Transcript
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The big thing that happened over the
last ten years for me is that as
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I became more senior and thought that
becoming more senior meant kind of better certainty
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on my life and more confidence around
success, that was the opposite of what
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happened. Welcome to the Revenue Series
on bead be growth. I am your
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host, John Grispin. I'm founder
and sales coach at early revenue. So
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let's get going. Today I am
very honored to have with me Sam Jacobs.
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He is the founder and CEO of
revenue collective and he's also the host
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of the sales hacker podcast. So
welcome Sam. Thank you, John.
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Happy to be here so at a
level set for everyone. So our guests
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are our CEOS, revenue leaders and
venture firms, and our purpose is to
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provide early stage tech founders and their
sales leaders insights and best practices on two
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topics that are top of mine for
all leaders, right how to grow early
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stage sales and fundraising. So,
Sam, thanks again for being here.
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Why don't we start off with just
you have such an interesting background. Tell
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us a little bit about yourself.
Okay, my name is Sam. I
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live in New York. I grew
up overseas. My parents were in the
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foreign service us, but home base
was always kind of northern Virginia, Washington
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DC area. And then beginning,
I graduated from Undergrad in one thousand nine
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hundred and ninety nine and off and
on have lived in New York since and
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my early career was in finance and
then running a failed record label and and
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then after that my real career in
kind of higro start up land. Got
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Got started in two thousand and three
when I joined a company called Gerson Larman
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Group, and that company was doing
about twenty five million and revenue when I
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joined and when I left seven and
a half years later, they were doing
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just shy of three hundred million in
recurring revenue subscription anue. And this year,
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you know, they don't it's a
private company still, but I think
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they'll do close to seven hundred million
in total revenue. So that was a
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great success story. And then after
Gelg I essentially held kind of chief from
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new officer style rolls for the next
eight years and and then during that time
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I started a thing called the New
York revenue collective, really as a way
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to bring my friends together, to
share best practices, to commiserate, to
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have some drinks and have some group
therapy. And I started working on revenue
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collective full time at the end of
two thousand and eighteen and now that's what
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I do. And we're a community
of roughly three thousand sales marketing, customers
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success executives all over the world,
really all over the world. It's just
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incredible some of the places where people
are attaching themselves to the vision and the
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mission that we have and and we're
growing and we have aspirations to grow much
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larger and really to be a different
kind of professional networking platform, a new
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kind that is more focused on the
people that are members as members, not
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as quote unquote users, but as
members, and really serving the constituents of
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the community in any way that they
need to help them unlock and achieve their
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professional potential, to help help them
get wherever it does they want to go
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in life. We want to help
them get there. So when was revnd
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collective originally founded? Them you would
you say the first kind of Sushi dinners
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we had with a bunch of SMB
sales leaders were in two thousand and thirteen,
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so seven years ago. Seven and
then we would email each other and
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then I created a listser of in
Google groups in two thousand and sixteen and
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gave it a name. So when
you when you look on Linkedin, it'll
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say two thousand and sixteen. So
yeah, that's one. So it's so
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awesome that you created you had this
area of expertise and so it was also
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part of your personal journey. They
had there was interest from others to comserrate
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and talk about interesting topics, and
you've turned that into a real business,
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a business that is thriving, that
is serving, that is growing. That
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has to be one of one of
the great accomplishments that you've at. Yes,
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it is. It is the the
greatest accomplishment professionally. It is.
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It's a very special feeling, you
know, the only feeling daily gratitude.
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I mean, I'm just I feel
blessed and fortunate. Even though I've gone
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through a lot of difficult things in
my career, I've found the thing.
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I found my thing. You know, a lot of people go their whole
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lives without finding their thing, a
thing that is that really could be my
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life's work and it's the business of
revenue. Collective is about serving and helping
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other people, literally, not figuratively. So it's quite fulfilling. It it's
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a it's yeah, it's an amazing
experience. Well, so full disclosure.
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I am a member. I have
been a member for over a year,
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almost a year in half now,
and love participating and what I love about
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the community. And there are lots
of different ways from engage. So you
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might even share with the audience how
people do engage and the size of the
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organization, how it's grown. What
I love about it it is it is
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a judgment free zone and and my
ability to pay for that as a subscription
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is the the benefits far outweigh any
investment that you make. But up just
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share shared, the size and the
scope of what is involved when one gets
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involved. reven collected. Yeah,
well, as I mentioned, we're about
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three thousand members and just to give
you a sense for you know, growth,
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we were about eight hundred at the
beginning of the year and so we've,
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you know, grown about three and
a half X. will end the
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year about four thousand members. And
in terms of you know what it is.
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How do you do it? There's
we call these the five pillars.
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That's sort of how you engage with
the community. The first is real time
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Qa questions and answers twenty four hours
a day, seven days a week,
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and that's that's currently through slack,
although likely will not permanently be so.
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The second is group meetings, you
know, meetups, people of common purpose
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getting together, and that can be
based on geography, although St Louis is
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still a smaller community, John.
But but you know, if you live
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in a city and you get together
with people in that city, then is
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by function. So you know,
cross a private community, see a most
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chief marketing officers, so you can
find those people or or identity. So
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we have we're very focused on clusivity
and diversity, and so you know there's
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a revend collective of color subcommunity,
there's a lgbtq plus community. So however
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you identify. The second way that
people interact us through groups. The third
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is oneonone. So we make matches
between people that have needs. That can
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be a mentormented relationship. That can
be, Hey, I need to I
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need to talk to a coach to
help me evaluate a job offer. It
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can be any kind of want.
It can be I'm in the same city
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as you and I'm allowed to travel
and I'd like to meet up with somebody
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for coffee, any kind of one
on one connection based on shared goals and
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interests. We facilitate those. The
fourth is data and research. We levery
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to the size of our community and
this week or next week we're going to
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be launching this year's compensation study and
it's you know, this is the beauty
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of size, because the first time
we did this, I think a year
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ago, we had five hundred people
and now we have three thousand. And
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so when we ask what do you
make, and where do you live and
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how long you've been doing it and
and did you get this term or that
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term, it has more resonance now
because we're going to have a better sample
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size and we regularly do that for
our membership so that it's not just anecdotal
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information that you're making decisions on.
It's it's, you know, useful quantitative
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information. And then the final piece
that we believe really strongly, I believe
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really strongly, is that, again, like the whole thing is, and
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I can you know the thing I'm
on right now is just reinventing social media.
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I guess, reinventing, you know, whatever it means to convene with
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a group online, but I just
don't want to have people that ever feel
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like an now, you know,
a data point into my algorithm. I
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don't want people to feel like quote
unquote users, I want them to feel
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like members, and so we invest
in a member success team. We have
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a team of people that is now
three, that's growing to four on October
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five and will continue to grow,
and those people are there to help you
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when none of the stuff that we've
built, you know, when you just
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can't find the answer to the question, you need some help, you need
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someone to ask and there's human beings
on the other line to help you navigate
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the complexity and the and the challenges
of Your Life and get answers to questions.
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So so you you probably taken that's
probably one of the reasons why you
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created to begin with. You've got
all these different roles, from the news
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to live stream to actually all these
different experiences that have you taken from those
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experiences and built what you feel is
a great support mechanism as you talked to
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and engage with members. Yeah,
the origin story and you know the Razin
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Dotra. I don't even want to
pronounce that, but you know that.
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The reason we exist is because of
my experiences and and and me realizing that
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my experiences weren't quite as unique as
I thought they were. The big thing
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that happened over the last ten years
for me is that as I became more
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senior and thought that becoming more senior
meant kind of better certainty on my life
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and more confidence around success, that
was the opposite of what happened. As
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I became more senior, my job
became more precarious, it became shorter.
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You know, I worked at GELG
for seven and a half years, I
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worked at axeal for four and a
half years, I worked at live stream
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for eighteen months, the mews for
nine months, behaviors for ten months.
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That was a problem. It's a
problem for for me, it was a
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problem for my wife's problem for my
family and I wasn't getting where I wanted
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to go. And so I created
revenue collective both to help me and people
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like me and you, John,
and anybody be better at their jobs so
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that we can extend that tenure so
that as a new situation comes up,
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the company, the founder, the
investor, doesn't feel like we need to
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get the person that's seen that before
because this person can't adapt. Revenue Collective
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is created to supplement that so that
the person can adapt, because they can
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talk to five people that have seen
that situation before and they can implement the
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most relevant solution, but also so
that we can change the deal, we
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can renegotiate the deal a little bit, we can change the structure. If
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we're all going to work places a
year and a half, and obviously I
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don't think that's just specific to start
ups. I don't think it's specific to
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Covid I think the world is much
more funeral and I think, much more
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volatile and much more fluid than it's
ever been, as we would all agree.
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If that's going to be the case, then there needs to be some
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kind of support mechanism for people,
because the companies are very specifically and directly
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not providing that and not they have
no seeming intention to provide it, which
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is not malicious, it's just reality. So that's true. Then we need
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to think about what is the terms
of our employment? How should we be
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paid? Are we being paid the
right way? Should it be different?
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If we're all going to work places, you're going to half. Maybe that's
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the right amount of time, but
then the structure of how we're paid needs
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to change because I can go into
it. But so that's why I revenue
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collective exists as because that was my
experience. I kept I feel I felt
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like I was on a Merrygo around
and I didn't want to be. You
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know, we don't want to be
on America around. You want to be
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on a gradual path towards a destination. For my destination is, you know,
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I want to create well so that
I didn't have to be working forever
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and I wanted some level of freedom, on autonomy, and I want that
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for other people as well, because
that's what everybody wants. And so that's
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why, that's why we're doing what
we're doing. So and I've been part
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of the journey for a very small
time, year, year and a half
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part of the journey. Seen a
lot of new tech that has been introduced
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over time and as a founder,
you had to make some conscious decisions.
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What were those that contributed to the
growth that have been a great asset for
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you? Well, it's it's interesting. Basically, you know, the way
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I feel about about what we're doing
is is that you kind of have to
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reinvent yourself every I want to say
every six months. I think the reality
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is like every three months actually,
which is again to the point of your
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audience. I don't think that's different
from any other company. I think that
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the circumstances, the speed at which
the world works, means that things that
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used to take two years now take
three months. So you have to be
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willing to adapt to those circumstances.
So, you know, at first it
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was just an email distribution and a
bunch of dinners and then it became slack.
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Slack really took off last year,
two thousand and Nineteen, and slack
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has been a pretty powerful acceler and
of what we're doing. Just because it's
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an it's the best way. It's
not, it's not amazing, but it
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is currently the best way that we
have to help people find common themes and
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topics and to engage in the right
way with each other. So that was
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one innovation. I think that innovation
is, you know, in the third
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quarter of its utility. It's not
on the fourth quarter. But I think
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again we're in a period where we
need to reinvent once again, and the
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most recent reinvention obviously happened during covid
because, you know, people used to
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join reven collective and think of it
as a Dinner Club plus slack, and
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that doesn't work when you're not allowed
to meet a person and it wouldn't work
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for you, John, because you're
not anywhere that we would have a dinner
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anytime soon. And so we lean
very aggressively into digital events and basically saying
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how do we have how do we
make it the end, the vision was
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like ESPN. You know where there's
espn one and two, and you know
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college espn. How do we create
so many options for people that everybody can
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find what they what they need and
what they want? You know, if
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you're marketer, there's marketing events of
their salesperson, their sales sales events,
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if there's if you're a person of
color and want to find similar people than
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you join our COOC. So that's
been this year. This year is about
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creating a framework for letting our members
create and host virtual events and events in
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general so that so that people can
find your tribe, they can find the
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communities within reven neglective that are most
resonant. We hosted over thirty events,
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over seven hundred different registrants. You
know, participated in events last week.
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So I think that's the you know, that's the the most recent kind of
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innovation that we've embraced and there's more
to come, I'm sure. So since
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covid there's there's been just a you've
stepped on the gas in terms of content,
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in terms of support you. You
know, you overlooked maybe the fact
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that you instantiated a survey that was
literally, in the early days of Covid
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and earlier part of this year,
literally a daily survey, if I'm not
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mistake, Bi weekly. But yeah, it was. I was the other
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maybe. I think the answers are
yelling at you to complete the survey every
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day and and there's still information coming
out literally on a daily basis to update
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everyone on the events that are occurring, what what opportunities there are and what
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conversations that you can get into to
pick up things, to learn, to
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ask questions, which I think it
is great. So so here's the question
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for you. What resource or tool
or channel are people aren't using correctly today
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or to the to its fullest,
whether that's in revenue collective or in general
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in the in the sales or sales
world. Well, I think that people,
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I don't know, I think just
in general or too easily overwhelmed and
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I think. I think people need
to work marginally harder at prioritization so they
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can focus on what's important and remove
other distractions. Now, frankly, sometimes
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if the distraction is revenue collective itself, then fair enough, but I think
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that that's that's the just the challenge
that we all face. How do you
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manage and defend your schedule and your
calendar? How do you manage and defend
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your time, and how do you, you know, how do you make
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sure that every day, which is
a challenge for all of us, including
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me, that you're purposeful, that
you have objectives, because too many people,
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me included, you know, we
wake up and turn on our email
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and you know your email is somebody
else's to do list. It's right,
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that's what it means, right.
They are sending you messages and if you
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respond to their messages, you're living
against somebody else's priorities. So how do
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you establish your priorities and drive those
priorities forward? And that takes that takes
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practice in time. Absolutely true.
So one of the challenges that early stage
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founders have and even early state sales
leaders. What metrics do I utilize to
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monitor my business to make sure it's
healthy. What do you use today?
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What would you recommend, given that
you're a founder of an organization that's growing
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and growing quite rapidly? What are
you using to monitor the business? Well,
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you know, I actually do teach
and talk about this at this particular
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stage quite a lot. So I
think that reven collective hasn't raised an outside
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capital. So I am monitoring the
cash balance of the business, checking account
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religiously and I am constantly doing cash
forecasts to understand what is this month going
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to look like? What are we
going to you know, are we going
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to burn capital or generate profit?
We generate profit fi, but but so
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cash bounds obviously the number one metric. The main thing I think people need
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to understand before they move into like
a more aggressive scaling mode is I think
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they need to have a better perspective
on their unit economics, and that is
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what I now you. What do
I mean by unit economics? And obviously
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I mean customer acquisition cost. How
much you spending to acquire customers and then
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how long they stick around and how
much they pay you, and I think
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that people overlook. Well, first
of all, I think people lie to
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themselves about the truth of those numbers
too often and then I think that they
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they just assume that revenue growth and
maybe it's true. You know, I'm
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not. We're profitable and I intend
to remain that way. We are growing
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adventure scale rates revenue collective, and
so I you know, the the top
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line revenue number for us is total
number of members, basically, and so
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that's the that's the thing I also
look at every single day. There's obviously
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engagement metrics that I look at every
single day to understand how active the community
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is and where they are leveraging value. But if I'm giving advice to early
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stage sales people are founders, and
in fact I teach us rows school,
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and this is what we're going to
be talking about this week, which is
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you got to understand your UN economics. And what does that again? It
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means like how much you spending to
acquire customer versus, how much they pay
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you and over how long to recrup
that investment. And here there's many better
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people than me that speak at this
about the subject, to notably include David
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Scott for Matrix capital partners and Tom
astung goose from red point. But the
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point that I would make is that
too many people don't under stand that these
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numbers are not just numbers. I
mean investors don't often understand because investors only
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look at businesses through spreadsheets, so
they don't really understand the emotion. Or
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maybe they do the rare, it's
rare, though, the emotion behind the
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numbers. What do the numbers mean? And what I mean by that is
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that too many people assume that they're
ready to grow more quickly than they really
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are ready to grow based on how
much their customers actually like the product.
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And Unit economics are important because how
do you spend a little bit of money
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like, for example, revenue collective, right, how do you know you
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have product market fit? Well,
I'm not spending any money on sales and
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marketing now. I do spend some
money now because I have two enrollment managers,
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but I basically we don't spend any
money on marketing, we don't really
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do outbound and yet we are growing
between twelve and fifteen percent every single month.
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So how does that happen? That
happens because people like the thing,
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because you've discovered something that's that's very
good, and so that means that are
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unit economics are quite good, because
we don't spend a lot of money to
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get people and they pay us and
they pay us for an extended period of
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time. To the point John,
you've been a member for a year and
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a half. So that's that's one
area where you know it. You'll get
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some advice that says you know at
the earliest stages. That doesn't make sense
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because you don't. You don't have
like a go to market motion that you
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can measure. I am maybe you
know. That's probably true, but then
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you can look at the number of
people that are referring your product. You
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got. You just got to look
at what are people saying about what you've
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built and how much they like it, and you have to understand that to
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become this is my opinion and I'm
and it's this is more true for a
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company focus on like SMB R mid
market. It might be true that at
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the largest enterprise tech deals it actually
is about, you know, pouring five
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hundred million dollars into sales and marketing
like snowff like does every year. But
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for companies in the earlier stages,
you just have to understand that in my
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opinion, good, good average,
right passing grade, is not good enough
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to pour millions of dollars of other
people's money into the business and expect it
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to scale, because good means that
there's still a significant percentage of people that
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are ambivalent and those people ultimately will
cancel. They they might give your product
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to try because you've pounded them over
the head, but they won't stick around.
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And the biggest mistakes, and I've
read written a bunch of articles about
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this and you can read one on
linkedin called the wrong way to scale.
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The biggest mistake is that people raise
money on good and they raise big rounds
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of investment on good and they hire
a big sales team and they've never figured
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out that, first of all,
the thing isn't magical and the way that
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they think it is. It was
magical to early adopters, but again to
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the point of like Jeffrey Moore crossing
the chasm, it's not magical to most
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people and it's not. And because
of that, pouring money on the sales
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and marketing engine kind of burns through
the market before before you're ready, and
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so what you end up often is
you high a bunch of sales people because
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you don't also realize that marketing generates
revenue, not sales or marketing generates the
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pipeline which sales turns into revenue.
You hire a bunch of sales people,
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you've misunderstood the appetite for the product
in the market and you hit this stall
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point. That's very common. It
happened to me at a number of companies.
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So I was going to ask you, as it relates to early growth,
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what's something that founders, early state
sales leaders, should start doing?
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I think you probably just answered that
question, but you tell me. Yeah,
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I just I think, especially I
think sales leaders need to do it
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so that they can keep their jobs
better, because ultimately, what I think
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is that the salesperson that just accepts
blindly the hockey stick refinite target, accepts
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blindly the hiring plan built by an
inexperience vp of finance that builds the revenue
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model based on you know, the
easiest way to build a revenue model is
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to say that each rep equals this
much money and if I hire this many
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people, this is how much money
I will make. And that is actually
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not how money is made in the
world. And you know, I appreciate
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that. They like they'll add in
a bunch of factors. that a that
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give it the appearance of sophistication,
like are, you know, rep attrition
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rate and quote attainment rate. But
fundamentally, fundamentally, most v piece of
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finance are going to hand you an
excel spreadsheet that has the number of wraps
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as the thing that gets you to
where you want to go at the end
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of the year. And if you
don't understand then that that's not how money
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is made, then you will get
fired, and that's because you'll be a
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bad story to capital because you hire
all these people, you'll massively increase burn.
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The people will will not be hitting
their numbers. You will not look
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like a you know, an inspirational
leader or the right person. It's all
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because, fundamentally, the business wasn't
yet ready and hadn't demonstrated excellence at the
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skills that are prior to hiring a
ton of reps. the problem with venture
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capital is, you know, is
to a hammer, everything looks like a
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nail. And, as Josh Coppleman
said, you know it's jet fuel,
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but jet fuel on a go cart
will run the go cart into the wall.
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So well with the jet engine.
I mean just by maybe it is,
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burn it if it's now. Anyway, my point is like, I
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believe that venture capital is a good
tool, but there's a natural rate of
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growth that the market and then business
will tell you, and capital can sometimes
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change that rate of growth, and
it can do that, but it often
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might not. And so you have
to understand what is the market want from
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from your product. You don't exist
in a vacuum. And if you can,
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if you can be a bit more
patient about obsessing about your customers and
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really building something that is differentiated and
unique, and you can have a model
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of growth that reflects your confidence around
your ability to build something that people love,
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then I think that you will be
more successful. But the biggest problem
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comes when you lie to yourself about
where you are in your product development.
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Arney, that's the biggest problem.
That's a big problem. And then another
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problem is can you innovate through difficulty
as you're on that ramp? And I
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would add the whole struggle of of
every early stage founder thinks that they have
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to run towards venture capital. They
just every everybody else is doing it,
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we should be doing it too,
and if we're not doing it, we're
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failing. Yeah, I think it's
that's right. And they get some misconception.
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I was going to ask you about
a commonly held belief, about about
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revenue leadership. What's one that you
passionately disagree with? Yeah, but don't
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worry, I got this. You
know. Okay, I just think I
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don't think people understand, including sales
leaders. This is the problem. Here's
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a big problem and life. I
don't think people really understand how money is
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made. I don't think they fundamentally, conceptually, I don't think they understand
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it and, as a consequence of
the that, they here's my answer.
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How do they think it's made?
You hire a talented sales leader and the
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sales leader drives money growth and we
pay the sales leader a lot if they
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drive that growth and a little if
they don't. And if they don't,
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we fire them. And really,
you know, that's they are, that
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they are the hero or the villain
and that. And you know sales leaders
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hear that and the companies think that
sales leaders hear that and think that their
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life is intended to be like this
roller coaster ride. And I'm not talking
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about a count executive, but but
we know, as revenue leaders, we
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hear we get used to seeing a
very large number and offer letter, even
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though deep down inside we know that
they're never going to pay us that money
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because of the way that the compensation
is structured. And so we're used to
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telling ourselves that we make four hundred
grandy or five hundred grand a year,
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even though our base salary is two
hundred grand and the two hundred that's in
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the commission is based on targets of
the CFO sets in those targets inevitably are
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going to be very, very aggressive
and hard to attain the whole structure.
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So then we get treated as coin
operated and it's like this, meaning that
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we respond only to cash incentives.
We are not true stewards of the business,
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we don't really understand the business,
but we are necessary evil to business
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growth and that is how money is
made, and money is made with this
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sort of deal with the devil that
you make with your revenue leadership that if
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they helping do it, then you're
gonna pay them a lot of cash and
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if they don't, you're going to
fire them. And that's that's the game
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and I think that that's you know, I've vial. I just don't think
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that's how it works. I don't
think that's how we know that's not how
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it works. I don't I think
the whole thing of like sales leaders being
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paid fifty fifty percent base fifty percent
commission. I just think it's like total
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bullshit. It's total insanity. That's
not you don't want somebody with WHO to
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have half their money on the come, on the on the next roll of
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the dice, on the next quarter. Like that's not you're not going to
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induce good behavior. People aren't going
to make good decisions for the long term
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growth of the business that way.
So we have to now this may mean,
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you know, the bad news here
is that you might get a lower
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number on your on your on your
offer a letter. But I think most
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executives, so for example, revend
collectors building executive team. We just hire
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a Lee of growth, Laura Gara, relations a saw. Thank you.
401
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Wonderful. No, commission, she
doesn't make commission. There's no. All
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the executatives, all the people at
Revenue Collective, get a twenty percent end
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of your bonus based on whether or
not we hit our membership goal. That's
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it. So that means that Laura
can come back to me and say hey,
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but she can make she can say
that we should slow down and it
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doesn't mean that she doesn't get to
go on Christmas vacation because she's not going
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to hit her number. You know, she can be a good long term
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store to the business where. I
think most executives, all executive should be
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paid the same way. We should
and we should be paid so that we
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00:28:19.970 --> 00:28:23.890
live on our base comfortably and if
the company hits its goals at the end
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00:28:23.890 --> 00:28:27.039
of the year, then we should
all get a bonus. That's what I
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think. I think a lot of
people would disagree with me. I think
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a lot of people think that they've
met these kind of stereotypical sales leaders and
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I think, you know, we're
in like the billy being part of moneyball
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00:28:37.799 --> 00:28:42.190
sales leadership. I think that that's
probably not true, that that's what it
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takes. I think a lot.
I think that the companies that we all
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00:28:45.470 --> 00:28:49.230
think about, how money is made
in revenues generated as an individual support and
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00:28:49.269 --> 00:28:52.549
it's a team sport and it's a
team support that the whole company is engaged
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00:28:52.589 --> 00:28:56.259
in and we should all be paid
based on the company's ability to achieve its
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00:28:56.380 --> 00:29:03.579
targets and there's no one person that's
that's specifically responsible and this isn't an opinion
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00:29:03.579 --> 00:29:07.099
that you came to overnight. This
is something that I've heard you speak passionately
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00:29:07.140 --> 00:29:11.730
about it. You picked it,
but I know this is one of the
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00:29:11.849 --> 00:29:15.930
one of your favorite topics, because
you have had the background and the experience
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00:29:17.289 --> 00:29:22.009
to know about the pluses and of
this approach and you've come up with this,
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00:29:22.289 --> 00:29:26.799
this bill of rights that speaks to
this and that that you have team
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00:29:26.880 --> 00:29:33.000
members like Fred had mayther, that
are proponents of this and that supported,
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00:29:33.279 --> 00:29:37.789
as you have of Youp candidate going
through an interview in a set of conversations.
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00:29:37.829 --> 00:29:41.589
Yep, that's right. Then it's
you know again, I mean that's
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00:29:41.630 --> 00:29:45.670
the it's not just about how cash
is structured. It's also it's it's it's
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00:29:45.670 --> 00:29:49.029
a whole framework of saying if we're
all going to work places a year and
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00:29:49.069 --> 00:29:52.630
a half, maybe that's the right
amount of time. I'm not saying it's
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00:29:52.630 --> 00:29:53.980
not, actually, I'm just saying
if that's going to be the case,
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00:29:55.099 --> 00:29:57.779
then I would like a different deal. That's right, I agree, and
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00:29:59.099 --> 00:30:03.660
certainly have have seen that many among
the collective our supportive of the concept.
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00:30:04.059 --> 00:30:10.369
Certainly, the evolution of the of
the concepts you're promoting are making the way
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00:30:10.369 --> 00:30:12.329
around the world. So this is
good. This is good new, thank
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00:30:12.410 --> 00:30:17.849
God, news for us. I
don't know how the venture capital community feels
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00:30:17.890 --> 00:30:19.809
about it, but that's okay,
that is what it is. So so
439
00:30:21.369 --> 00:30:22.759
here's another one. Maybe that one
of the last question. So what's a
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00:30:22.960 --> 00:30:30.039
recent thing that you tried that you
were surprised by the result? Well,
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00:30:30.720 --> 00:30:36.470
what a question, I guess.
We launched a swag store. And I
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00:30:36.630 --> 00:30:37.349
mean, if you want to steer
me in a different direction, but this
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00:30:37.470 --> 00:30:41.029
is just what comes to mind.
That's that's an amusing one. Yes,
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00:30:41.710 --> 00:30:45.869
we put up a swag store and
people bought a bunch of our stuff and
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00:30:47.029 --> 00:30:51.380
that that, that was surprises me. That again, like the point that
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00:30:51.460 --> 00:30:55.660
I'm making, is around like signs
of Product Market Fit, signs you're ready
447
00:30:55.660 --> 00:30:59.220
to scale, and and one of
the signs is people want your logo on
448
00:30:59.259 --> 00:31:03.849
their bodies. And that was that
was a very pleasant surprise that that was,
449
00:31:04.769 --> 00:31:07.529
that people felt that way. I
mean that felt obviously pretty amazing.
450
00:31:07.970 --> 00:31:11.769
And generally, again, if you're
if you're founder, what you're looking for
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00:31:11.890 --> 00:31:15.089
those signs, you're looking for those
signals that tell you that that's something.
452
00:31:15.170 --> 00:31:19.720
It bigger is going on than just
to you because you know, another misconception
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00:31:19.759 --> 00:31:23.960
or you know, I guess I'm
like somewhere between nature and nurture, between
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00:31:25.039 --> 00:31:29.160
like great man theory and, you
know, the environment creating circumstances. But
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00:31:29.200 --> 00:31:33.150
I do believe that, like,
we over attribute, you know, individual
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00:31:33.230 --> 00:31:38.349
brilliance oftentimes, and the point of
product market fit is it that the market
457
00:31:38.549 --> 00:31:41.910
wants something, like a group of
people needs something. It's not that I'm
458
00:31:41.950 --> 00:31:47.380
such a genius, it's that this
was needed, and that's you're looking for
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00:31:47.539 --> 00:31:52.220
those signs that you are kind of
like aligned with the energy of the universe.
460
00:31:52.539 --> 00:31:55.500
You know that like and if you
can just listen closely enough, the
461
00:31:55.539 --> 00:31:56.980
universe will tell you what it wants
and then you can just give it back
462
00:31:57.019 --> 00:32:05.890
to the universe. It's a great
approach to answering a question. Talking about
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00:32:05.890 --> 00:32:07.730
swag and ended up talking about the
universe. You start with swag and end
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00:32:07.769 --> 00:32:12.569
up so, I think, about
the universal lot. Yeah, well,
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00:32:12.690 --> 00:32:15.490
Hey, you're you're doing it from
a from a great point of view.
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00:32:15.079 --> 00:32:21.240
I think this has been certainly informative
for those that are in early stage startups,
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00:32:21.279 --> 00:32:24.640
for those that are in early revenue
leadership positions. The approaches that Sam
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00:32:24.799 --> 00:32:31.349
takes are great and give a plug
for those early stage founders that get asked
469
00:32:31.349 --> 00:32:35.109
by the revenue leaders. Hey,
can I join rebin collective? Well,
470
00:32:35.150 --> 00:32:38.670
I think talking my book here,
so you already know that this is not
471
00:32:38.829 --> 00:32:43.630
objective. I'm not a third party. I just think you're a fool if
472
00:32:43.710 --> 00:32:46.019
you don't. Don't. Why would
you hire somebody it's not in the revenue
473
00:32:46.019 --> 00:32:50.819
collective? That's you know, first
of all, it's cheaper, right.
474
00:32:51.140 --> 00:32:54.539
What's more expensive? Having to swap
out leaders every eighteen months, having to
475
00:32:54.700 --> 00:32:59.890
take massive chances because because the person
that you hire is this stubborn opstate,
476
00:32:59.930 --> 00:33:01.450
a person that feels like they need
to go it alone. Maybe they've have
477
00:33:01.650 --> 00:33:05.410
experience, but how many times have
they have the experience? Once or twice?
478
00:33:05.809 --> 00:33:09.890
Through revenue collective you have thousands and
hundreds of thousands of years of experience,
479
00:33:10.009 --> 00:33:14.559
or at least thousands of years of
experience. I Guess Twenty Onezero,
480
00:33:14.799 --> 00:33:19.200
a few assume everybody lives to like
seventy or maybe two hundred and tenzero anyway.
481
00:33:19.559 --> 00:33:24.079
But the point as a quarter of
a million years of experience. That's
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00:33:24.880 --> 00:33:29.509
I want my people, the people
that I hire, to be supported and
483
00:33:29.630 --> 00:33:32.150
ultimately, this is way, way
cheaper, a way to make sure and
484
00:33:32.230 --> 00:33:37.509
and sure that the people that I
hire feel supported and are able to handle
485
00:33:37.829 --> 00:33:42.740
challenges that I haven't seen before,
that they haven't seen before, in a
486
00:33:42.779 --> 00:33:45.180
way where I have some confidence that
there's a resource that they're leveraging, that
487
00:33:45.619 --> 00:33:50.859
that has that experience. So I
think that somebody said it's it's like an
488
00:33:50.859 --> 00:33:53.859
iron man suit for my leadership,
for my sales team, a revenue collective,
489
00:33:53.900 --> 00:33:58.650
and that's whether it's revenue collective or
something else, make sure that you
490
00:33:58.730 --> 00:34:01.609
put a group of resources and experts
around the executives that you hire and look
491
00:34:01.690 --> 00:34:05.650
to extend the range. And if
you do that, frankly, you can
492
00:34:05.690 --> 00:34:09.960
hire younger people or people with less
experience and you can get more traction and
493
00:34:10.119 --> 00:34:14.320
more more leverage out of them.
So, anyway, that's my plug.
494
00:34:14.599 --> 00:34:17.280
If you want to check it out, it's revenue collectivecom on. If you
495
00:34:17.559 --> 00:34:21.400
I guess, you can email me
at Sam at revenue collective thatcom if you
496
00:34:21.440 --> 00:34:23.469
want to learn more. Reading the
screw, reading ahead of the script here.
497
00:34:23.469 --> 00:34:27.150
I was I was going to ask
you about I was I was going
498
00:34:27.230 --> 00:34:30.590
to you know, a dif additional
plug for you that this is an a
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00:34:30.670 --> 00:34:34.710
community that is not just for leaders, right. Yeah, well, that's
500
00:34:34.750 --> 00:34:37.230
I mean it's for leaders and aspiring
leaders. You know, it's for we
501
00:34:37.349 --> 00:34:42.940
have an associates community, over a
thousand people that are that are looking to
502
00:34:42.980 --> 00:34:45.860
take that next step and we are
on leaving executive community for people that are
503
00:34:45.900 --> 00:34:49.260
either that have been there, done
that and want a mentor, to the
504
00:34:49.260 --> 00:34:51.900
point of my last comment, or
are still trying to get to the to
505
00:34:51.900 --> 00:34:54.409
wherever it is a the want to
go and also need that help and support.
506
00:34:54.769 --> 00:34:59.530
Fantastic. Thank you again, Sam
for your time. It was wonderful
507
00:34:59.530 --> 00:35:02.530
engaging with you and appreciate all the
stories and perspectives. Thanks, John,
508
00:35:02.570 --> 00:35:07.400
great talking with you. Thanks for
your membership. My pleasure. So thank
509
00:35:07.440 --> 00:35:10.480
you again for listening to this episode
of the Revenue Series on be tob growth.
510
00:35:10.920 --> 00:35:15.639
I'm your host, John Grispin,
founder and sales coach at early revenue.
511
00:35:15.159 --> 00:35:17.400
Please connect with me on Linkedin.
I'm gonna have it to answer any
512
00:35:17.440 --> 00:35:22.710
questions. Will provide recommendations. You
can also you know me at John at
513
00:35:22.789 --> 00:35:27.789
early REVENUECOM. Thank you for tuning
in and subscribing to be tob growth and
514
00:35:28.309 --> 00:35:34.710
until next time, I'm out.
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515
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516
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517
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