B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 1 year ago

102: Insights From The 2021 Sales Development Report w/ Matt Bertuzzi

ABOUT THIS EPISODE

The 2021 Sales Development Report from The Bridge Group is out. We invited Matt Bertuzzi, Director of Ops at The Bridge Group, to unpack the state of sales development and share the trends expected for this year.

Our conversation covers many important topics, like how to expand your SDR talent pool, comparing report data to assumptions about the effect of the pandemic, the methodology behind the report, and contributing audiences, defining quality conversation and the best medium for it, and lastly, quotas: if any experience is essential for meeting them, and other complexities.

Check out the full report on this link: The 2021 Sales Development Report.

Want to hear more? Find us on Apple Podcasts, Spotify, or here.

Listening on a desktop & can’t see the links? Just search for B2B Revenue Acceleration in your favorite podcast player.

You are listening to bb revenue acceleration, a podcast dedicated to helping software executives stay on the cutting edge of sales and marketing in their industry. Let's get into the show. Hi you welcome to be to be revenue acceleration. My name is onion. With you and then here today with Mut Belch Z, director of operations at the bridge group. How are you doing today? Might well? Yea, I'm doing quite well. Thank you. Hey, you went for the full version. Try It, man, this is good. It's but less as well. The perfect already on. My amber would be so proud of you. That's very fust so today will be discussing the results of your most recent sales developments. report. Is Very, very, very good at been reading it. Lots and lots of insight in there. But before we get into the conversation, Matt, can you please introduce yourself and also the bridge group, which you do as an organization? What's your very proposition and how do new at the wall? Sure so again. I'm apper, twuz our two hats. I run operations revops, like the tech, the text AC, all the fun stuff, but the more interesting part is I do research around inside sales, sales development, account management. So we the bridge group, we work with probably you and I have an overlapping prospect base. We work with BEDB tech companies that are looking to to grow, to build pipeline, to close deals, to renew and EXP band and we've primarily, I mean literally, we focus on we focused on sales development back when it was called Business Development and before that when it was called inside sales. Company's been around for twenty something years. Trisper Tuzi, the most famous Pertuzi I will never be more famous than my mom. She founded the company. So I start joined the company about twelve years ago at the bottom. I was in associate consultant, which is like anyone's ever working consulting. It's like the grunt. And we've been doing this, this kind of research. Kind of started it on a Lark in two thousand and seven. We didn't know how it was going to work out and it's seemingly worked well. So we've been doing it kind of iteratively every couple years. So we have this Nice Longitudinal view on how things are changing over time. Yes, so it was looking at the the serves developments report and they believe you've been running it since two SAUSA and seven, which is good, and been trucking. I'll metrix team structure, compensation plans for Asda of change of our time. I was looking at some stuff as well about average to Ner, you know, the full productivity of the REP so quickly they're moving towards overs there is really quite insightful. But can you tell us before we get going, what sort of methodology that you use and what sort of audience are you he's at the back of that report in order that data. What do you put the data from? Sure, so we do basically quantitative surveys. So when we first started we invited our customers right, because every customer now then forever will say, what do other companies that look like me pay, or what's their quota or what's their profile? And the problem with that is that's you have massive selection, biased like there's, you can't assume that the people who are your customers are the same as the people who aren't your customers. So over time we've been lucky enough that as new people download the prior reports, we invite them to the next one. So we have a couple hundred companies taking this every we do it every two years. So every two years we have a couple hundred directors, VP's, managers of sales development or v piece of sales. If they if there's no one who knows the numbers cold and they're sharing their data anonymously. And generally we ask for hard numbers, not like you know, on a scale of one to a hundred. We want the actual number, not the range, is, not the deciles or quintiles, and then we use actual report median numbers, because sometimes people lie, sometimes people are wrong, so averages can be crazy. So I like the median where I can generally say now that half the people who set introductory meetings in the mid market their quota is X. Half is below, half as above.

So we try to keep it neutral. We're not judging people with what they answer. If they say their quote is five hundred, great, but if they said their quote as five thousand, it's not going to change the median where it would really pull the average. Yes, okay, that makes perfect sense. So we squat. It's quite to a launch semboard of data that you are using. Are you mainly focusing on North American organization or all this UN make are you will king at a back a MEA leaders to provide you with it information. So we only invite people in North America. But you know, the amazing thing about Linkedin now is people can share, share your survey link and people you've never even met can take it, which is amazing. The challenges, like localizing camp is impossible in the United States. It's hard enough, like Paris, Texas and Paris, forget it. It's very, very difficult. And the other thing is we have a weird culture and not we have a unique culture in the US where this where sales development is seen and treated as like a temporary squas eye and dentured servitude, like a term you serve and then you finally get to be a real person and make the big bucks. Yeah, my impression is that's not the way it is in the rest of the world. Yeah, it's correct. Let's they've into it, because you can a fleeding nicely to my first question. So it's two starts in the report that, when you correlate together, I kind of kind of paint an interesting picture. One is that the experience required from from companies to our as DA is going down. So, yeah, I think he was around two point five years in two thousand and ten and we are dropping to one point two years of experience in es twenty. Yep, and I do believe that he's linked to a lot of things, but probably the main one is that there is probably more and more demon for as da across North America and ever. You know, there is more technology companies coming up, more be to be software companies coming out of the woodwork everywhere. Investments are going into this company because they need to develop at the speed of flight. So people need pipeline and they probably need more as dls to fuel. But the other stats is around the fact that it's in the start in context. But the report mentioned sixty eight percent of a s Dr actually achieve quota. And Right. So many question for you, Matt Is. Do you believe that Asda are not eating quota simply because they are not experience enough, or because once they get experienced enough, they can of move on to another role or get promoted? And basically you don't have that consistency in India's Dr Team, as you just mentioned it. To help me with the open or to that question. Yeah, and so so let me come at it slightly different. I have a weird take and I want to get your opinion. But people yet this is what I am most I get the most hate mail about my belief that two thirds of Rep sitting quota is good. People will find my email address and send me nasty emails. But to me, a rapple hits ninety five percent of quota and a repple hits a hundred and four percent. They're not they're not different reps, they're both great. It's so we have to draw it's an arbitrary three digit number. Yeah, so we have to draw a line somewhere and for me two thirds is about right now. If it's two thirds of your reps a seating quota, think about like. It's not a bell curve, you know, hovering over fifty percent. That's way, way shifted to the right. So you have like a third of your reps. generally speaking, over time, over a full year, a third of your reps would would achieve less than eighty five percent, a third would achieve a hundred and fifteen percent or above, and a third in the middle. So I think that I agree with everything you said about ten year experienced skill and then they're gone. Like when I get great at my job, I get a new job. Yeah, I think it's not so much that if we didn't do that, more reps would hit quota. I...

...think it's that quotas would be higher. I agree. So, yes, I think quotas are low because of everything, because we hire, and again, this is very North America, but we hire a stereotype here, like we hire someone who graduated for four minutes ago, who doesn't know could literally couldn't read a balance sheet and we expect them to cold call people their parents age and talk about their earnings reports. It's like, it's crazy. It's crazy to me how much an SCR has to learn about business before, not even like org charts, like what does a business do? How do they make money? What does risk mean? How do they quantify risk? How do you know if a company's growing or shrinking? That has nothing to do with which specific functional areas are selling into and what their actual products awce. Yeah, now agree. I agree with you. I remember being thread to depend when I started and literally taking it's actually difficult when you when you when you learn all the signals that you need to correlate all together to be able to paint the picture of the accounts you are targetting, and particularly when you are doing the art bound job right, you do in bound what. That's quite cool because, well, if you are like me, you get someone speaks to you because they are in the business of being your stuff. Yeah, you just need to be super skilled in terms of knowing your product. You need to know the technical documentation, you need to know that by heart, you need to be able to almost how to plug your stuff, what school was not cool, etc. Etc. So you can actually go into details, but you can. These are things that you can learn, and I think you can. You can get that pretty much scripted or given to you and you can jump from one to the other, etc. Etc. When you actually come to the storytelling of selling and the art bound prospecting, and this is why I'm choosing you, this is why I believe our solution would be relevant to you and except etc. It's a out it's absolutely it's an art and I was just listening up podcast early on today that was shared with me by our managing director in North America from check, donelop, with scaled, scaled consulting. Yet we will have jake, it's good guy, so and he was speaking about the arts. He was speaking. What's the experience when he started? And and I think on the something the way you use world and position your question, the positive questioning, but open questioning, don't asking too much, being able to be a relevant, creating the moment, creating that light bulb moment. Should I say? It's it's quite difficult than yet expecting people to do it from the get go or just giving them a script and expecting them to be good is a tough task. Right. But what do you see as D rich quota? Because you are right, you know, it depends with the quota. Is he said, sixteen percent of his yeah, but achieving quota, like do you measure the the complexity of achieving quota? All the quotup pretty much the same across the same pool of companies. You you've increading the research shore. So they are not as you would as you I mean, I'm sure with between your clients, you understand that everyone thinks this is going to be easy and you're going to be giving them plenty of meetings, but once, once you get on the phone, you realize it. So we actually have two customers that, for coincidence, we started with the same time and they have a similar profile and they had similar teams, similar profile of customer. So they we help them build teams messaging one I think their quota where where ended up what they're actually doing was something in the name of like four or five meetings per month and another one was twelve. So they're targeting nominally the same functional area in the same size companies, but one team is tripling the production of the other. So it's, you know, timing territories, the talent. There's a lot of variables. But if somebody put a gun to my head and said what what should I call on my team on, I would say, you know, fifteen meetings a month. I think that's fair and really, really productive. Yes, yes, I mean, yes, that it gets fair. I...

...mean the fifteen jet not even gently qualified, fifteen meetings at the right company with the right person. Yes, not. I think I think that's part. That's what we're looking at. So, you know, to give you an ID your bending on target, we we're looking at fourteen to sixteen in theme of what we are we are measuring our Repson. But there is the valiation for us is how much how much data do you have and at what stage are you in the in the process. Yeah, if you just started, you are in the first six months of a campaign. You've not good a not tring, but okay, you've not had much bel to see that you spoke to when you are months to in the campaign. He was a nice guy. You had a great conversation with you. Unfortunately no compelling reason for him to meet with you right now, but he told you call me after the summer and I think we and my projecting would be in a much better opposition to to to pick up by them. So you know, I think when you can get to fifteen, sixteen. Mean we've got some guys in our team that go up to thirty forts in is really productive. Right six to a day. Yeah, but those guys are everybody look at them as like, well, those guys are monster. Not, those guys are planner is don't put their feet up when they get to meeting in the morning. They carry on going. They carry on planting the seed and planting the seed and planting the seed. Another in conversation and over time this conversation developed and there also the people at kind of almost build a relationship with prospects prior to the prospect meeting them. So what we tend to see. We tend to see months one. I think the average would be four to five selves engagement, like meetings, right, right, company, right, prospect months to probably around eight, nine, even three, twelve, I would say, and then months for onward. Fourteen plus. Okay, that's as right and that that's so. That's that's very similar to what you see. What I so praising the report all so is a very large proportion of the work seems to be outbound, and that's so praising me a little bit. But then I'm scratching the back of man and I'm thinking, is that? Is that because the research was done in two thousand and twenty and with Covid nineteen we had to probably focus back on our Boum. What's your take on that night? I think generally, if I had, if you and I just took I don't know, fifteen million series a and somebody said here's your number, get it, the thing we could do tomorrow would be building up on team or high are higher and outbounting somewhere. Yeah, to say okay, let's inbound market tomorrow. It's like that's okay, we can start and we'll build in a house journal that we could do all these amazing things, but we're not. We're not going to get that quart q one number plus. There's a I mean there's a pool every may in the United States is a pool of recent grads who want to get into tech who you can they not going to be great and we don't certainly don't train them to be good, but you could put them on the phone for relatively cheap dollars. So I don't know. I mean I think I'll bound is the thing you can do where is inbound is a thing you can have done in the past and now you're reaping the rewards. Yeah, I agree with you and I think you know the true reading bound a pretty quiet prayer. You know the number of diamond and I won't mentioned in the organization. Yeah, but the number of things with some very reputable name like, you know, some big brands, like probably in the top ten or twenty. Also ty of what you would imagine this to be the iest revenue generating bet piece of to a companies. Well, coming to US and said, okay, that's going to be an energy our program right, we're going to give you the Super Way quality fight.

Don't slowly get people what I en carry in the business of being the stuff and Blah, Blah Blah. And we get good and, quite frankly, met, if not even twenty percent, up people who are interested. You know there is regeneration. People could lead a contact. Yes, people could lead someone who's been done loading an asset from one company, and then you know there is a solution that can match up with discover that organs, we mean for the potential contact, should be. It's not even the guy right so and they're doing their best and all these tools are brilliant. You know, I would never speak in a bad way about contents, indication or intent marketing, because these are information, or these are too that I believe, provide you with fantastic information. When you are doing a little bit of forensic walk, you've got a list of a thousand accounts, or hundred accounts even, and you need to provotize it. You know, you can't walk a to Z. you've got to ritten this by accouncer and using show. Looking at people, looking at the fact that companies may have searched your stuff, may alp you to prioritize, but the actual, true, real inbound. They are rare great. We don't load a software. Try The people that Filip a contact me from. I want to buy your stuff. We don't see a lot of this. And that's so pretty together to threats, you said. So one like the contact US versus registered for download but never read a web paper like that's a pretty wide spectrum. Yeah, and then the other thing you said was it call me in two months. It's like yes, I totally agree. It's it's hard to drive by prospect or how to get results from drive right prospecting in those two scenarios. Yeah, like you down our white paper. Do are a meeting? No, versus, call me in two months. Well, what if the STR is not going to be in the seat in two months? What if they're thinking in their head, in two months I'm going to be an AE. Yeah, so all the work you've built because they're not going to be in seat, it just it falls away. It's really hard to think about next quarter, and this is completely rational and everyone's acting in their own self interest, but it's hard for the str to think about next quarter if they don't plan on being an str next quarter. Yeah, so I know the thing that and as the last to the last point, and I want to ask you question about what you think, because that's not about me and what they think and whether full present to today. I was so prized to see the fun connection. So you've got something that you could quality conversation. I was so prized to see that going down. But it's kind of it's kind of almost feel like it's a little bit in decline and that is more and more difficult to have qualitative conversation of all the food. Can you give us your suits on what are the best medium, if there is such a thing, or do you see a trend? Well, specific medium maybe a better place to engage prospect in that quality conversation. Sure so, number, when you're absolutely right, the number. So we define quality conversations just for for listeners as it's it can be a phone call, a phone conversation where at least one piece of qualifying or just qualifying information is learned. So something more than I'd like to talk to you and they hang up or say take me off your list, like that's not quality or, and I stole this from Steve Richard, from exact vision and email that goes round trip twice. So I am O you, you reply, I reply and you reply. So that's quality. It's gone round trip twice. So so sit in over the last eight dish year's. I remember reps used to be comped on ten QC's a day and now we're saying like four or five. Yeah, so that I mean. If anything, if someone asked me, has the job gotten harder, I just pointed that number. I say there's more technology, there's more data and you're having half as many conversations per day. Seems like the jobs getting harder.

Yeah, but and this is where it gets this is where the second, the second leading source of Hadium Mail that I get is the people to say I'm a dinosaur. So I was an str in two thousand and four five and there's something as me. I think it was. We had email back then, you remember. People think it didn't exist. It's like we hit the same tool stack. You do. Yeah, linkton was at the already stage, is what everything was free. Honing didn't it was? No, that's true. Yeah, absolutely. And we would get physical lists of, you know, like the Atlanta Business Journal to figure out which the companies were higher, you know. So with the data were there and the phone was how you talk to people and a very good of Whil exins pretty. Yes, absolutely, it was like a rainbow of perspective. Speaking of knowing me able to backfill you. Yes, people could not. People could never decipher what you were doing. But so I'm a big phone proponent, not because I like talking on the phone, I don't, or talking to strangers on the phone, I certainly don't, but because the numbers say leading indicator of booking a meeting is having a quality conversation and the thing that drives the most quality conversations is the phone. So it's I mean, I'm I it's not like I'm in big phones pocket. You know there. There is no big phone, no one's no one's cutting me checks when I say Reps. if you if you're struggling, make more dials. It's just how the how the data seemed to play out. Yeah, and we broke down in the report like we don't ask people are you phone centric or non phones eor email centric or Linkedin centric, but we ask them what their teams do for activities, and then we made a call, qualitative decision. You know, sixty five percent of their activities were phone, their phone centric, sixty five percent where email, their email centric, and the data show so that the average quality conversations per day is lower for email centric teams. It's just what it is. There's two ways to look at it. One those Reps. they're so good at emailing. They can email so many people, though, still hit their number, which is possible, right? You can email a thousand prospects in a day. I don't think anyone can call a thousand any day. Or maybe their jobs. Maybe there's something about those jobs that they're slightly easier. Maybe it's a lower ASP, a lower level by or smaller company, so they don't have to use the phone to hit their number. So whenever people tell me I only called email and it works, I say I believe you, but the burden is on you to prove to me that that's transferable to your next job. Yeah, you know. So that's that's my take. No one's nobody's paying the Bridge Group A ton of money to say make more dials right, like you know, we don't know what he pays us for that advice. But more often than not make more dials works. Yeah, and I think you were so. Probably it's probably easier to good through the noise with a food conversation. I thinking in the facility. Sir Gongs, you can really even impressure with your voice to two and everything. You know many t technically. Then with an email, I think email like here's you're praising me would probably will quieter with me. I I like a good dayle email and I respect to where it will timail. I will respect somewhere. That goes to the point. Tell me, why me? Why my company? And watch even you know, a good eman could walk about it. I see it does a sequence, as I see it as at the end of the day, does it matter what I'm going faulting people with? Know what matters is what's the best medium to get old of the person? I either prospect that. I think the technology at I'm representing can help. Right, because I've got a mission which is I need to give the news to that guy or wherever it is to that that we are here and we are great and we should buy our stuff. They don't know about us. Why are we not engage yet? I don't know. This is writing me crazy. So maybe be a linked in touch. So let's say you've got...

...a marketing personality. You are targetting the active on social medias. You can go and like their stuff on linked in comments. Send them some dam about that great article at the precedents to Flayer, to create some sort of noise and and make your names being recognized and stuff. Maybe be an email because in fact that someone was traveling so much at they never had that desk and you don't have the mobile numbers, you've got no ense to get them. So your best, best luck is to send them an email at eight pm when they're still, you know, at the airport, you know, doing a few emails, sitting at a bout drinking a pint. Or is it is it? Is it, you know, a phone call, a phone call when they are getting into the office or in the evening when they're wrapping up in the office. So I think from a perspective, the medium is really is really dependent on the prospect you want to reach and how people wants to engage with we found out recently we do have a fair amount of clients in Israel. He Front know that what's up. He's a great way to get in touch with people. I wouldn't find you to lead to be true, if someone was to send your what's about of the blue, because that's that's my personal life pretty much okay, but with these friendly prospect no problem. High spoons. You know. So why not? I can know you exactly what I like. It doesn't matter what they think about it. It doesn't matter you if I would feel offriended if he was coming my way. It's about them. No, I agree in the one thing I would say. It's a hundred percent agree. It's the sequence or the cadence or whatever the playbook you're running is what matters. The one tendency I see is we remember, my we. It's easy to remember every email that book to you to the meeting. It's impossible to remember the ninety nine dials. HMM, that didn't answer, but that one time book you the meeting. So that the universe tends towards the easy stuff. Yeah, that's just. That's like that's a slave of thermodynamics. Everybody gets up and says, let me do ten percent more of the hard stuff today. I agree with you, but yeah, I agree so so, like dimy, opposite of you. I never I get so many emails and I'm a nobody at a company with not a huge budget. I don't read any of them, but I listened to every voicemail. A replaves me, but it seems that you've got a lot of faith email as well. So it's probably I would not like to be a knowing, but it's the beauty. It's the beauty and the the down side of Linkedin. Yeah, that means it's and again, you know, this is really at the end of the day, I believe. I believe it depends on the person that you out like getting in when you are beyondest the Odia a or whatever. I stopped about us and I we feel abodes about making sure that's we go through the prospect and we put them in the center of the approach, you know, from a message perspective, from a medium perspective, in order that from at least from a perspective. Yah, know absolutely it's and it's, but it's so hard to know it. This is where companies let it. They they let strs run their own playbooks, or I say like they mutate the central playbook and mutates. It's like a fast dividing cell, so fast that when you have ten reps, you're not running the same playbook anymore and you're doing reps a disservice, like you get. Yes, you're giving them autonomy, but if you let someone do something that's less effective and they don't know such effective because no one is measuring it properly, then you're setting people up to fail. So a little bit of control, or at least saying I love your new approach, can we test it? I think is a good way to go. person's degree. So you are doing this stri books, seems to sus and seven. I would like to know from the the reporting in two thousand and twenty, what surprised you, sure, Matt, personally or the group you know? So you tration or that? What was the is there anything that just came up? Come up and you're just like wow, that's surprising that, that's that's I know the one. What was it? Even so, I thought, I believed companies were going to soften their qualification criteria in response to covid in the...

...economic downturn, and I thought also quotas would fall and repetayment would fall. I was definitely right on company softened. Quotas did not fall drastically, maybe because they're sticky and they're hard to cut once you've already agreed to something with the CFO and having soften them and and maybe given a little bit of relief. The same number, the same percentage of reps hit quote as they did two years ago. So that shocked me. So the I think it's it's over a year. It looks like there wasn't much of an impact, but I bet first half, second half we're very different in most companies. Yeah, and that's exactly. May You ex question. What was the impact of the Pundine that you you all? What was the impact of Pundinique, you think, on the SERTA OF DEVELOPMENT INDUSTRY? Sure, so. This is a second surprise to me. Was, I thought, at least be again speaking it to the US, our unemployment rate for what where we called the the str profile, went from let's say, you know, to three percent to nine ten percent. So I thought, okay, there's a lot more talent on the market. Companies are not going to hire two thousand and twenty graduates. They're going to hire reps that have done this for for six eight quarters and say hey, this is tough economy. Why don't you join us as an str when we rebound your front of the line to become an a? So I thought the profile would change. We companies would be hiring morse experience, more bdb experienced people, and I was dead wrong. The profile did not change at all. You know, the amount of experience required higher was was pretty much consistent with every prior year, or I should say consistent with the downward trend, whether they're hiring less and less experienced reps over time. But the problem is it like it's kind of become like a factory where it's like associated SCR, senior SCR and a presenting SCR mid market a go, go, go, go go. The problem is we took six months of hiring new a's away. So now there's like a there's up, there's pent up demand to want to make the next step that they just aren't enough open positions for. Like we haven't we're not back to the employment levels we were at at the end of two thousand and nineteen. Yeah, so there's a lot of us and I see it. I'm a big lurker on Reddit, our sales. I really like it because it's anonymous and you get you get a good, like read on what strs from different industries and different parts of the country or saying to each other. Yeah, and like there's a lot of frustration that specifically reps. they were higher in late two thousand and nineteen. Who thought they would be a's by now. And not only are they not, there's not like an it's not going to be next quarter. They're just the company is not hiring that much. So I think like ten years is stretching just because of these like macro factors. There's only so many companies right now. They want to hire someone else's str to be their junior ae. That's like a hard jump, is to to leave your company and make that step up. Yeah, so there aren't a ton of those opportunities and I'm feeling a lot of frustration that that, you know, in what, in fifteen months, people aren't where they thought they were going to be. Agree a great and I think there is a big demon in general for anything sells. I think there is that from the series development spread to the to the to Thea. I mean we I think one of our biggest frustration in what we do as a business is these clients or x clients, pushing out team or yeah, I mean this is something that yet it's happening all the time. Yeah, sometimes very nicely. So you've got to ground that. Will Give us a could and say hey, you know what. That...

...guy is brilliant. I used to walk with you. Mean like previous company. I would like to re engage, but whiring, you know, could we? You know? So that's cooler. We actually respect the people will contact us first and let us know, also when in the leadership team, about their intention to get off good and put the Mozo. Would just hide behind recruitis. But did that or the recruit as to us and you know, or the message, because that's the good news. You know, our guys are quite open and maybe not as lower as we would like, but you know, they are relatively open about what's happening and telling and telling us. But our they have been approached. But you know, it seems what we've seen over the last couple of yours for sure, is a bit more desperation for hiring good caliber asda. And know you spoke about that factory. We kind of calling the conveyor bait by and I think I think it's exactly the same thing. Is The conveyablet in the factory and and we try to develop these talents. So we try to you know, when you recruit anist Dyah, I think you can't do it. Based on previous experience for us is too late. They are weak and see for us, because you know, we need to make some margin and still not custo fortune for our clients. So we need to get the guys that are like we work with them for wood. They are not what they've done. Yeah, I love that. Yeah, and and then you've got to develop them, but then when they become good, you've got to keep them. Yeah, and the prime you've got that where you do that and you work really out and we've got processes and we tried to be a great place to work. You know, you have the odd sells guy that we work with. Say, have you consider looking outside? You know, we've got a job. I think we pay a little bit more and where you are at at the moment, maybe you considering it. You know, it's just like those kind of dropping things. was just that and we have to deal with it on the constant basis, course, and think. And I think I heard you say on another another show that like a lot of your non str staff are former of your scrs, like there is the your intern every all your internal positions are formers. Yes, yes, we've very been one, very big on the promotion from within, like Papa Jones, MC Donald whatever, who's just like you know. You know, you want to on your own franchise. You said that the bottom putting the pepperorities on the pizza. Yeah, and that's that's that's because all the management team, including my my business, but now and I we all come from that school. So we've got a lot of respect and but it's difficult to to keep up. You know, you've got to grow at a specific rate. But, Scroy, when you get to two hundred, two hundred and fifty s dls, you know, you have literally sixty people at once of promotion every year, of course. Yeah, and it's time. It's the job, you know, and we go, you know, I mean we are growing, but we need people on the ground. So, but I do think that desperation for talents. I really do feel that, because something that was one of once, you know why, once every six months of client would come and put one of your guys nice literally upening, if not twice a week, at least once a week. So you have my permiission to cut this from the episode if you want to, but I have some data. I haven't finished yet. That the answer. So here's it is. The question I'm asking if I'm hiring for a junior a and I had I can't promote internally, so that's off the table. Is it better to hire somebody WHO's worked for TDB tech fender as an str or somebody who's worked for a company like yours as an str and like? Logically you would say let's stop it. They probably the same. It's not even close. The success stray or the the rate of not getting fired within two quarters is much, much higher for somebody who's works for you because they've seen, they've seen, they've been through a better process, they've had the manage my theory, they've had better management and they've just seen more sales motions, they've worked more accounts, they've seen more if they're experience is so much deeper in the same amount of months. Yeah, I think we take them through a most sorrow starts training. Hmmm, I think we take we...

...also vary they participate to client management. There is a sort of customer success that is is engraved in their brain and then they they are involved in every single steps of the customal journey. So we not to a v on the or you would have like five layers of management before you have the Rep. The reps are truly on the w you know, the weekly business for you basically. So yeah, I think. I think our guys when they come we are I'd like to take the energy. Mean we don't do that. An email in Europe pretty but it's like military service. You know, I'm speaking to some of them again, coming back to to Eastraeli even dolls and people we walk with the there is Tiv stray. There is still military service in his trine and I wouldso have some some relatives in career and people will if your career and you live in in England or in the US, you have to go back to do your military service for eighteen months, right, but all the people complain about it, but when they come back from it they're like wow, wow. I'm a change man. Yeah, things I've learned, the discipline, the process. I'm a change man. I may my perception, the paradigms on life, the way I'm I'm acting, the way making decisions, and it's because you know, then, that we rolled them in the murder are but we don't. We they are being managed by people who have done that job. They are not managed basically week you know, they're managed by experience, they are evaluated a are part of a larger group of people. There is competition internally. There is healthy competition. So there is a lot of things going on and you know, and he kind of remaining, why I get I got started in the business. I really why I got started in the business is actually finished my my studies in the UK in cambridges where I moved in the UK first place, but when I was about to go back to France, to Paris, and I was working for Philips at the time, so Philip sent me to to to the UK. So Philip the consumer electronics. They just relocated the the business unit that I was working for to China. But to give you an ID and to reveal about my age, we were working on MPs three player. That will be a USB stick that you were around your neck. I love it the day. But what I was doing at the time I was reading looks of autobiography and I can't remember if it was Richob Brenson or Warren Birthday. He was some of theose top guys who always said I started my career in recruitment. I started my carrier in Teli Marketing, I started my carrier in door to door sitting. And if you can brave the elements of this rough, tough type of environment and be good at it, you're going to be a good CEO, you going to be a good person. And that's why I couldn't get up the military service in my in my in my opinion. So I think because we take them through the sort and and because it's aw a mindset to really we say to people when we recruit them, they look, if you want to work for a vendor, you're going to make more money, but what you get from us is acceleration of your career right and going be yeah, yeah, absolutely, and especially now like so forgive me for not knowing exactly the in person office situation in the UK, but here in the US very few companies are all back in the office, but practically not. Yeah, so imagine on boarding three new reps who you've never met. They've never met each in person, they've never met each other and they're learning and doing their jobs desperately. Versus, you're on boarding three reps someday in the office where there's sixty other a hundred other. I mean it's just a deeper, deeper pulled urns. It's just, it's just, you know, we took a massive slap across the face last you're around that specific topic. Yeah, I mean there is lots of prison first of all. Why? And there is, there is, there is a counter effect that were at was posity. But if we focus on the difficulties that we face to your appointment, well, we have lots of very nice people in in the office.

We have lots of people like extremely emotionally intelligent and help other in the office. Okay, and in fact we we've been promoting a fair few of them as mentor and Mentor at operatics. Someone would still carry a little bit of of delivery or working for clients. So they are still in the trenches, they are still working. There are non threatening figures that are not your manager. You can go and tell them. What does what does Cityo mean? Yeah, a lot of fine, they will, they will tell you, but you may not want to go up to your manager to discuss it because you may think it's a stupid question. So you know all that shadowing, all that things that you can see when you're managing it in because you're in meetings and stuff like that. But the people who are on the floor. Say aim at just so your core. You've done so well, but use a silence. You speak too much. Maybe you should just have stopped, like when you say that, when you carry on. No, but the little pointer that change your life. You can trurely have that in Indian visible organization when you are distributed, and that's difficult. However, on the plus side, we've see in we realized that we have a lot of introverlt okay, and I think for me this introvert would be the guys who are like good average videas that have been absolutely exploding walking from home, and I think the reason behind that is because there is no filter. All my coding. Next to me is listening to what I'm saying. Yes, yes, Oh, that guy is kind of the manager is there, or don't really want to cut it, the managers here, because you know, if I've got a connection, I'm going to be and I do believe that. We've said, we had some people just absolutely exploded and then that teach us some great lessons. Okay, so obviously the problemic was an honorable events that we had to we had to adapt to, but we've learned so much matt, and you're so right with the point you are making by the one. Now, let me tell you. I've worked from home for eleven years. If there's the radio on, my productively goes down. It's too distracting. So yes, it is very person specific, but I love that story. It's great. Well, unfortunately we get into the end of the of the show to that I could carry on and next time we have we'll have to meet up and go for a bay or something, but when I come stay inside, and that's great. Not sition where I had a great time to day. And thanks again, Matt, for sharing all your insight at this point of the conversation. Always as the same question is. You know, people may want to carry on the conversation with you. They may want to discuss the services that you guys can offer the bridge group. So what is the best way to get in touch with you, mats? So anyone off all audience can reach out to you, please. Guys in the audience, no height emails. Yeah Right. They may want to tell me I'm an idiot. So Noe that gay. But was the best way to get told of you? I think likekedin is the easiest because there aren't that many, Matt, for Tuesday's bear to use easi right and just message me or Bridge Group Bank. Contact us and I promise you it will get to me in a minute and I will reply in too. That's that's that's that's good. It is good to be a giant. Somebody should the Wong, though, when they put a request for way. I'm responding this because what was on there? You Go. No, Matt, all big the companies look mt it was absolutely an absolute pleasure to have you on the show today, so thank you very much for your time. Thanks for having me. 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 existed for many years, companies are struggling with a lack of focus, agility and scale required in today's fast and complex world of enterprise technology sales. See How operatics can help your company accelerate pipeline at operatics dotnet. You've been listening to be tob revenue acceleration. To ensure that you never miss an episode, subscribe to 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 (130)