Hosted by RevGenius and Chili Piper, this webinar features a TON of insights around how to ensure an efficient, successful sales handoff.
Webinar Panel Includes:
- Jared Robin - Co-Founder, RevGenius
- John Barrows - CEO, JB Sales
- Amanda Bagley - AE Growth Manager, Chili Piper
- Ashley Gagliano - VP Global Sales, AA-ISP
Hi everybody. And welcome to this crazy, amazing topic, uh, of the AEA handoff from SDRs. I want to give a quick introduction of who's on our panel today. This is a rev genius event brought to you by Chili Piper, but we have some really, really good guests here that could help solve this challenge. That seems to be overlooked so great to my side, at least in my camera is John Barris, the CEO of J Buress sales, um, top training, uh, company in the space below me is Amanda the eight E growth manager at Chili Piper.
And then we have Ashley Gagliano the VP of global sales at AA ISP. So together we represent I'm Jared I'm, um, co-founder of rev genius. Uh, but I have been in sales for quite some time as well. We tried to get different people from different areas of the space to really break down this seemingly basic thing that seems to get fumbled, a handoff that gets fumbled.
So how we're going to operate today is we're going to just have a conversation. We're going to talk about some best practices or why there aren't any, you know, trying to test it, um, rules behind it. And maybe there should be. And we want to open this up to questions from you all as well. So feel free to ask questions throughout.
We'll pause to, to answer some of them, but we want to keep this conversational. We want to keep this fun and we want you all to leave with a game plan of not screwing up that handoff from SDR to eight. We were talking before how's everybody doing today? John Amanda, Ashley. Fabulous. So. Let's let's, let's just dive into it.
This topic, you know, seemingly simple SDRs are going out, doing dozens of things to get the meetings. Now it's no longer just cold calling. It's no longer just cold calling and emailing. It's no longer just cold calling, emailing and LinkedIn. And there's dozens of other things, right? You're spending all of this time, all of this finesse, you have your account-based, uh, sales, like, you know, your, your targets are going after as an SDR and any land it.
But, but now you have to pass it to the a E to, to finish the job like that. This topic is way overlooked. There's not enough leaders or teams that think about it. Now we have to realize that the handoff isn't done until that prospect actually shows up. W what are you all seeing out there with this? W w what, what could we be doing better?
Let's let's open this up to conversation. So we want to, we want to share to y'all how the top revenue teams are doing this from a process standpoint. So. Where do we start? Do we start with qualification? Y'all um, how could we determine that we're bringing the right leads and by we I'm an SDR and bringing the right leads to my 18, where do you think that starts?
Amanda BagleyI think qualification is super important, right? Like, not just, is this a good use of an account executives time, but also like, are we misleading some person into thinking that this is something that would be the right fit for them, or even make sense for them to taking like 30, 45, maybe even an hour out of their day to actually take a look and have a conversation?
John BarrowsYeah, I think the challenges is that it's, it literally is all over the place, um, from a qualification standpoint. And it all depends on pipeline too, which is kind of ironic. Uh, you know, if he has a really, really solid pipeline, then they don't want anything other than the most. Uber qualified lead you could possibly get, because they don't want to waste their time.
But if the AEs pipeline is empty, they'll take a meeting with any damn person that shows up and says yes. And so I think there is a challenge here with people, you know, rubs qualifying because, um, you know, some companies are saying, look, as long as somebody has a pulse, like go for it. Right. Um, others say, no, it has to be all the way through.
So I think the first part is defining what qualification means. You know, UL SQL, whatever the hell you want to call it. But that SQL, like what are those qualifying criteria? And also what are the guidelines to it? Because I think you need to allow some flex for some AEs to work with their STRs to say, no, it doesn't have to have all that stuff.
My pipeline's empty right now. Put me in coach, put me in coach, basically like give me an opportunity, but at least has to have this baseline of qualification criteria here. And I, I, so I think it's first and foremost of finding what that is and putting some guard rails on it and then allowing the SDR and the AA to work individually to say, okay, for me, I'll take it on the lower end of the spectrum for this one.
I'm going to take it on the higher end of that spectrum. So, yeah,
Ashley GaglianoI totally, I agree with that. I think, you know, and having that criteria set and it really starts with the leader to whether it's your enablement leader, your manager, deciding what that criteria is, working with the ADE as well, alongside that on setting the standards, but not having too much either.
I always say four to five subsets of what criteria you need to have, like size of company or, um, level of leadership that you're reaching out to, or industry and things like that that are very important to who your, your ICP is.
Jared RobinAnd, and, you know, this brings up another point, like, do you see this more in one, uh, spectrum of sales because.
When I sold, I had old named accounts. Right. If my SDR
John Barrowsgot Sears, if I'm selling an e-commerce
Jared Robinproduct on I'm taking that meeting any which way, because I know there's a way for them to pay for this, right? Like, like we're going to figure it out. Um, if they need it or not, it's another thing, but I want that at bat, um, in the account-based sales world, right?
Like you have a territory of 15, I'm sorry, let's say a hundred to 200, you know, key people you're going at. Do you find this more? Like the product led growth mid market? Like let's, let's, let's dissect that a bit too, or, I mean, I know there's. Fumbles and handoffs everywhere, but just based on the qualification part,
Amanda BagleyI think it's interesting because some companies have it where like an SDR can't even pass it over, unless there's like banned, like, do they have budget?
Do they have authority need timeline? Um, which is crazy, right? Because like at SDR called me out of nowhere and now, okay, fine. My interest is piqued, but like now you need to know all this other information from me. Um, so I think it obviously depends on what you're selling. Right. Um, but when you're talking about like named accounts and even like territories, right.
When STRs are constrained to a bucket of maybe tier one or tier two accounts, like. You know, going super deep on the ones that are really good, you know, that you can tell these are, these are highly qualified. These are companies that we want to talk to. Um, and just going beyond the email cadence and the, and the LinkedIn connections, like picking up the phone, doing whatever it takes to get in front of the, the really the really high quality ones and making sure that's a super, super smooth handoff over to the account executive to run it.
Ashley GaglianoYou mentioned like hitting them in different areas. Cause I think that is huge. Like when you're trying to get ahold of those high tier accounts too, you should be hitting them on all levels. Well, you know, LinkedIn phone email connecting the dots and then obviously. Um, and having that criteria at handles, you know, the other thing I always look at is some of that criteria specifically, like, um, the, the, the like director level or above, like I tell my team that's flexible because if you can get someone who's a champion inside and start getting that conversation going and passing it over to the AB, um, and getting that going, there's so much opportunity that could be there and they could do that champion to get you to that next level as well.
John BarrowsYeah. And I actually think a lot of on that note, I think a lot of companies are missing out a little bit on the value that SDRs can bring to the table when it comes to, uh, data collection, a lot of ways. So for instance, you know, when COVID, Hayde, uh, I saw the SDR, like I saw a companies slaughtering SDRs, like they were just firing mass grows best yards because they were like, Oh my God, our pipelines, not where it needs to be for obvious reasons.
So let's double down. SDR is why the hell aren't you getting meetings? Okay. You're worthless now. And you're looking at a growth economy. It makes sense. The SDR middle model makes a lot of sense because because you can hire relatively inexpensive labor, you can train them up and they can become your AEs and go from there.
But in a growth in a, in a down economy, there's some economics that you just have to look at of the value of that role. If you just look at it in the singular way of generating meetings, right. Qualified materials. But if you broaden the scope of an SDR and you talk to them and you look at them as kind of the front tip of the spear here and data collection, and you flip it instead of having these poor 22, because first of all, going top down with an SDR model is kind of asinine at the end of the day.
Like what executive in the right mind wants to talk to a 22 year-old kid wet behind the ears. It's going to ask them questions. Like it's just ridiculous in, in, in and of itself. Okay. So don't get me wrong. There are some STRs that have balled it out and have been able to figure out how to do that and come up with a pretty good approach, whatever.
But if you flip it on its head and you say, let's look at them as data collection and insights and you start going bottom up. Where you have, the SDR is measured on how many connections on LinkedIn are they in that account every week? Um, how many people on the front did they talk to and not to get meetings with, but to gather insights from so that they can then compile a story that the, a he then can take to the executive level.
Like that to me is massive value. And the other factor here is what better group of people who are taught to go find information then to lead that back to product. So if I'm a CEO right now, instead of like serving my audience as far as, Oh, what do you want my clients? And I w what, you know, what's our product mode, what roadmap I'm going to unleash my SDR to gather that information.
And part of their quote, unquote, qualification to whoever they talk to is going to be, Hey, what are you doing here? And what about this? And so they can collect that insights, feed that back to the marketing team, feed that back to the product development team and say, look, the market is asking for this shit.
You don't have this shit. Let's make this tough. And if I'm a CEO, I'm relying on that. But so many of them just looked at SDR says, get a meeting. And if you don't get a meeting, you're dead. And so I'm going to fire all my STRs here because they're not generating revenue. And I think that's just a short-sighted ignorant way of looking at SDRs.
Jared RobinI couldn't agree more. And you know, we have a question from the audience before my next question, like. We're talking, SDR is in house, but what if there's like external SDR? It's like, it's potentially even more misaligned and not saying that there isn't the use case for that. There absolutely is a use case for that, but like, how does that work
John Barrowsready to jump in here?
We keep actually the, I don't like the outsource SDR model. Okay. But guess what guess who has processed guess? Who has handled it? Yes. Who has criteria? They actually do it far better than internal SDR organizations. Well, I just don't like it because they, I, I firmly believe you have to believe in what you do in order to be able to sell it or represent it.
So I just, I think there's something off, there's a mix there that you're representing something you really don't know anything about, but in, in theory and in practice and a lot of ways, if you train an outsource SDR organization the right way, they're actually better than an, and if you take out the growth path of an SDR to an eight E role, it's actually more economically feasible and it's a better model to outsource your STRs.
Amanda BagleyYeah. And what you said about process, like you said, like outsourced STRs are typically following process better than an in-house because they're, in-house, it's like things become, can become blurry. Like people can argue whether or not something was qualified. You know, there can be this like internal type of just general tension.
Whereas if they're outsourced, it's like you guys follow this process or we'll find somebody else to do it. Those outsourced SDR
Ashley Gaglianoteams to have the right tools that not only the process of the tool set, but it's a good way to, to if you're, if you don't have an SDR team and you're not, you don't have the capability to bring it inside yet, start there and you can then take that model and bring it in after too.
John Barrowsanother nice, yeah, that actually answers Patrick's question there about when he ready to bring an SDR team in it. And I think, and I was, it's funny. I was just talking to Mark, Mark Roberto's on, on a podcast, uh, the CRO, well, the original CRL HubSpot, and you know, he's got this product market fit model now where any, it aligns with what I think, which is, I think we're going back to full cycle sales.
I really do. I think SDRs and BDRs are going to roll up under marketing and they're going to be using all the tools and technology and AI to help both their, uh, to help bolster, uh, account based marketing and then full cycle sales all the way through, um, But what he was saying was that, that when you should bring in an SDR, the team is when you have product market fit, but you need your first sales reps full cycle, to be able to go through that full cycle from prospecting to close and understand what the metrics are between those conversion ratios.
And then once you define what those metrics are, as far as, okay, this is how many activities it takes to get that meeting and out of those meetings, this, after we demo and qualify, this is how many actually turned into a trial. And this is how many convert there. Once you have that full cycle. With enough juice behind it and enough data behind it to say, okay, this is what it should look like.
Then you might bring an SDR in to then go on top of that. But it's not that, but the, the funny in this, it goes back to the economics of it. Now, if your AA quota is a hundred percent, so you're doing full cycle all the way through, and you bring an SDR on that doesn't mean that your quota doesn't go up.
Your quarter will go up. Like you shoot, your quota should go up by 25% or whatever it is. If you're going to bring an SDR in, that's going to do that, but you should still be doing your own prospecting and any AAE out there that thinks they shouldn't do prospecting. And it's just an SDR job. You're a dinosaur and you're going to get fired very, very soon.
I promise you that.
Amanda BagleyYeah. I was going to say it's important that we're, um, also like giving the accounts to the AEs to be able to prospect, right? Because accounting is like, is our prospecting to book meetings, right. They're prospecting to close deals. So an account executive is like, if I'm going to spend my time prospecting into this account outside of like all the other things they need to do closing and follow it, falling up.
Um, they're going to close that account, like on our team for the self source accounts, they have such higher close rates for the account executives. So I agree like the best eight years, our, our, our prospecting and also like building their own pipeline, marketing and SDR should be looked at as like supplemental in some cases.
Um, but yeah, a hundred percent.
Jared RobinLi w we got the qualification down. Um, I don't think we're fully done with it and we can go into like, what are the logistics of the handoff? And then the second part of the qualification part, why? I didn't say we're fully done with it. I mean, raise your hand. If you've been qualified twice by the SDR once and the AEP wants.
And there's kind of an overlap in some of the questions
John Barrowsall of them. Maybe, literally every question and forget about bringing the thing, forget about
John Barrowsthe engineer in, who then has to qualify again. So that's why I personally think the predictable revenue model is broken and it's going to break.
It's great for authors organizations to scale. Uh, you know, because we bring in cheap labor and we bring them in, we build whatever, but it's a miserable experience from a client standpoint, nobody wants to be handed off five times before they actually talk to somebody who knows what the hell they're talking about.
It's fundamentally flawed in the customer experience. And, um, I'm on there with drift and Dave carousel that everything is commoditized. It's set for the experience. And if you can't give that seamless, easy to buy experience these days, you're going to lose more business than you can possibly imagine.
Ashley Gaglianothen you're AED to looks like they didn't do any of their research prior to the call. Like they just jumped on and winged it, which just poorer overall for the company.
Jared RobinYeah. From a buyer standpoint, I'll reach out and go through those motions, knowing I need to, let's be real. We've done a lot of research to get to that point.
So I'll tell that person what I need and you're slowing me down. Uh, how big are you? Whatever I'm like, I'm talking to you, Chili Piper, because you all are great at this. Right. I'm just giving you an example. Um, because he integrate with Salesforce, zoom, all of this. I picked you out. You're awesome. Like tell me what I don't know that could like put a cherry on top and, and, and help me implement this quickly.
And, and let's, let's just go back and forth on price real
John Barrowsquick. Jared, are you the economic buyer? Do you have budget right now? Let me take a step back and let me walk you through my entire demo and presentation to show you every aspect of Chili Piper, because it's so important, right? Shut up. Just show me what I want.
Now I will make a point on this is there's the difference between a sophisticated buyer and an unsophisticated buyer, which you just mapped out. There is a sophisticated buyer, the corporate executive board, by the time somebody comes to us, they're already 60 to 70% of the way through the sales process, blah, blah, blah.
Right? That person, you need to identify how they got to where they are. And if they can articulate to you that I've looked at your three vendors. I know it. I just want to see this and then I need to see pricing. You better show them just that you better give them pricing or they will lose. They will, they will bounce as fast as possible.
But the unsophisticated buyer, the person that doesn't know what the person needs or was told to go look into this and is really just fresh start, or it was a cold call and I piqued your attention. That's a different story there. That's okay. Let me walk you through this. Cause you don't even know how to buy this thing.
You don't even know what this thing is. So I need to walk you through a little bit more, but I think that that isn't talked about enough is the sophisticated versus the unsophisticated buyer and how do identify which, and adjust accordingly. Yeah.
Amanda BagleyI mean, I'm a, I'm a huge stickler on discovery. And of course there is a difference between qualification and discovery.
So even with a sophisticated buyer, as you described John, like if somebody came in and like, I've looked at three of your competitors or companies that I think are your competitors, like, I'm big of like, okay, we know their process when they come in, like anybody who is interested in Chili Piper, I can tell you what their process is.
But like, we still need to find like some challenge that we can loop around, you know, at the end of the call and just be like, okay, like we're, you know, and then that closes the deal. But, you know, there's a way that we can really condense a discovery where it doesn't feel like qualification prior to.
Right. Um, but as everybody here knows that we don't run decks and we don't, we don't run sales like John described. So, um, yeah,
John Barrowsbut so many do. That's the point. Right. And then, and then it's this frustrating. Cause again, I mean, I see there's example after example of, I know what I want, I got it. And you said it, like, you have to go through this process because you know that that's the only way you can get the outcome, but you basically let them go for 30 minutes.
You put it on mute, you check your emails while they're asking their dumb questions. And then you flip over to an AED and you drone through a stupid presentation. Cause you have to, I mean, talk about a miserable experience, right? I mean, it's just, I don't know, it's it is laughable at this point, how we are going through those motions, thinking that that's the right way to do it.
These, at this point when the buyer has so much more information than they ever did, I use it
Jared Robinas a, as a checkpoint to make sure like, all my fears are integrated and I'm not getting frustrated and it
John Barrowscoming out
Jared Robinbecause it's very easy to do that, but all right, so, so we're passing it on. Well, this is making a huge assumption.
That it's getting passed on. Right. There's sometimes leads that come in and sit. I want to give the Baton to Amanda, like logistically, how do we re like, like, like these are good problems to have compared to where some people are at, like qualifying twice for some is a good problem. Others. 48 hours, 72 hours?
Amanda BagleyYeah. I mean, there's a couple things here, but if we're talking about like SDR to account executives specifically, I've seen it all. Like from a logistics standpoint, you've got the SDR and they're going to hit it off to an account executive. It's not always one-to-one, it's not even always like one to a pot.
Sometimes it's like, okay, we have different regions, we have different segments. We have different industries. And then within that, we also have a round Robin. Um, so I've seen it. All right. I've seen spreadsheets. I've seen photos of like actual walls in an office that are like, you're kind of like sitting there for trying to figure it out, you know, which a, I need to schedule it with.
And then in the event that one of these STRs kind of accidentally schedules it with the wrong AAE. I mean, it's not good. Right? There's that drama that we talked about, account executives are getting upset because you know, maybe they don't have the pipeline that they want it. And, um, You know, even worse sometimes there's favoritism on the team.
So I've kind of seen it all.
Ashley GaglianoYeah. I, you definitely have to have that process in for sure. And it needs to be very structured on where it's going to go. I mean, we use, I'm going to, I'm going to pitch you a little bit here, but we need to Chili Piper. We've used other tools out there, but I will say Chili preppers then just.
Amazing. I think that's the one tool. My team will not give up because it's been so seamless and they can book meetings instantly and they can do it round Robin. And it's simple and flawless and seamless that it makes their job more easy and more efficient. But, um, one thing we do on the front end is before they'd get off that call, they are scheduling that meeting on the spot because that is a huge gap that we're seeing out there with.
So many companies, is that okay, I'll schedule a meeting right after this. And then they get delayed because they get pulled into something else. And then later on, and that prospect already has something else going on. Right. They totally forgot about the call. 20 minutes later.
John BarrowsWell, yeah. And you just nailed why most people cancel the next meeting, because even like, if you don't nail it down and right there, and then summarize after the conversation and then prep me for it and then remind me what that next call is about.
I know what my calendar, I don't know what y'all calendars look like. I know what mine looks like. It is back to back to back to back to back, back and back about your back. Right. And I color color, I color code my entire calendar. And the vendors are gray. And so when I wake up in the morning, I will use Chili Piper too.
And I just give out my calendar and it's like, here you go. And so I'll wake up some days and I'll look at my calendar, go, Holy shit. I don't even have time for lunch here. I don't have time to go to the bathroom. So the first thing that I do is I scroll up and I just canceled the vendor meetings because I know usually they're a waste of time.
Usually there's some kid who's going to ask me a bunch of crap questions and then throw up a demo of some slide deck that I'm going to visit. And I'm not. And I don't even really remember what the meeting's about because the kid be caught me two weeks ago and said, Hey. And I said, yeah, yeah, sure. Send me a meeting invite for here.
It is whatever it is. And so by the time I get to that day, I'm like, ah, whatever, I'll see you later. But if they have the conversation with me, summarize the conversation, a nice little email, then send me a nice little agenda. And I know somebody asked me, somebody asked Danny, uh, I send out a calendar invite.
Do you guys use a format on how it will look like? So. I don't put the original agenda in the meeting invite because nobody looks at that. They just accept. But the day before the meeting, I'll say, Hey, looking forward to our meeting tomorrow, here's a few things that we, you know, that I want to make sure that we cover.
Here's some resources. If you want to take a look at those beforehand, what else do you want to make sure we add to that? Right. So I'm asking for your feedback there. So now that's confirming and controlling the meeting. And then the morning of is when I update the meeting invitation with the agenda in there.
So I'm hitting you twice. I'm hitting you the day before letting you know what's coming. So you remember what it's about and I'm hitting you the morning of, and I'm not changing the time on that meeting invite. So when it updates, it's almost like this forcing function for somebody to go in there and be like, uh, what is that?
Oh, they have, Oh, that's what this is about. Yeah, sure. I'll cause if I can tell a sales rep has prepared for a meeting, I'm less likely to cancel that meeting. If I think this is just going to be a typical, ask me a bunch of crap questions and give me a demo or present something. I'm going to cancel that meeting all day long.
Jared RobinThis is, this is massive for, for everybody listening, because
complete the handoff, the meeting needs to happen. It needs to happen. So, you know, we, we spoke a bit about the qualification and double qualifying. John did a marvelous job of saying a lot of these meetings aren't happening and this is how to do it. Okay. Um, , that's critical because you could qualify right.
And do everything. And, and I, I've also heard advice, you know, sending a video of the day of the point is do something thoughtful. That's one-to-one. With the person you're speaking to, whether that's a video, whether that's an agenda, like know that you're speaking to them and don't do it in mass. Right. I, although I bet even doing a mass is better than not doing it, but like I digress.
So, you know, I want to, I want to touch base on what Joey says. You know, we we've said a lot, you know, but let's break it down. Let's give the folks some usable things. Uh, and not that we haven't already, but just like, what are the critical pieces of an effective BDR to AA handoff? And we've talked about some of them, I want to throw it to y'all, let's, let's answer Joey and I'm sure other people's things, because this is all critical that we've done, but let's just show them the most critical stuff.
Ashley GaglianoSo one thing we we've been doing is obviously setting that meeting immediately on the call, um, following up right after, um, I actually had told my team to buffer in 10 minutes, if they can into their calendar right after that meeting. So they can do that follow up. We put integrating video into, we feel like that's been helping and do the video, but then put your bullet points of what the next call is going to be too.
So it doesn't have to be this big, long email, but also you don't want a long video either. You want it under, um, but connecting the dots and including your AEs. Um, and then what John said the day before we do that 24 hours, same, you know, set up the calls or anything else that you want to bring attention to her light on or learn more about, um, and then be ready for that call.
We also have our. Our SDRs join the, either the first half of the call with the AA to get them introduced and kind of set up the call or we allow them to attend the fall, which helps with that career path too, because I truly understand or truly believe that SDRs need to understand the full sales cycle and the best way to do it is to have them be on those calls too.
John BarrowsAnd that's, by the way, that's an earned factor there that I love, which is you're an SDR and your first job is to just get meetings, right. And if you hit those metrics, well, now you can actually go on the first. 10 15 minutes to make that transition. And then if those go well, and those are qualified, then you get to sit for a full cycle and you get to listen and learn.
And, and then by the way, now you're fully ramped to be an a so congratulations. Um, I have some other tactics, but, uh, Amanda, did you have anything that, uh, like specific stuff on that transfer?
Amanda BagleyYeah, I would say like, obviously qualification super important. Like we already talked about that at the beginning of the session.
Um, I think communicating to the, the account executive, you know, what's it about like, you can share, you got the minimum criteria. Okay. But like, tell me more, like, what was it about your outreach that got them to take this call? Um, you know, having that in Salesforce. So the account executive can see it and, and doing an introduction email.
Right. Cause it's just so it can just be so disjointed of like, cool, I'm going to like put time on the calendar and like, you know, you, two strangers are going to show up and, you know, it's like we said, as it goes through that whole series of questioning again, um, and then also logistics and processes, right.
We don't want to fumble that one part of just scheduling the call and making sure that it gets to the correct person. Um, so yeah, I'd say those are the major points for me.
John BarrowsYeah, and just two super tactical ones on my end, in the end, it's kind of the connective tissue. You don't need any tools to do this.
You don't need needing fancy technology. It's the summary email and the shared agenda. So literally just, if anybody's listening right now, just Google J barrels, favorite nugget. This is my favorite nugget. Um, and, uh, so the way it works is SDR calls has an initial conversation. Hopefully it's more than just, Hey, here's what we do.
Are you interested in the meeting? And there's some type of qualification in there, whatever it is about their needs and current situation after that call in. And by the way, you have to let them, you have to let the client know this is coming. You can't just do this afterwards and expect a response. You have to tell them.
So it goes like this. It goes, Hey, thank you so much for your time today. I appreciate there's some next steps and action items here. I'm going to schedule these meetings up before I go ahead and do all that though. I'm going to briefly summarize what I was able to gain from our conversation today. I'm going to send it over to you in a quick email.
Could you do me a favor and email me back to let me know if it's all accurate and if I missed anything. Right. So you tell them that they'll, they're going to say yes. If they say no, I wonder what the hell is wrong with them right there. And then for those 10 minutes, right? So to, um, Ashley's point of scheduling an extra 10 minutes, right at the end there, then take your notes.
Don't write a book here. This is not a chance for you to reiterate your value propositions, purely to confirm what you've heard from them. Current situations, this timelines there's priorities of this, whatever those five, six, seven qualification criteria are for the SQL piece. And then what you do is you see CDAE.
So, Hey, Mr. Mrs. Customer, thank you so much below is a brief summary. Could you do me a favor and email me back? Um, let me know if this is all accurate, by the way, I've, CC'd your a E E or, um, you know, so if you have any questions, they are great then because the SDR should maintain it until they show them the SDR.
Then the H E flips over the day before the meeting and sends that shared agenda. With the SDR CC to, Hey, I'm looking forward to our meeting tomorrow below is a brief, you know, here's a couple of things I'd like to talk about. Anything else you'd like to, and guess what's the first point on that, that agenda review the summary email to make sure that, that stuff's still all accurate and ask qualifying questions.
So now it's not, Oh, I'm qualifying you again. It's Hey, is this stuff still all accurate? Are these, and I have a few clarifying questions about some of this stuff as an a E, but we don't have to rehash that stuff cause it's documented. And so now that little thing, first of all, it shows the client that there is a transition in some way, shape or form, uh, that, that, that I'm already walking in with some knowledge about your current.
And I'm being very specific with my questions, not just my general. So tell me about your business type of crap that alone. Right? And then by the way, that summary email should be sent after that second meeting, after that third meeting and after that fourth meeting, and then guess what, when it transitions over to the CS team, Well guess what you have all this list of all the reasons that the client bought confirmed by the client and that summary email can hold them accountable.
So when they ghost you, you can be like, Hey, what's what's going on here. Like you like, is this stuff still out, all accurate? If it isn't, let's get back on the call, but if it is I'm going to push on you challenge yourself. Cause you told me this was your priorities. This was your timeline. This was what's going on.
So it's a simple template that anybody can put together that can standard cries across the whole organization that solves a lot of problems and it doesn't have to be a formal thing. It's just has to be done.
Jared RobinCouldn't agree more. Um, th the only thing I'd add is pass along nuances, right? Like, okay. Yes.
All of these things are objectively there. But the here's like the energy he or she had in this process. Like, like, it seems like they got burned from the past vendor, you know, like on the low. So like they're, they're, they're, they're, they're coming across as price sensitive. They're not, but like, you need to handle that first, right?
Like the nuances, um, th th they tried the most expensive, they got burned. So they're going the cheapest. They, they look at it as a commodity now and understand these nuances is big. Uh, also like any. Um, engagement like outside of the professional world, like talking to John about Boston and the red Sox, but more specifically about like nuances there, because there's nothing like getting along with, uh, with somebody then getting passed on and like not having that same positive energy.
I'm just talking about like the human interactions, right? Like, it's like, Oh, I, I don't have that. Now. We're just talking dollars and cents. This is boring me
Amanda Bagleylike a transfer of rapport, right? Like going from one person to other, like, let's maintain that vibe.
John BarrowsYeah, I will caution though. I'm going to caution on fake rapport.
Shit. Don't talk to me about the red Sox. I'm dead serious. Like you bro. Jonas. So you're from Boston. Oh, those red socks I can piss off. I'd have no interest in talking about the red Sox and, and you got to know, so that, but that to your point is there should be a little mini prep call with the SDR. So that obviously doesn't go in the summary email.
That's a side, Hey, this is what we're getting into, man. John's
John Barrowsin your face. Do not do small talk with him because he will slight your cut your throat versus somebody else's a little bit softer and likes that up part of the equation. Right. And there's a, there's a hack for this. And I, I actually, I, I worry a little bit about the SDR making that determination because there's a lot of, there's not a lot of rapport building in that initial call with an SDR.
That is a, that is not necessarily supposed to be very rapport oriented. If you can get rapport, that's fantastic. Right? But it's not, that's not really what you don't have a lot of time to develop rapport. You have, you got to get your shit out. You got to ask a few questions and you can see if there's a worth taking that deeper dive.
So I, I, I, if I'm a senior AAE, I gotta be honest. I don't think I'm taking too much guidance from an SDR telling me how I should act in a meeting with a C level executive. Like that's just so a hack for that. I'll take some ins, I'll say, you know, how were they with a direct, with a pissy? Were they mad with whatever, but then I'm going to use do my own due diligence.
And that's where my checklist comes in as an a E of what I do to prepare for all those meetings. And all my checklist is I'm going to check out your social profile. I'm going to see how you are on social. I'm going to use a product like a, one of my favorites, crystal nose, which is a disc profile that tells me, is this person a high D or a low, a high I on those types of things, I'm going to adjust accordingly.
So I agree. There's the softer kind of rapport component to it. I would just caution because I see so many reps through the fake rapport building stuff and it, and it actually does. I think more harm than good these days, fake
Jared Robinrapport is not rapport. I'll S I'll say that I got a note on LinkedIn the other day.
Like, Hey, how are things going? And I just responded not interested, uh, because it's worse to your point.
Ashley GaglianoSo two things on that we also use, um, well, you can use gong or exact provision to allow the aid to go listen back on somebody. I think that's kind of the tone. Anything like, Oh, they just celebrated this or this something, some things just naturally come up.
Right. So it'd be good for them to hear that. Um, Oh, shoot. Now I just
Amanda Bagleylost my second. Darn
John Barrowsit it'll come back. I mean, th th th the challenge that I always find is like the, the, the best case scenario is right. We have that meeting. We do the summary, the, he can listen to that call. We can do a prep meeting for that, but that's just not reality in so many ways.
So I think it's incumbent upon leadership to force that into the equation, as far as, no, this is part of our process. You have to listen to that call at two weeks. So it doesn't take 30 minutes. It takes you 15, but you got to listen to it to pick up some of that sentiment. And you have to come up with a checklist of things of questions that you're going to ask that are not the same ones that the
John Barrowsor something like that.
Ashley GaglianoThe other thing I was going to mention that eight years, total, so many miss this, and it's just like the simplest thing is. Go look at their LinkedIn profile goal, look up their coming, send just even if it's one minute or two minutes, like go do that and know something, it connects with them and say, looking forward to our meeting coming up, because that is a huge miss across the board.
Right. I see that all the time.
John BarrowsIt's and it's so easy right now to do it. You don't have to spend half an hour doing the research. Literally, like you said, you go on somebody's LinkedIn profile and take a look at their most recent quotes and posts that they did. And you know, a little bit of their background and Holy crap, you might find out that they used to work at one of your existing customers.
And there's a nice, easy intro for you right there or something like that. But the, the lack of prep for these meetings is insulting. That's why, that's why reps still say dumb stuff. Like, tell me about your business or tell me about your priorities. Like what keeps you up at night? Should my daughter shop?
You know what I mean? Like certain things that you, if you're not going to respect my time. As an executive, I'm going to slaughter yours. Like that's, that's just the mentality of most executives. I'm sorry. Like, if, if you don't show, if you, if I gave you my time, which is my most valuable asset, by the way, my most valuable asset, mostly like I'd rather spend 30 minutes with you or 30 minutes with my daughter.
What's that? What's the answer there. So I'm giving you 30, I'm giving you 30 minutes that I would rather spend with my family, my friends, my daughter. And you better come, correct? With not having to requalify me doing a little bit of homework on me asking thoughtful questions, those type of things. That's not as bad for an SDR.
Cause I get it. They don't have the time. It's a little bit more volume oriented, but man, that AAE, if you don't show up with some knowledge and some, some thought prep before this conversation can be real short, what,
Jared Robinwhat can AEs be doing better in the process? Right? Like we talked about SDR qualifying first.
Okay. We, we can. Now I'm in a, we can not qualify again. And I guess that's, that's probably the manager to put that overview in place, but, but how else can, can we best support this? You know, on the ground.
Amanda BagleyI, and this might be like going a little further than where you're trying to like chat about Jared, but I think, um, post-sale, uh, so we've closed them right now.
We're handing them off to CS or account management. Um, and again, going back to that sentiment thing now, not for fake or more, like you said, John, but like preparing the account manager, like, Hey, this guy, Chris, he is like straight shooter. He's their ops guy. He, you know, he's no BS, like just, you know, tell them how to do this, this and this answer, any of his technical questions very confidently.
And we'll be good. So I think there it's like on the account executive to kind of do the same thing that we want the BDR or the SDR to do, um, for that post-sale handoff because we can't forget, like there's actually technically two handoffs in, in the kind of life cycle of the prospect and then onward to the, to the customer.
John BarrowsWas actually three sometimes. Cause they engineer.
Amanda BagleyYeah, that's true.
Ashley GaglianoI think a lot of the process with the A's really needs to start with the manager, enforcing it and having that process set. And if they don't follow it, I mean, you have to follow because guess who's hurting, it's hurting the buyer, not hurting.
I mean, that's, what's ultimately hurting your prospect or buyer or potential buyer I should say. Um, and I mean, I also think that having communication between the, uh, the SDR team in the eighties super important, but I feel like you need the manager in there too. Cause they can't be like a bash slash either.
Amanda BagleyUm, but having
Ashley Gaglianothat discussion and having it healthy and what's working, what's not figuring it out, um, because not every process works and
Amanda Bagleysometimes it needs to change.
John BarrowsYeah. I was going to say, it's just, I think it's incumbent upon the AEE to educate. Right. Why was that a good meeting? Why was not just yell at me because it was a crappy meeting and they didn't show up to it, or it was a crappy meeting. Cause I got my ass handed to me. It's like, well, why was it crappy?
Well, because they, you had no idea what this meeting was about. You know what I mean? Because, uh, you know, th th they brought five people in and I thought there was only going to be one person in there, you know, like those types of things, because if, without knowing, and this is why I forgot who said, but like, I think Ashley, you're the one who said that it's important for an SDR to understand the full life cycle of a sale all the way through to customer success.
So they can see and making the connection of why this is a good customer, because that's only going to do better to educate them on what to look for when they're prospecting anymore. Right. I mean, it kills me when SDR is and organizations do onboarding and they say, okay, here's our ICP. All right. Uh, you know, we, we focus on companies between 10 and 2000, uh, in these three industries.
And here's your list of a thousand accounts go. And if a kid gets that, they're just going to rip through that list. They're not going to think about what's a good client and what's a bad, they're going to start at one and they're going to hammer through. And then we give them the, uh, the persona, you know, card of Sally she's in marketing and she likes to be creative.
So make sure you talk about creativity with Sally. And it's like, so the kids, all the kids going to do is just regurgitate that pitch to Sally and not really have any empathy, understand what Sally actually even does, what the impact of their business is. There's a whole host of education that needs to happen for SDRs, in my opinion, to be truly effective, which is having read case studies, having talked to existing clients, have the AEs, walked through a sales cycle of where it fell apart and what happened.
All that stuff is going to give nothing but education to the SDR to then have a better lens of what to look for and then what to transition, because those are eventually. If you come, if you comment SDR on meetings, eventually you should comp them on meetings, plus, right. So meetings plus percentage of revenue.
So you do quantity first and then quality as you go. And then you transition to that AEs. You can't do that unless you educate them along the way of what is quality look like.
Jared RobinYeah. That brings up a good point. When, when you have that compensation piece, did that help fix things from a managerial
Ashley GaglianoYeah, I've been hearing that. I mean, compensation can definitely just in our community with the leaders we've been working with, we've seen a skewed ship comp on SQL servers.
Get them. You know, building up confidence, getting those meetings set. But then, I mean then look at more of that sales accepted leads and putting the heavier quote compensation or commission on that, the number on that one, because that's where it's going to really connect the dots and create more quality, which is going to make the AEs so much happier.
Also. It's going to make the SDR happier because now the AEs is happy and never wants to work in the Baylor as a team. And so,
Amanda Bagleyyeah, I just have so many thoughts on this, to be honest, like if we're, if we're comping people for like meetings, meetings, held meetings that were completed, like, okay. But like you said, like, did this enter pipeline?
Is there a reason why it didn't enter pipeline? Do we have. Of really like strict constraints of like, what's something that can, or can't enter pipeline. Is it just like I blew it on the discovery call? I don't want this in my pipeline or is it literally, uh, regardless of whatever the SDR thought about this company, there's no way we can sell to them, whether it be about the price tag of our product, about the use case about whatever it is that typically makes a good fit for a product.
If they're not meeting a series of these like, kind of like criteria, um, and they can enter pipeline, there's nothing in account executive could do. And it's not a reflection of their ability to sell or not to sell. It's like, how do we determine these constraints? And then how does it, how does it affect commissions for the SDR?
Because, well, they, they put the meeting on the calendar, the meeting happened. Um, you know, what does that, what does that look like for teams is what I'm really interested in. Yeah,
Ashley Gaglianoahead. I was gonna say, I just think that a leader really needs to understand what do they want from the SDR. They want quantity or quality, and that's how you figure out how you're going to do right.
And I'm pretty sure most of them would prefer quality. And if anybody out there is still measuring their SDR on number of calls, they're making a day. Oh, I
John Barrowsimmediately immediately, I mean, at least after, you know, I don't mind in that in the earliest, like the first two or three months, just to get your ears wet, you know, I'm going to give you a bunch of shitty leads.
I'm going to let you make your ears bleed and tell you to make $50 a day, just to see if you can do it. You know what I mean, to see if you have the effort factor, because what I can't teach on is effort. I can't, I can't teach effort. Like you have to be able to do the job, but very quickly, as soon as I can see that you're doing the job, then we're going to shift very hard to quality.
Um, but I also think that your point about the management thing, th this is why it's so important to have that criteria and the guard rails, like I said, because let's face it, there are some just like, you know, we kind of, the premise here was, well, I'm an a E and I get shitty meetings set up for me. So I get frustrated at my ICR as well.
The exact opposite. I've seen quite a few times as well, where we got a killer SDR who gets great meetings and flips them over to a shitty H E who doesn't know how to run a meeting to save their life. And these don't convert. And all of a sudden they're complaining that the SDRs meetings aren't going into pipe and the SDR is like, what do you doing?
Talking about like, just because they can't sell doesn't mean I shouldn't get credit for what I just laid up there because that was a prime account. The person seemed interested just because they don't have budget. Doesn't mean that, that was a bad, that, that shouldn't be an opportunity for me. So that's why those guard rails are so critical, right?
Because like I disagree with bands all the way. I just can't stand dance. The only thing I care about with bands is need, because the problem with qualifying by band is you're giving the di whoever gets the qualified account. You're giving them an out because if, if, if, if I'm an E and I'm looking for that perfect unicorn of a, I just basically have to send them a contract, but yet, Oh, this isn't budgeted.
I could flip that right back over and say, Oh, it's not qualified. They don't have budget for this. And any sales rep worth their shirt. If there's a need, there should be able to go find budget for it. So that's where both, both sides need to be held accountable. I agree.
Amanda BagleyIt's like, it's, it's a both sides thing.
And then it goes into like, well, how do we communicate these things? Like, should it be directly from the AA to the SDR? What happens when these are like hostile conversations? So, you know, does it need to go through a manager and how are the, but it all goes back to what you said, constraints, right? If, if we have rules in place and they're processes that have been approved by leadership, And there's no way that we can like, kind of go around those things there it's totally objective.
Um, you know, that's the best way. And ideally, like you said, when an a can give feedback to an SDR of like, Hey, this is a really good meeting, good job. Like, you know, based on what you found out about the company, like this is a slam dunk versus like, Hey, you know, here's just a little bit of feedback on this company versus it being like, this is DQ.
Why would you book that? So, um, yeah, a lot of this goes into the relationship. Yeah.
John BarrowsAnd Amanda, that goes into what is also drives me nuts about the fact that there's no standard for it, which is like, The weekly meeting with an SDR in nae, how is that run? Isn't there a standard agenda for that. And that's one of the things that they should be covering, which is you don't do it after every meeting because that'd just be untenable.
Right. But once a week, when you sit down and you map out your strategy for that week with your ag and your SDR, one of those items, should it be on that list? Let's review some of those meetings last week. What were the learning lessons? This was a really good one. This one wasn't, this was, you know, and this is why, so you can hold all that feedback for one instance.
And so it's constructive as opposed to I'm mad. Cause I just got off the phone and that was a crappy meeting. So I'm going to, I'm going to rip my SDR for that because a I'm having a bad day and that was, you know, and I was just off during that time. But if you constructively put it as part of the agenda, well now all of a sudden it becomes an actual conversation where there's feedback and learning and all those types of things.
So there's those two pieces. It's the handoff, but also the weekly meeting that those two should be having on a weekly basis.
Jared RobinYeah. And, uh, I think, I think that's a great point whenever we do, we should be iterating. And I, I remember like it was yesterday having a list of like all the prospects that were passed to me, both from an account management standpoint that I'm going to pass this way to making sure like the handoff was made there to checking in with the SDR on the others.
Like if there was a no-show or something like, Hey, we're a team. How do we want to go and make this a show? Like, is that me going, do you want to finesse it? Am I finessing it physical for both go? I don't know, but let's talk about that. And, uh, and in some cases it's like, let's just both see who could, who could do at first.
Um, but I love this and this brings up a good point. So like the weekly offline to, to review the handoffs and then, uh, the teams have checklists and minimum requirements of info, um, required beforehand off. And I, and I think this goes into. You know, drew had a comment here as well, or question, how do we prevent that accepted process from being completely subjective?
So I think the checklist probably goes to that. I'll throw it out to y'all.
Amanda BagleyI mean, you gotta know your ICP, right? Look at, look at your customer base, look at, you know, what's works, what's converted what grows and, and if it's like something that isn't even relatively close to that, I mean, certainly there's ways that we could, uh, come up with standardizations, like, okay.
Based on what I know about this organization, or, you know, if you're selling some kind of MarTech type of tool, like based on what's on their website, based on the type of tools that they're already using, like, you know, can we even work with them? Like that's where it cannot be subjective at all. Um, so really understanding your ICP and, and who you have had success selling to, and being able to translate that into guidelines that, um, cannot, you know, ever be argued.
John BarrowsI think there's like, so it's about documentation without question, but I go back to the guardrails, right? Yeah. I don't think there should be one strict set of qualification. I think there should be guardrails of qualification. And then with almost like this check box of going back to ICP stuff. So here's all the characteristics of an ICP.
Here's the technologies they use. Here's the industries that they're in. And here's the personas that are, that, that we sell to like literally a checkbox of all of it. And then the ag and the SDR sit down and that he then tells the SDR, these are my check boxes. This is what I want for me. Because again, I'm relatively new.
I don't have any pipeline right now. So I'm going to loosen up the restrictions here a little bit, but it's still going to have an absolute baseline here, but then it becomes this qualifying thing. And guess what? That summary email that I said about customers, you should be using it internally as well.
So I sit down with my ag as an SDR. We go through this laundry list checklist of the things that you look for in qualified opportunities for me, I then take that document. I summarize it to you and I say, Hey, thank you so much for the meeting today. Uh, you said that this is what the qualification looks like.
Could you please email me back to confirm this, to make sure that it's all accurate? And if I missed anything he then says yes. And then when the ag gets pissed off that they got a crap lead, the SDR can just forward that back to him and say, Sorry, sucker. This is what you told me to go look for. If you want to change this, then we can have that conversation, but don't get pissed at me because this is what you said.
So your paper trail, documentation, documentation, documentation, right? Hold people accountable. Like if you were like, look, I don't, there's a, there's a fine line between being direct and being okay. I think you trying to remind me what we talked about a while ago. I think that's rude. Cause I don't, I don't remember.
I barely remember what I said five minutes ago. Forget about five days ago, but if you haven't documented it and I confirmed it and then I go around that all you got to do is forward that email back to me and be like, dude, and I'll be like, dammit. Yup. Okay. I'm sorry.
Ashley Gaglianoalways forget that the management too, like you have to create that Goodwill.
Make sure that good relationship is happening between the SDR team and the AEs. You are a team. When you work as a team, you work as a machine, you work well with your prospects, you work well. I mean, and it just. Becomes so much better if everyone works well as a team and it's not, I, there is no IMT and you referred that a billion times.
So you guys are making sure that they understand the culture of the company and the teams
Amanda Bagleytoo. Yup. Yeah. I think, I think, like you said, like the, the relationship of the teams and also trust, like trust is really important, right? Like we shouldn't be in this kind of situation where, um, somebody is taking what an account executive said to an SDR and then utilizing that conversation is a reason to change qualification or change different processes.
Um, so yeah, trust is also really, and
Ashley Gaglianothe AEs have to give the SDR some Slack. They have one of the hardest times. They're the first. Face that your customers or prospects are seeing Holy crap. They have to make such a big impression. And they're getting you this meeting. Like
Amanda BagleyI just
John Barrowsdon't get it. I have no idea why he's treat SDR shitty.
I really don't like if you're going to come in and say, Oh, wait a minute, John, I'm going to take the least favorite part of your job off of your plate. And I'm going to do all that grunt work for you for me to be like, well, piss off. It's not good enough. Like I don't, I fundamentally don't understand that, that mentality.
I would. I mean, I, look, I go back to full cycle sales. I think every AAE should think of themselves as full cycle sales and whatever you get from, uh, SDR or whatever you get from marketing that should be icing on your cake, but going to hopefully a easel listening to this, I will tell you right now, as a, as a former VP of sales and as somebody who used to hire a decent amount of people.
The the minute and eight, he would come into my office and, and if they miss their number is if the words came out well, I didn't get enough of bleed. Like before that sentence was even finished. If that's your excuse for not hitting your number, thank you very much. It's been a pleasure. Go find another job because I have no interest in somebody coming up with excuses of why they can't.
So that's where they AEs need to treat that SDR as like, Oh my God. Thanks. Thanks. Thank you for getting these extra at helping me get my accelerators, helping me do all that other stuff, but I can't rely on that to hit my numbers here. So
Jared Robinto your point and building on that, you should be hitting your numbers.
Yourself. SDR is the reason why you get to one 20 or one 50% of goal. Um, also as you're doing your SDR is your chance to scale your territory. You have a second person, you are only able to do this much. Okay. Let's say this much as 200% and you're, you're the number one person. You still have a ceiling you're SDR can help you push through that.
So let's say you're crushing it and meetings, and your SDR is not giving you as much as you're doing yourself. There's two ways to approach this one was not do anything. The second way is teach them. You teach them what you're doing. You're lifting them, you're lifting your territory. You're scaling your business, treat this like a business.
There's no, I and team now, all of a sudden you have 200, you teach them how to get 200. I, that might equal 400, but like that's, that's what welcome to president's club. Right? And then on the other end of the spectrum, and John said the early, and I'm clearly passionate about this. Um, I have a pipeline that's full.
My SDR gave me maybe, uh, not qualified lead. And this goes back to, uh, the team thing. Where's this SDR in their journey. If they're a newer SDR. Take that meaning I don't care how many sales is an emotional position. I don't think that's even debate. That's like an objective statement. Like it's an emotional position.
If you could help that SDR with their ramp or get out of a slump, if they've already ramped in there in a slump and all you have to do is take it in. Okay. If, if it's like completely off, like you could have that conversation, but if it's a, maybe. And you, you sense that maybe it's not a maybe, but like from their point of view, take it, take it, close it, keep them into the, all that.
Explain why, you know, next time this let's get them out. Let's
John Barrowstreat your territory like your business and your SDR is a way to scale your
Jared Robinbusiness. Anyway, that that's my feedback on that. I I'm really amped on, uh, the team thing because use it to your advantage.
Amanda BagleyLeaders who
Ashley Gaglianoare answering calls from SDR is if they do affordable job and just, it's just city, how you actually want to do that for your team,
John Barrowsyou bring up a good point.
Any VP of sales out there who picks up a cold call and shreds whoever's cold calling them can kiss my ass. Like your, your, your, your reps are doing what that person just did to you, and you're shredding them. So you either can't tell your reps to go get more meetings and can't tell them that, that, you know, like, you know, don't call tell them, like, you can't do it.
Don't worry. Cause like you got jokes like me and I understand, or you take that phone call and you take it as an opportunity to a learn. Hopefully, actually somebody had a good approach and you can maybe translate that to your team or B take the extra five minutes and coach the kid on how they could have done it better.
Like this is a team sport. If you're an individual doing this, you're a jerk, right? Like you got to elevate the profession one, one step at a time at this point. And that's, you know, it's, I think incumbent upon a lot of us to take that extra step there.
Jared RobinI love where this conversation went. I was smiling halfway through.
Cause I was thinking like, if this ends right now, this will be recorded. I'm looking at, uh, uh Arriann to the right. You could literally look through this. There is. Actionable insights to revamp your whole program. Uh, and you have people all different positions, John, the best of his game. Ashley the best in hers, Amanda, the best in hers, me just trying to be, you know, happy to be here.
Like there's some really, really good stuff here. Um, is there anything else, you know, in closing we have a minute and, and Juul is looking for one of those shirts. I would love one of those shirts to send me a Shopify form.
John BarrowsUh, this is actually my book. So you go to, I want to be in sales when I grow up.com and then you'll see my daughter, then the book that we wrote and if you're interested, hit me up on LinkedIn.
And I think I got an extra couple of extra copies, a couple of extra shirts.
Amanda BagleyYeah. And if I can just say, I'm obviously Chili Piper sponsored this. We are a scheduling and distribution tool, powering high-performing revenue teams like square, uh, Facebook and Spotify. Um, we're going to be following up with this with just some information about how you can, um, really streamline your handoff process when it comes to routing and scheduling from SDR Institute and to account executives.
Um, so I hope everyone who is here, I'll take, take a look at that and, um, come through. And if you find that your team is having some of these issues that you'll check it out.
Jared RobinYep. Bottom line, they could handle the logistics and this conversation handles everything else. So together we're a good team.
Thanks all for your time. Uh, we're right at the hour, it means the world and want to be conscious of that. The recordings available. Thank you all. Have an awesome day. Thanks everybody.
John BarrowsThanks sir.
Amanda BagleyBye bye.