WEBVTT 1 00:00:00.240 --> 00:00:03.839 Stay focused on the who, the why, the how and the when, 2 00:00:04.320 --> 00:00:07.200 and you've got a really you've got a much better chance of making the right 3 00:00:07.280 --> 00:00:15.640 decision for that given opportunity. You're listening to the audible Ready Podcast, the 4 00:00:15.679 --> 00:00:20.519 show that helps you and your teams sell more faster. We'll feature sales leaders 5 00:00:20.519 --> 00:00:24.039 sharing their best insights on how to create a sales engine that helps you fuel 6 00:00:24.120 --> 00:00:28.800 repeatable revenue growth. Presented by the team Afforce Management, a leader in B 7 00:00:28.879 --> 00:00:35.840 to B sales effectiveness. Let's get started. Hello and welcome to the Audible 8 00:00:35.840 --> 00:00:40.159 Ready Sales Podcast. I'm Rachel Clett Miller. Quick here at the top. 9 00:00:40.240 --> 00:00:44.679 Have you checked out a sender midasender dot co. If you like the content 10 00:00:44.719 --> 00:00:48.439 we're putting out on the podcast, you'll love the content we're publishing on a 11 00:00:48.520 --> 00:00:53.359 sender almost every day. Be sure to check it out. Brian Walsh is 12 00:00:53.439 --> 00:00:58.200 joining me today to dive into a topic that I think a lot of you 13 00:00:58.240 --> 00:01:02.439 are dealing with. Hi, briand Rachel. Hello, all right, so 14 00:01:02.479 --> 00:01:06.879 today we are going to talk about pilot projects. Some of you may be 15 00:01:07.000 --> 00:01:10.640 in those sales process. You're in these meetings, you feel like you got 16 00:01:11.200 --> 00:01:15.159 a great position here to move a deal forward, and the customer says, 17 00:01:15.640 --> 00:01:19.359 hey, let's just try a pilot project first. So Brian, I know 18 00:01:19.439 --> 00:01:23.319 we're going to kind of dive in and how you deal with that and how 19 00:01:23.359 --> 00:01:26.519 to counteract that, and when you want to do it and when you don't. 20 00:01:26.079 --> 00:01:30.079 But first, let's talk about why these projects pop up and make their 21 00:01:30.120 --> 00:01:37.159 way into our sales conversations. The obvious the answer is the economy, right, 22 00:01:37.200 --> 00:01:40.000 It's the old line from politics, it's the economy, stupid, and 23 00:01:40.280 --> 00:01:46.519 that wasn't at you, right, But everything's got more pressure, everything's got 24 00:01:46.519 --> 00:01:49.879 more heat and light, everything's got more people involved or fingers in the pie. 25 00:01:49.359 --> 00:01:53.319 And that's typically the number one reason. But even if it's not the 26 00:01:53.359 --> 00:01:57.920 economy, this happens all the time, even when the economy is good. 27 00:01:57.719 --> 00:02:01.239 And I think that's one of the big question right. So I know we 28 00:02:01.239 --> 00:02:06.840 can go deeper here in a second, but the why is always the first 29 00:02:06.920 --> 00:02:09.879 question I got to ask myself, Is that really what's happening in this moment 30 00:02:09.919 --> 00:02:13.759 in time? Because in this moment in time, it'd be easy when somebody 31 00:02:13.759 --> 00:02:15.759 says, oh, I think we need to do a pilot to just assume, 32 00:02:15.800 --> 00:02:19.479 oh, it's the economy. But it might not be so even if 33 00:02:19.479 --> 00:02:21.680 a time like this, it might not be the economy. When the economy 34 00:02:21.719 --> 00:02:23.400 is good, it's definitely not the economy. So the first question is, 35 00:02:23.400 --> 00:02:28.840 well, why, what's the why behind that? Is this a political landscape 36 00:02:28.879 --> 00:02:35.479 conversation? Is it a resources conversation other than money, like people or time? 37 00:02:36.199 --> 00:02:39.800 Is it a competing project with a completely different alternative? Is it a 38 00:02:39.960 --> 00:02:45.000 competitive conversation? So digging under the coverage to get to the why, I 39 00:02:45.039 --> 00:02:49.800 think is always the first place to start. And there's reasons why you may 40 00:02:49.879 --> 00:02:53.680 want to move them forward. And if we look at the why, why 41 00:02:53.800 --> 00:02:57.560 would we want to move why? Is it a good reason to take on 42 00:02:57.680 --> 00:03:01.000 a pilot? Yeah? When is it? I think there are four things. 43 00:03:01.240 --> 00:03:06.199 It's the who, the why, the how, and the when. 44 00:03:07.199 --> 00:03:14.199 And doing a pilot for any of the wrong reasons against these four questions is 45 00:03:14.280 --> 00:03:17.080 never a good idea. And it often happens because we have a tendency to 46 00:03:17.159 --> 00:03:22.439 react to a request because we are good people, we're problem solvers, and 47 00:03:22.520 --> 00:03:27.680 we want to react to a requests instead of stopping and really thinking through all 48 00:03:27.759 --> 00:03:31.159 of those factors. So with that in mind, it's also a chance in 49 00:03:31.240 --> 00:03:36.759 that moment when this idea of a pilot comes up to also frame the negotiation 50 00:03:36.840 --> 00:03:39.919 that's happening before the customer even realizes we're negotiating. Now, that might be 51 00:03:40.000 --> 00:03:44.360 a conversation for another day, but I will say this, we have a 52 00:03:44.439 --> 00:03:47.719 tendency, as they said, its sellers to give things away without thinking about 53 00:03:47.759 --> 00:03:52.240 it because we're solving, like we want to help. We're givers, as 54 00:03:52.240 --> 00:03:55.840 you know. I'd like to say, but remember every request that comes from 55 00:03:55.879 --> 00:04:00.800 a customer, including something like this, hey, let's do a pilot whatever, 56 00:04:00.520 --> 00:04:03.120 especially if it's veiled. You don't know why, but this is a 57 00:04:03.280 --> 00:04:08.840 chance to expand the conversation and begin to trade. And so when you do 58 00:04:08.960 --> 00:04:13.319 that consistently, when you expand the conversation before you respond and start to trade 59 00:04:13.960 --> 00:04:17.319 things of value, you're actually keeping others in this case the customer, that 60 00:04:17.519 --> 00:04:21.199 you will never just roll over and give something, but instead you'll always look 61 00:04:21.319 --> 00:04:26.959 to find ways to create more value for both sides before you decide whether or 62 00:04:27.000 --> 00:04:30.879 not. In this case, the ask of a pilot is a good idea 63 00:04:30.959 --> 00:04:35.680 for both of us. So once you've assessed that, what do you need 64 00:04:35.759 --> 00:04:40.360 to do as a salesperson and you know some of this is like in the 65 00:04:40.439 --> 00:04:44.959 implementation of heart. But what you need to do to increase the likelihood that 66 00:04:45.079 --> 00:04:48.680 these pilot projects will lead to a more permanent solution. Let's stay on our 67 00:04:48.680 --> 00:04:51.160 four factors might just right, like it's the who, the why, the 68 00:04:51.279 --> 00:04:54.639 howl, and the lens. Right, let's just kind of break each one 69 00:04:54.680 --> 00:04:59.759 of these downs on the who conversation. I gotta be asking myself in questions, 70 00:05:00.120 --> 00:05:03.199 who's this person in the organization who's asking for this? How much power 71 00:05:03.240 --> 00:05:08.319 and influence do they have? And what part of the buying decision, the 72 00:05:08.439 --> 00:05:12.680 economic buying, the technical buying, or just like the and when I say 73 00:05:12.759 --> 00:05:17.399 just it's not the discount or the implementation part of the decision. And will 74 00:05:17.480 --> 00:05:21.560 other people listen to this person? Right? Is this person a coach or 75 00:05:21.639 --> 00:05:26.160 are they more than that? Are they a potential or even a current champion? 76 00:05:26.800 --> 00:05:29.079 So those are some of the examples of what I've got to be asking 77 00:05:29.199 --> 00:05:32.959 myself and my team about the who. Then there's the why. What's the 78 00:05:33.040 --> 00:05:38.319 real objective of this pilot? How are we going to measure the ultimate success? 79 00:05:38.560 --> 00:05:41.680 Now that this is important, how are we going to measure the ultimate 80 00:05:41.720 --> 00:05:44.720 success of a pilot is one thing. A sixth week or a six month 81 00:05:44.800 --> 00:05:49.360 pilot has got some sort of finish line objectives, right, positive business outcomes, 82 00:05:49.399 --> 00:05:53.040 as we like to say. But the other thing you got to have 83 00:05:53.079 --> 00:05:56.079 in places are a short term metrics. So what are the metrics we have 84 00:05:56.199 --> 00:06:00.560 in place to ensure that we can course correct during the pilot if we're not 85 00:06:00.639 --> 00:06:03.000 on track? If I got a three month or six month pilot, I 86 00:06:03.120 --> 00:06:08.519 better have some shorter term metrics in place that tell us whether or not this 87 00:06:08.879 --> 00:06:13.120 is on track. And this is a critical question because without these metrics, 88 00:06:13.399 --> 00:06:17.439 you're starting at point A and the hopes of getting the point Z with nothing 89 00:06:17.480 --> 00:06:20.279 in between you to tell you whether not you're still on track, and that 90 00:06:20.560 --> 00:06:25.319 rarely rarely turns into anything more than like let's go to church and a light 91 00:06:25.360 --> 00:06:29.079 of candle in the hopes that we get a great outcome. Right. And 92 00:06:29.199 --> 00:06:33.959 then there's the how so around the concept of how what's the specific plan to 93 00:06:34.040 --> 00:06:41.079 include players from both sides, the responsibilities, the date, etc. Who's 94 00:06:41.079 --> 00:06:45.319 the sponsor of this pilot and what are their objectives and level of buy it? 95 00:06:46.040 --> 00:06:49.560 How are we going to keep everyone informed in a consistent fashion. What 96 00:06:49.759 --> 00:06:53.399 happens if one side or the other is not holding up their end of the 97 00:06:53.439 --> 00:06:59.360 bargain? And how will we communicate results and move forward based on success or 98 00:06:59.480 --> 00:07:02.319 any lad thereof. So like, here's all of that going on, it's 99 00:07:02.360 --> 00:07:04.879 the who, it's the what's the well? How are we going to make 100 00:07:04.920 --> 00:07:09.319 sure this happens? And then last, not least, maybe the easiest of 101 00:07:09.319 --> 00:07:13.040 the ford to answer is the win, like, what are the real timelines 102 00:07:13.079 --> 00:07:17.920 for this pilot? Are those appropriate and achievable? And what happens that those 103 00:07:18.000 --> 00:07:25.720 timelines aren't met by either side? I think there's a level of detail that 104 00:07:25.839 --> 00:07:30.319 you've got to go into if you're gonna do a pilot. And oh, 105 00:07:30.360 --> 00:07:32.360 by the way, this applies to somebody asking for a proof of concept. 106 00:07:32.959 --> 00:07:36.519 Right, it's very similar, right, very similar, but even more so 107 00:07:36.759 --> 00:07:41.639 here because the money's now on the line. There's more money on the line 108 00:07:41.639 --> 00:07:44.079 of the pilot than there it's even with a trial, right or a proof 109 00:07:44.120 --> 00:07:47.720 of concept. So those are the questions I'm asking myself or my teammates if 110 00:07:47.759 --> 00:07:51.959 we're really trying to consider whether or not a pilot is a good idea. 111 00:07:53.800 --> 00:07:57.560 Great questions. I hope those of you who are getting this question a lot 112 00:07:57.639 --> 00:08:01.120 from your prospects are writing those down. I want to go back to when 113 00:08:01.160 --> 00:08:05.399 you were talking about the why the metrics conversation. We talk a lot about 114 00:08:05.439 --> 00:08:09.759 metrics, getting metrics as part of your sales process, with or without a 115 00:08:09.839 --> 00:08:16.199 pilot project, power we measuring success, and sometimes it can be difficult to 116 00:08:16.920 --> 00:08:18.879 get those nailed down. So I want to talk a little bit about that, 117 00:08:18.959 --> 00:08:22.959 because, as you said, it's really critical when we're dealing with these 118 00:08:22.439 --> 00:08:26.120 pilot projects. So how do I, for lack of a better term, 119 00:08:26.319 --> 00:08:31.120 force the metrics to that outcome conversation with my customer? How do I get 120 00:08:31.240 --> 00:08:35.840 my customer to see the importance of that. Yeah, this is a really 121 00:08:35.919 --> 00:08:39.440 important point, Rachel, and it's actually another example of negotiation as a skill 122 00:08:39.480 --> 00:08:45.519 that we're going to pull on throughout the entire opportunity pursuit. There is a 123 00:08:45.679 --> 00:08:50.360 cost to a pilot and there's a cost to both thought. So I would 124 00:08:50.480 --> 00:08:54.559 not shy away from the question you've got. It's really really critical and I 125 00:08:54.639 --> 00:08:58.039 know already mentioned it, but without metrics, both short and long term, 126 00:08:58.440 --> 00:09:03.440 metric pilots often turn into nothing more than science experiments. Yeah, and hey, 127 00:09:03.480 --> 00:09:05.919 I'll be the first to a minute, and sometimes the science experiment is 128 00:09:05.960 --> 00:09:09.720 okay. Sometimes we want to do a science experiment as much as the customer. 129 00:09:09.919 --> 00:09:13.279 We got something new, we're looking for early adopters, whatever, but 130 00:09:13.440 --> 00:09:18.480 pass that and choosing to do a science experiment purposefully, and even then there 131 00:09:18.519 --> 00:09:22.799 should be metrics the back of the majority of time, no metrics equals no 132 00:09:22.960 --> 00:09:24.799 decision. And I think that's the key, because you know, a lot 133 00:09:24.840 --> 00:09:30.440 of times pilots are being run by technical buyers, and eventually they're the ones 134 00:09:30.440 --> 00:09:33.240 who have to go to the economic buying audits and ask for more money or 135 00:09:33.399 --> 00:09:37.720 real money to take the pilot to a larger scale. And if you can't 136 00:09:37.759 --> 00:09:41.960 answer the business questions that the economic buyer cares about, you got yourself with 137 00:09:43.000 --> 00:09:46.480 science experiment, and as good as your technical buyer might feel about it, 138 00:09:46.039 --> 00:09:50.080 it ain't going anywhere else. So, you know, someone who doesn't want 139 00:09:50.080 --> 00:09:54.759 to have a metrics conversation is a red flag for me, yea, and 140 00:09:54.879 --> 00:09:58.960 I won't do the pilot in that case because without success measures and an identic 141 00:10:00.000 --> 00:10:05.799 to fight sponsors the appropriate level, we're just all kind of spending our wheels. 142 00:10:05.840 --> 00:10:09.759 Now, I want to be clear. If somebody calls me and says, 143 00:10:09.840 --> 00:10:11.960 hey, I have X amount of money to spend, and I have 144 00:10:13.039 --> 00:10:18.039 to spend it today by five o'clock. Do you want it? Okay, 145 00:10:18.200 --> 00:10:22.679 I'm not suggesting you should say no, take the deal off the street. 146 00:10:22.759 --> 00:10:26.200 I'm good with that, but you've got to at least understand that if you 147 00:10:26.360 --> 00:10:31.960 want us to turn into something bigger, Right, if this is an opportunity 148 00:10:31.200 --> 00:10:35.960 or an account where there's more runway for us, before you take that fifty 149 00:10:37.000 --> 00:10:41.320 thousand dollars or one hundred thousand dollars or whatever they have to spend, you 150 00:10:41.399 --> 00:10:43.600 better have a couple of these conversations in your back pocket ready to have. 151 00:10:43.799 --> 00:10:48.080 Hey, how are we going to measure to the success of the use of 152 00:10:48.200 --> 00:10:50.919 this bend? Because I want to help you look good inside of your organization. 153 00:10:52.679 --> 00:10:56.320 That's all. Like, we don't have to overcomplicate this, but we 154 00:10:56.480 --> 00:11:00.320 might if it's a twelve million dollars deal, but if it's just want to 155 00:11:00.360 --> 00:11:03.480 make sure I'm sending that message you know, everything is appropriate. How's that 156 00:11:03.080 --> 00:11:07.919 right? Yeah, we're not above that. Yeah, that's right. No 157 00:11:07.440 --> 00:11:11.360 metrics, no decision, no successes are great takes from that little segment there. 158 00:11:11.960 --> 00:11:16.240 Okay, Brian, what sort of things am I doing along the way 159 00:11:16.320 --> 00:11:22.919 through implementation of the pilot to make sure we're holding tight to what was promised 160 00:11:22.000 --> 00:11:26.360 in the beginning, to keep reminding the customer of the endgame. Here. 161 00:11:26.039 --> 00:11:31.519 Great question, and I might have said this earlier or pointed to it earlier, 162 00:11:31.600 --> 00:11:35.240 but I think there are just three things to remember. Right One, 163 00:11:35.360 --> 00:11:41.919 you've got to have agreed upon processed steps again short term metrics that we can 164 00:11:41.039 --> 00:11:45.559 constantly stay on top of so that we can fourth correct if required. And 165 00:11:45.600 --> 00:11:50.399 these have to be visible, tangible, and or measurable. That's the first 166 00:11:50.440 --> 00:11:56.879 thing. The second is you've got to have agreed upon, assigned and aligned 167 00:11:58.720 --> 00:12:01.159 roles that have clear with sponsibility from both sides. And then, last, 168 00:12:01.200 --> 00:12:05.919 but not least, you've got to have agreed upon communication processes with the right 169 00:12:07.279 --> 00:12:13.519 capital right people, like I'm screaming that the right people throughout the pilot with 170 00:12:13.639 --> 00:12:16.279 some agreed upon rules of the road. I mean, it's really all about 171 00:12:16.440 --> 00:12:22.159 the front end set up with some well thought out and agreed upon standards of 172 00:12:22.440 --> 00:12:26.200 how are we going to do this, who's doing what and when, and 173 00:12:26.279 --> 00:12:28.559 how are we going to keep the right people engaged so that we can make 174 00:12:28.639 --> 00:12:33.080 good decisions throughout right because then it's just a assumes part of the process. 175 00:12:33.120 --> 00:12:35.519 I mean, you almost embedded into the pilot when you lay out those rules 176 00:12:35.559 --> 00:12:39.200 of the road. And my next question kind of goes to that when you 177 00:12:39.399 --> 00:12:45.320 mentioned doing this early, how do I make sure I'm anchoring on the I. 178 00:12:46.519 --> 00:12:48.879 If this is successful, then we are going to do this sort of 179 00:12:48.960 --> 00:12:54.879 that crux move into moving these pilot projects into more permanent solutions. How do 180 00:12:54.960 --> 00:12:58.200 I do that early in the process. Another great question I think this is 181 00:12:58.240 --> 00:13:01.799 attaches to the why conversation, right. It's because if this isn't establishment, 182 00:13:03.200 --> 00:13:07.200 you're kind of wasting people's time and money, including your companies and your own. 183 00:13:07.879 --> 00:13:09.399 You've got to be working on the right deals at the right level of 184 00:13:11.279 --> 00:13:16.039 depth and breadth right as appropriate for that opportunity. So I'm not suggesting that 185 00:13:16.120 --> 00:13:20.679 the ask is always the same thing, but for every pilot there does have 186 00:13:20.799 --> 00:13:26.600 to be an objective for that pilot and a corresponding set of next step and 187 00:13:26.759 --> 00:13:31.320 action. Otherwise, give me your money and I'll give you what you want 188 00:13:31.360 --> 00:13:35.679 for the plot. Like it's kind of a I don't want to say it's 189 00:13:35.679 --> 00:13:39.000 a waste of time. That's a bad way to put it, but it 190 00:13:39.120 --> 00:13:41.039 might be now that I say it out loud, like you can find yourself. 191 00:13:41.679 --> 00:13:46.799 Let's play this out. Imagine getting a pilot with someone thinking to yourself, 192 00:13:46.919 --> 00:13:50.600 this is one department in a large organization. I can get this pilot 193 00:13:50.679 --> 00:13:54.360 in here, and then I can take our solution and go company why and 194 00:13:54.480 --> 00:13:58.519 trans and have a transformational effort inside of the company. Well that's nice, 195 00:14:00.639 --> 00:14:03.679 of course, if nobody inside of the customers organization knows that it ain't ever 196 00:14:03.759 --> 00:14:07.879 going to happen. And now you sign up for a pilot with one person 197 00:14:07.559 --> 00:14:13.120 and even maybe they've agreed, but you don't have any upfront agreement or alignment 198 00:14:13.279 --> 00:14:18.759 or access to other people that ain't going to happen, you know, So 199 00:14:18.919 --> 00:14:22.960 you are wasting your time, or at least you're dreaming about something that ain't 200 00:14:22.960 --> 00:14:28.000 going to happen, right, and it just becomes bad for your professional brand. 201 00:14:28.080 --> 00:14:30.720 Right. You become an order taker. You're not a problem software, 202 00:14:30.720 --> 00:14:35.000 you're not adding value to the customer. You are becoming an order taker and 203 00:14:35.120 --> 00:14:39.080 to your taking the office street. But in the broader sense, you don't 204 00:14:39.120 --> 00:14:41.639 want to be doing this consistently. I love that you just said that, 205 00:14:41.759 --> 00:14:45.919 because it reminds me too, that when you do these well at the level 206 00:14:45.960 --> 00:14:50.360 that I'm talking about, it's another example of setting yourself apart by how you 207 00:14:50.440 --> 00:14:54.960 sell, not what you sell. And I'm here to tell you ninety percent 208 00:14:54.039 --> 00:15:01.919 of organizations out there will have significant appreciation for how you handle this conversation. 209 00:15:01.440 --> 00:15:05.200 And I'm not looking to say no. I'm looking to say yes, but 210 00:15:05.360 --> 00:15:09.360 I'm looking to say yes in a way that is measured appropriately for the opportunity 211 00:15:09.480 --> 00:15:15.519 and the long term opportunity and put a skin in the game on both sides. 212 00:15:15.919 --> 00:15:20.000 Yeah, and the appropriate level of skin, right, that makes sense? 213 00:15:20.320 --> 00:15:24.279 Yeah, Yeah, we're following great and there's a lot of great takeaways 214 00:15:24.440 --> 00:15:28.600 today, Brian. Then I know people can keep the top of mind as 215 00:15:28.639 --> 00:15:31.279 we wrap up. Feel free to bring in any other final points that you 216 00:15:31.360 --> 00:15:35.480 want, But I'd also love for you to wrap up by giving us a 217 00:15:35.720 --> 00:15:39.159 rundown of those key questions you need to ask yourself when a potential pilot project 218 00:15:39.240 --> 00:15:43.759 surface itself in your sales conversation. Okay, so I don't want to oversimplify 219 00:15:43.799 --> 00:15:48.919 it, but just remember these four words who, why, how, and 220 00:15:50.080 --> 00:15:56.159 when period? And then I was having this conversation with an organization this week 221 00:15:56.440 --> 00:16:00.600 about getting in a room to talk about a live opportunity. As an example 222 00:16:00.639 --> 00:16:03.639 of that, you're probably going to find yourself in a room talking to other 223 00:16:03.720 --> 00:16:06.320 people about this pilot. Might be you and your manager, or might be 224 00:16:06.399 --> 00:16:08.240 you and four other people. But when you're in that moment, you've got 225 00:16:08.360 --> 00:16:14.919 to create a culture where other people asking you these questions, well, who's 226 00:16:14.960 --> 00:16:17.200 involved, why should we do this? How are we going to make sure 227 00:16:17.200 --> 00:16:21.600 it's successful from both sides? Eat When you're getting asked those questions, it's 228 00:16:21.679 --> 00:16:26.480 not viewed as an inspection, but instead it's viewed as an opportunity to look 229 00:16:26.559 --> 00:16:32.200 at this deal more strategically so that we can make really great tactical decisions. 230 00:16:32.440 --> 00:16:36.600 So it becomes coaching, non inspection. I'll just leave it at that, 231 00:16:36.879 --> 00:16:41.080 finished with the stay focused on the who, the why, the how and 232 00:16:41.240 --> 00:16:44.720 the when, and you've got a much better chance of making the right decision 233 00:16:44.799 --> 00:16:48.559 for that given opportunity. Thank you so much, Brian, thank you, 234 00:16:48.399 --> 00:16:52.159 thank you. And these are the type of topics I'll say it again that 235 00:16:52.279 --> 00:16:56.519 we are taking on in our platform. As sender. You go through a 236 00:16:56.600 --> 00:17:00.600 sales training and you learn the big rocks, but sometimes when you're executing your 237 00:17:00.639 --> 00:17:03.079 sales process. Things come up like pilot projects. Are asking for a pilot 238 00:17:03.119 --> 00:17:07.680 project? What do I do? And you want to figure out your best 239 00:17:07.759 --> 00:17:11.200 next steps? You can ask these questions in our community. Brian's taking questions 240 00:17:11.279 --> 00:17:14.839 and Tonella, John, Tim, Patty Mack. They're all there. Go 241 00:17:14.960 --> 00:17:17.680 ahead and check it out my data center dot co. And thank you for 242 00:17:17.799 --> 00:17:22.039 listening to the Audible Ready Sales podcast. At Force Management, we're focused on 243 00:17:22.200 --> 00:17:29.400 transforming sales organizations into elite teams. Are proven methodologies, deliver programs that build 244 00:17:29.480 --> 00:17:34.160 company alignment and fuel repeatable revenue growth. Give your teams the ability to execute 245 00:17:34.200 --> 00:17:38.559 the growth strategy at the point of sale. Our strength is our experience. 246 00:17:38.839 --> 00:17:44.000 The proof is in our results. Let's get started. Visit us at force 247 00:17:44.119 --> 00:17:48.880 management dot com. You've been listening to the Audible Ready podcast. To not 248 00:17:48.079 --> 00:17:52.640 miss an episode, subscribe to the show in your favorite podcast player until next time.