will be types of partner models that work wile for YourBusiness and there are others that you probably won't be ready for, and onemistake I see, companies make a lot. Is they think? Well, I'm going to go withthe biggest brand names? For example, you know they players in the channelthat everybody has heard out or windy calf yeah, I mean number one: Do youhave anything of real value to? They said a big enough to Li Aluabla for youyeah to get their attention to even get their mindshare, but number two. Areyou ready to partner with them from a technology perspective from anoperational perspective, yeah from a Stravic sales and marketing strategyperspective, you have the right tools...

...sa your disposal. If you don't it's amistake, you can spend a lot of time and energy on something that ultimatelydoesn't go anywhere. That just becomes a big wasted investment, so I think wewitd respect to building part building channel programs you you must startfrom the partner and workback, and you must understand what your best matchisand the strength that you have and and the value that you can bring andstructure it. That way and then plan to build out later. You can always startwith small focus partners and expand to much bigger ones. As you get bigger,but going the other way sometimes doesn't work, so bring me to Ho aquestion about the Wen it her and the tweit here the distribution model.Basically, so I would expect the Onyer to come first bace on what to explainthat sort of Organ I crows wit. Maybe my on dussning of what you're saying islike you should go for Quaita epout, no heses before Youa approach, so you findthe right guys. The right people, people hat, will actually care aboutwhat you do on Tho, Somebey, er Yo can bring to that pot for you on thesomleer you can bring to Tand user and basically on thos tat. You will bringsomething to them that will isoalw them to keep e clients or add them toincrease the revenue generating from a clients or add them to differentiatethemselves in a competitive market, vesu sons, a PA, okay, Soe, that's likenow, com coming to the scaribility. There is a scalibility within thechannel which is Akain moving from a one year to a tweit year and again,seme question against you, which is a tough Onean, because you will depend onthe Sano of forganization Jus and that growth percentage or that cross CAF is.When would you say it's a good time to think about twite Whendo, you think isin time to say: okay, we're going to bring this probition We'e Goinna give alittle bit more away because we just want to get hedace away from managingthis forsells. Yes, it's a great question and it's one that people likeus are often asked yeah, especially by oby executives and board members useyos a huge ylto, letssiti yeah, who don't know the Ghennel well or don'tunderstand the model as well as perhaps they should. First of all, I thinkyouryou've described the normal approach, which is you start small andy. You look for a few quality partners that you can develop a strongpartnership with Yeph. That's the usually the first step in any type ofchannel program to try to go out and go a mile wide and an inch deep and signup hundreds of partners and just give them a bunch of collateral and hopethat somebody sells something is often a big mistake and usually withdistribution with the two tier model, you're doing that you're usingdistributors to scale because they have immediate access. They provideimmediate access to thousands of partners in any given geography andthey can on a high scale basis. They can go out and help you withcommunications, with your value, prope with H, recruitment and training, andbut really distributors fendamentally were originally about scale in terms oflogistics, Yeh and in terms of billing, see their own things like yes, yeah. Soso you have to realize that's where their their fundamental strength lie isscale large scale, channel operations and you course will get there at somepoint. I think you know you get there when you have a large enough channelbusiness, not just the number of partners, but the volume of deals thatyou're doing that it begins to strain. Your operational capacity that's oftena time and that operational capacity by the way it might be the quoting processor it might be the billing process, or you know it might be a number ofdifferent things for companies that are respons that make physical products.It's certainly inventory, as AF aabig piece of the puzzle for softwarecompanies. It's not it's inventory related, but some of these otherfunctions. I think when you, when you begin to feel the strain of growth andyou you hit the limit of your own scalability as on to ter logicallycomes into play. However, if you wait too long, it becomes difficult becausethat at last peact you mentioned about giving them a few points, so to speak,essentially, you're going to be paying distribution by the time you get fairlybig, it's usually millions of millions of dollars. T at there are those fewpoints, and if you wait too long that can put posome challenges in the theshort term planning process. You know...

I've been asked before by board member.How do we replace the revenue TAT's Aing to the distribution? That's theyweare now giving to the distributor effective, and the answer is byunleashing that that skillability yeah by taking you know having the rightprograms in place and taking trading soe margin for a lot more scale. Ye Lotyeah volume and it's the old you can make it up on volume that hol that's sothat makes sense. Psychostion is don't Wai too late, though, because thefurther along you get the more puotiquote expensive it its so to spenthe biggest the move wil we as well as I guess, from a Seti decision. If youget millions and millions, the biggest impact will bou from a Pod Pespectyoufrom you know influencing above you Ey. They Bos pospitenly, making people ondus on that. It's much not to give away, basically exactly which is often thebiggest challenge in going from a direct to as channel sales model areactually the the people who are in senior management or executives orboard members who perhaps don't understand the model youl get thesecrazy questions like wait a minute. How does this make sense? We're going topay them this much in commission or this much in margin. I know you- and Italked about that earlier and for me it's a question of ship of making surethey understand the whole picture. THEA trategy and I it makes sens you have togive them a time friend, because the same frorust be extremely difficulttoge, because you probably know what you can dry, but you kind of drivingsomeone to drive someone ere. So it's Tane FIMS good to be very difficult toDousay as well. It is because usually things take longer to go from zero tosixty and the channel model. Then then a quarter or two and h yeah, then yourminaghment team once but again this way. This is why it comesback to trategy and to this topic of scall ability. Absolutely so I'm not onway that we wroled et ot in. As you know, we've got a mixture of caentsbecause I'm very well established very famous inpliance, but we've also got abunch of startups and organization at a probably less of Branda onitkno peopledon't speak about them in the streets and people. Don't tweit about them,EXCEC Trik at Raso, but WBAT. We see a lot of organization scaling throughconversing Inboundlis, generating Aur lots of inbondgemens online and thenthey've got big teams. Converting that, and you know basically growing- sendsthrue, not just world of Marts Puttralyo Marketing Mashi. So again,I'm missing Moude Qustion of the time framing and do what stage, but at whatpoint you think a vendor can really start to rely more or solely rely onthose inbounds on on generating revenues from marketing. Basically,it's a great question and- and I think the answer often is similar to the tothe question about two tier model- companies want to get to the pointwhere tthey start to develop some real brand awareness in their market andactually brand pull yeah where customers are asking partners aboutyour solution and where customers we know that that customers today spendsixty or more percent of the of the viing process, doing their own researchtalking to peers, reading reviews, whatthe Ain the Channelas E. Yes,speaking to the channel getting getting references and, of course doing onlineresearch reading research reports etcer they do up to sixty percent of theeffort of the sat of the decision. Making process happens before they evercontact you as a vendor. So if you have good brandpall, if you have good brandawareness, you will usually be part of the selection set when the window ofopportunity when tye customer is entering a buying cycle, is happening.Yeah. That's what you want! That's the Instante, but, of course, for a startup,as you mentioned, for you have many startups you work with. They don't havea multimillion dollar marketing budget or for that matter, a multimilliondollar advertising budget to go out and canvas every airport and and everyradio station, and all of that and and so the I think, the answer to thequestion is the point when you can really heavily rely on marketing, iswhen you, when you reach that point of randawareness starting to to go mainstream? Okay, that that brand poll I'm...

...talking about starting to happen yeahup until then, you really have to work hard, often with startups first withthe direct sales team and then going out and trying to proactively reach outand contact prospects, and that, of course, is an expensive difficult model.It's an expensive WODEL, it doesn't scale Wel, yeah yeah. You can onlyscale your sales team, so big if they're, proactively, lurking Ouf, cold,calling and doing outreach, and I think the way that you do that is you startwith a focuse approach on which customers you're going after Yep size,industry somoff on Accalm, BAS, approach, mor of an accounpasemarketing approach which buyers within the company Etcet and you and you makesure you've got a really good value prop and and an inbound approach to gettheir attention and, of course, that you can meet a real need that they havethat there's a strong Wy and Ye, and why now for your solution and an ofcourse with sales teams, you have to also teach them how to disqualify earlyan often is I wall them to an te Opossusi. That's right: hats, a that'sthe prime with in bown. You know it not so long ago I was, I was invited to toan organization that an inside sensty and I was aving meeting funof acomplete different Preson, but the CMO as me. The questions so Wev got anissue. We create more in bounds, but we've got less dems. So basically weincrease the marketing input drastically. My stronger pesent, but wedon't suly, see our crosing rate involving we don't see, knowelectroryis going down because we get to some sort of deals for more lead, soidot make sense a SA. I think I may know what the issueis and we went to the floor and he managed to put all the gate together aswell. How many of you guys aver prospect telling you last Mont, so thisa what Salin Tyoure, actually quot a carrin inside raps soven of you, gays?Have you seen Wi you har the prospect last Mont saying your Thaing to you. Iam very sorry. I really realy really really wanted to buy Yoursten, but mybus desaed to go with that as a company and I'm so disappointing them. So nothat really Wantou to give you Thedea and probably ninety persout of themraise their heads and say how many of you ave all that more than three timesless mounts and probably atoose of fifty pers o of the world that tharaised that in put the other Um up, I wan te toles you just Buckin it thewrong train, you know, and what you've got with inquiry the people ar treatyou the research, the people a will, spend time doing things etc. Make youfeel very comfortable in the sers process. I mean whe. We have been in Ouselse process to realy. That authority is very important and sometimes setling.A big deal is not to a nice person. rightually someone WHOC will challengeyou and you challenge them back and it's a bit of anyth battor to get towhat you want to be. But when you are bit more of an earlier, you know lessMatchu, I guess Sol individual and that someone responsible for SOM when teryou back ther respone to your eman, like you, feel very good, basicallymake you focas something base on a great you feel about. It was uncolyfame propety, so that was madeor story to to vilate the point that you justmade you're absolutely right- and this is a very, very common problem,especially in younger companies or smaller companies with younger salesteams. Cold calling and outreach is hard, yeah at's hard, especially youknow you because you have to get a lot of nose before somebody will even talkto you and so f course you, as you say you huge that opportunity. Ifsomebody's somebody's talking to me, I want to do this. It's a great firststep, but it's only a foot in the doors they say we talk about it. Our company,with the sales team that I work with going about going wide in the account,is Ety Cor. tomate, yes, but something were justreally on that in bound. So I havet ed bog from Chris Cris is a nice guy. IsMy chumpion within Theackos? What does that mean? You have to be the Trumpiyonnother that guy that's right, just go and speak to people. Why are you usingsomeone to go speak to you and your br tos or people? Who Does that? That'sright, so you have to you, have to build a strong ten champion and youhave to test your chim ups right. You have to you have to be able to makesure that your champion- maybe maybe not the decision maker, but is someonewith influence. Someone who you can work with to understand the needs ofthe organization and build a strong...

...business case, a value proposition forthat customer and that you can equip your champion to then go to thedecision maker to the economic buyer, yeah and say: Look we need to go withthis company for this reason and here's what it's going to do for us andusually that person, as you said, hi was doing. The research is just aperson who can get you to your champion. Will Not be your champion and theeconomic fire, the decision, maker or decision makers. Yeah process are evengoing to be above your champion, so you have to have to go wide in terms ofunderstanding the needs of the organization and you have to go up yeahand usually that's the it's again n Acom base, I mean fom, a pospectivemarketing is Lika Glue. You know, moder investigation, that's a great I justgot to and marketing is not responsible to produce business. If not, we woillnot exist assenve people an- I guess you know be so easy. It's about gettingthat O and walking from that Grov and and sometimes well. We see shes whichisfrustrating his disposition. Petanlin Boun. Is it to wrikean another rightlevel of authority, BLAC Blah Blathar Sein, the same thing: thatts beenQuatifi Mov. Well, wait to Saon. Let's look at the R system, ormetshes Av yenin the Pastecsetraso e Dose Tins. Actually we thin very important and Ithink you do it more- The larg on the account, obviously doe Yev Oonye. Ifyou tar getting a attenment company, you probably want to ovrun right yeah.You have to just go quickly exactly yeah, but the largest histories, but Ishould be aothe and thos Ou to bi completely fore wodcast, but I is asuch a great to pic well and with your permission, I will I love the analogyof it being a clue and a murdermous yeah, and I had never thought of itthat way, but you're, absolutely right as you're scaling a company andbuilding a sales force and building more skills and acumen in your selfforce, it's very similar to detectives yeah a in a police department. Right,if you think about it, you have to teach them. What are the clues to lookfor? Who Do you talk to and what questions do you ask them to get O tofigure out the story yeah? And what are the patterns that you look for? It'sthe same thing: Eus Sales. When you're doing this type of an approach, andthen you can anform Egat Tat Batto, you know Yous, you knobut was expienceyou're, just doing which situation you are, which is your use, ocase enough togo and very good detectives and get to the to figure out who is responsiblefor the crime very quickly Absiti and with a lot of accuracy coming toto thispice I'm getting to my favorite question. I think e Wanteu to asyu havebeen burning for Igt, so obviously looking at Yourcv from a long timeafter it looks like Het, was an easy road to scame t e Lek of Soffar, theLik of Gasbel Ki. What so PAS Fus was working the Bak you 'R don so wel. Welook at it from now your fantestic bettery kind, but when you probably didit ton the daty basis, I would have expected a tremendous amount of tension.Tremendous amount of pressure, a tremendous amount of impatience,particularly from Bot seals and things like that, and that's probably Thu onthe Dady Bas- is as glamorous a it looks when you look back now. Okay, butthat question I'm getting to my question when skating, what are the KPIyou need to to monytal closely, and you know t o to access OAS, successful todeskading processes and also make decision on West need to be reternreviewed. What is to be killed, but it wou be Investi on it's a great questionand- and it's an important question, because if you get it's all aboutbalance, if you get the balance wrong and you go too fast or too slow, theconsequences are not good. The performance will not be good and soKPIS are really important. The one thing you're looking for with skillability, obviously, is the growth rate yeah you're, looking for what's thevelocity in the business, how quickly are things being done and yet how fastare we growing? All right, you know: Are we able to maintain or expand onthat grosth rate? So that's one factor, but growth rat alone is is dangerousright if you grow fast, but you start to drive up your customer acquisitioncost with an inefficient model. For example, then your you may end up inthe wrong place, yeah. So you have to look at efficiency and productivity inaddition to to the growth rade or the...

...velocity of the business. So efficiencycan be measured by things like customer acquisition, cost or cost of sales as apercentage of revenue, that's pretty easy to meature and, of course,productivity. You can measure as well, for example, of her head basis yeat.How much is each sales personon average able to generate? So those are a coupleof things to look at behind them in the bigger pictures should be the. Where doyou plan to get to from a cost benefit perspective because overtime as youscale, a business, the one of the big goals is economy of scale, as youyou're, not just trying to grow your business, but you're trying to overtime,make it more efficient because, often when you're a small, startup and you'reusing a direct model, it's not very efficient, but it's how you get started,and I, when you fast forward to the future, when you have a big company andbuts of partners in an ecosystem, it can be a much more cost efficient andtime efficient model. So I think you look for those things as financialmetrics. However, one of the other most important things to scaling a businessis people, and if you only manage by the spreadsheet by the by the financialmetrics, you run a big risk of going wrong with people because of course, asyou manage a sales team, for example, you have to think about what are thetargets and what are the quotas and are people able to earn a good living yeahor the tarbets set high enough that you're incentivizing the R? You knowyour headd in the right direction, but not so high that it seems unettainableyeah, right yeah, but it's demoralizing for people, because of so you have toget the the blendrate, and that comes down to a bigger picture formula, whichis how many people do. I need in what areas to tarbet which customers to getand getting that that formula of the business team right e, the productivitymodel correct, is really important and back to your Kpis. One of the thingsthat you need to look at is employ your attention and employee development. Ifyou're getting the balance right with your sales team and, more broadly withother people in the team marketing for Sanser Management, basidlt just tarting-to retain the talents from the business, if you're doing a good job, it can be astrong driver for growth, and you will see that an high employee, R, etentionnumbers wil also see that, in terms of development for people, people in avery strong productive organization will have the opportunity to progressin their career, and so my experience is the more you pay attention to it andthe more effort you put into doing that right, the more the skillability andthe growth comes in a healthy and productive way, and so I think you haveto think about some of those softer functions as well. It softtime it'sactually Ho w. We are very big on promoting from with it her, but if youthink about it, entry point is Bidia yeah, someone, who's got very imitadexperience and when you promote them, it's often a lot of wark to get them toelivate themselves, o the next sor okay. So we may lake six months to getsomeone to actually elevate thoe, IRI aces, six months, training to move tothe next rol, where you could repret someone in two mouns that could comeand just pray ides of Wa delov in the provious organization. But we believeit's important to do because it creates Culture Eah, and I think there isnothing more beautiful and someone coming into the team and sitting witheither of marketing or either sends or eithor operation or teamleader, and allthese people that will speak to them. Thou the reqritment process, Ive seenpeople wit in that sate in the etrials or your spaes that have been promotedwithin the business and if that individual sitting, there is probablylooking at us a organisation Ot yous ar one and baby yo Oman aid ever ittlr bitmore. They W may say. Actually it's probably better to be in this one,because I maybe Triti me a better way. I don't just want a job and I want tocarry right. So it's around training us sort of thinges Werl for us, nothing.We Col themselve bathing, that's so important! Oeregon that I totally agreewith you I to and thereis nothing better than seeing somebody come intothe organization as a VDR and in a year or a year and a half have theopportunity to move into a sales roll. It's a big job, Bas. You pointit outit's one where you see a certain amount of failure, because it's it's a prettydifferent job an and it's sometimes a...

...big jump for people. So O gits, youtiming light, but it'Syoa you'd get the timing right. But it's also very smartbecause you do build a strong culture you're. Also in a great position toassess. Does that person have the innate capability, the talent to dothat? And if the rest of the team supports the model yeah, they are goingto be a safety net for that person as they make that Jok yes to try to helpthem, along and and when they're, struggling and they're looking foranswers, they get answers from their codies and when you're absolutely right.You can create such a strong culture when you, when you create thatenvironment yeah and it's self reinforcing and it and you develop alot of momentum and its fre tocore and it becomes really powerful. It iseasier and faster to hire somebody outside who has already done the job,but it is often better stronger and lower risk to do it internally. If youdo it the right way. N, if you just promote something from someone fromwithin, you probably would expect them to say fort least twice Longeou,someone from the outside o Il Maketo someone who makes a lots of arisontalmove, there's just someone with a Spety cal move at's. What e Wo Get oncrs year,siple coms, and we you saying that company Av Ye' been promising once inyour life now o IV, the nine mongs ther nine mons out to everyone's els, sixMone Becaueyou, insens Whedo you, if you're a good way or Enet kilding youright. Why are you not staying and Foresi Very Unnucky, yeah itanyay that'?True ' that'SSO for his toi. We are running out of time now and I norgalyto Gat your plane, Os, like you, Roch cockeing with us today, actually doingthe podcast and recording the podcast in person, but if anyone wants to getin touch with oucras to ISO cary Om talking about some of the topics weretoday Akre of ritop on something discuss about Fus and what you're doingwhat's the best way to get ou ou you that's great. First of all, thank youfor adding mean how did you be here? It's been a pleasure as well great tocompare notes with your background and a shared love of sales and growth andpit of peshion. Yes, a lot of FAC Antaicyeah, it's a great conversation.So thank you. The best way to get in touof me is either to reach out to me:AFFUSE yeah everybody. There knows how to find me or on Linkedin I mc Dogget,an thats do doubleg doublt a wel. He was a great Eso. We Yeon the show today,like Youre, a Mish persn operadics has redefined the meaning ofrevenue generation for technology companies worldwide, while thetraditional concepts of building and managing inside sales teams in househas existed for many years. Companies are struggling with the lack of focus,agility and scale required in today's fast and complex world of enterprisetechnology sales see how operatics can help your company accelerate pipelineat operatics, dot net you've been listening to be to be revenueacceleration to ensure that you never miss an episode subscribe to the showin your favorite podcast player. Thank you so much for listening until nexttime.

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