Advice to someone thinking about starting with SlapFive
Tenacity and relationships is my answer to that. So I have good relationships with the majority of salespeople. Enterprise sales people, we have several sales teams within the company. We have a newly formed, CSM team, the customer success management team and they're assigned key accounts in various products, not all products but a few And their Global and then we have a mid-market sales team that's primarily focused on North America. It's the Enterprise reps that I have really good relationships with and there's where the majority of really great stories are there are a lot of Visions stories. that I hear from the CSN and a lot of Visions stories that I hear in the mid-market and a lot of good Vision stories and what I mean by that is you know, we're We're at 250 million dollar company, but we are growing at such a pace that will be over a billion in three years. And our vision for the company is to transform the business model. It's the Enterprise team that I spend most of my time with Enterprise's find very difficult, or a long process or debt, you know, leadership doesn't understand it. So, they take two years to try and get them to understand what the value of our Solutions will bring to them. So it's those Enterprise stories that I really focus on the most and my relationships with them have proven to bear fruit. Relative to the process, we realized quickly we had to take it out of the hands of the salespeople even if that means going over the salespeople into the account. Now, I try not to do that. Because I want them on board. I want them to use the relationships that they have to help facilitate, you know, bringing forward the right people to tell the story to tell a holistic part of the story because You can get one side from a systems admin person but if you've got a person who's overseeing the project they hear, what's driving the business? What's going to return, value to the business? What the objectives are, what the mission is and then how the product actually, you know, plugged into that Vision. Those are the folks that I like to be in touch with. And from an advocacy perspective, the kinds of folks that I'd like to network with other customers. So the process has to be taking out of the sales, people's hands to a certain extent. I give them the non. I asked them to just open the door for us and then we do the rest and it seems to work better than anything else. Other side I knew instantly, when Anna had contact directly with the salespeople, which is another aspect to this, it's important. You build a lot of trust, the salespeople have all the trust in the world and they'll say Yelling, go ahead, talk to the customer. You didn't need to ask me that when you should have just gone to a customer. Okay, fine. I just want to give you the respect. And no, no, well, I wanted that same relationship to occur with Anna as she was interviewing customers. And we found that there are a couple of tough cookies that have been around x-ray for 15 years, still selling up a storm and selling to, some of the largest installations that we have. And once they got, they got and gain some trust in Anna and the process. Now, this stepping up all the time. Process and relationships. I think have gone a long way to making this the success that it is.
