Motivate Your Sales Team to Power Through the Mid-Year Slump

This is a Guest bog post from sales and sales management guru Chris Tully.

It’s officially mid-year and given human nature, a time when too commonly Sales Reps find themselves taking their foot off the pedal of their Sales Activity. This doesn’t tend to occur in Q4 due to heavy Sales Leadership focus on closing out the year strong or during Q1 when the entire organization is rallying around new year goals. However, the gap of time from Q2 through Q3 is often when Salespeople are left to self-motivate. This is when it’s essential that Sales Managers are proactive in helping Salespeople stay focused to keep the momentum going.  

I’ve found that in addition to the trend of this period having decreased hands-on sales management attention, there are a variety of reasons that the mid-year slump can be easy for a Salesperson to fall into. The three I see the most often:

• Sellers being distracted with planning for mid-year vacations in addition to their children being off for summer break.
• Buyers being less accessible due to summer business activities along with their own personal time off.
• The mid-year interval simply giving Salespeople a false sense of security that there is “plenty of time left” to finish the year strong and no harm in lightening up activity a little.

To combat these demotivators, Sales Managers need a good pulse on key performance metrics to detect sales sluggishness early on before it turns into bad habits. This visibility prompts the Sales Leader to recognize when to deploy motivation tactics to usher back in the right balance of activities that will protect long-term Sales Goal achievement. Sales motivation tactics need to be tied to the “Dials and Levers” we know directly correlate to influencing “the right” behaviors. They also work well to bring focus to new strategic direction changes that may have been decided upon during a company-level Mid-year Review.     Haven’t completed your Leadership Team Mid-Year Review? Draw from my workshop model to learn tips on facilitating an effective review that assesses how the organization is tracking toward meeting its annual goals, and methods for collaboration when course correction is needed. Access the blog here:  Mid-Year Review: Collaborate to Accelerate Your Business     Sales Management motivation tactics offer various positive results; however, most notably, they sharpen your Sales Team’s focus and stimulate behavior adjustments to feed more strongly into meeting future sales objectives. The following are key steps to take when approaching the development of motivation tactics to ensure they are on-target to correct the break-down areas.   STEP 1: During the mid-year span, assess your sales results from a leading and lagging indicator standpoint asking yourself things such as:

• Are you ahead or behind on your fiscal-year-to-date (FYTD) Sales Goals?
• Is your revenue performance trending as you forecasted?
• Does your Sales Pipeline show adequate volume and predictability?
• What is your Sales Pipeline projecting for Q3-Q4? This critical timeframe leading up to year-end needs to be secured far in advance.

STEP 2: Isolate opportunities for improvement and develop motivation tactics that have a direct connection to your “Dials and Levers” that drive performance. I’ll get you started with a series of examples after I finish laying the groundwork on these action steps.   STEP 3: Verify your current metric tracking system is equipped to monitor performance on new programs and develop adjustments as needed. Effective tracking is essential in understanding your Sales Rep adoption rate so you know when and with whom attention may be needed.   STEP 4: Develop your Sales Team communication plan before you take action. This is the essence of Sales Management; being connected with your Salespeople, ensuring they understand the objectives for new programs and buy into the benefits to them personally. This may call for individual one-to-one meetings or pulling the group together in a creative way. Invest time in your introduction in a way that aligns with the results you’re looking to achieve.

Let’s drill into what I referred to as “Dials and Levers” in STEP 2. These are the areas you’ll want to focus on to develop your motivation tactics to achieve big impact improvements. Below I’ve laid out a model to relay how you may want to approach this exercise. However, please note this is merely a sample model. To be effective, motivation tactics need to be custom developed to align with your Sales Process and overarching Company-wide Strategy.   To get you started, here is a sampling of how certain problem areas can be tied to a motivation tactic to promote a different outcome:  

Potential Mid-Year Sales Improvement Areas	Motivation Tactic Considerations
Sales aren’t closing with desired product mix balance.	Feature in-stock inventory promo (box spiffs) Incorporate varying commission model
FYTD sales are X% down from forecast.	Establish top account action plans & review cadence Conduct weekly group calls with individual accountability
There’s not enough Sales Pipeline momentum to support Q3-Q4 sales goals.	Deploy promo/contents through supply chain partners Establish current customer referral strategy
The same Sales Rep(s) continue to under-perform.	Swap-out Sales Rep on untapped high-value accounts Formalize Performance Improvement Plan (PIP)
Any of the above or others	Utilize Feedback Model by facilitating idea generation workshop with your Sales Team

Mid-year Sales Sluggishness transcends industries, which is why it’s essential that Sales Management stay attuned to their Salespeople to apply motivational tactics to avoid the slump. It’s human nature for Salespeople to lose focus and momentum, especially during certain times of the year. With impending summer vacations giving rise to false senses of security heading into the second half of the year, it’s key that you have a “finger-on-the-pulse” of your Sales Team. With the proper motivation approaches, you will help your Sales Reps keep their foot on the pedal all the way through to a successful fiscal year-end!

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

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Do You Have a Sales Pipeline or a Pipedream in Your Organization?

This is a Guest Blog Post from Sales and Sales Management guru Chris Tully.

In recent blogs I’ve been writing a lot about the evolving market because it’s especially important in these conditions to have robust processes that lend confidence and set you up for success. When designed and operated properly, your Sales Pipeline is another key tool to serve in this purpose; a proxy to identify what’s going well and what’s not going well with your business. Your organization’s ability to scale is largely dependent on your ability to reliably forecast revenue, which really boils down to the quality and volume of data within your Pipeline. Setting up, leveraging, and monitoring this resource properly enables you to see performance against key metrics and accurately show where your business is headed.

However, there are stumbling blocks that many Owners and Sales Leaders face when they look to formalize their Sales Pipeline methodology. The primary misunderstanding I see is the belief that a Customer Relationship Management (CRM) system on its own will provide the on-target visibility desired. This, coupled with too many bells and whistles, makes it easy to lose sight of the primary role of a CRM, to support a well-thought-out Sales Strategy in the simplest method possible. Getting caught up in the technology can lead to a misstep where companies invest in a system without completing the fundamental steps of defining the underlying strategy and associated processes first. 

When designed correctly, process discipline will be reflected in Pipeline performance, but only if the right technology is being utilized and if the salespeople are engaging with the system properly. So, take a moment and ask yourself if you’re operating a solid Pipeline that gives you confidence, or a “PipeDREAM” that frustrates you because of missed forecast projections.

 

Over the years, when it comes to the Sales Pipeline, the key question I commonly hear Owners ask about is, “what’s the accuracy of the data and how do we know if we can rely on it?”   The interplay between people, process, technology, and continual inspection is the secret recipe that creates Pipeline data integrity (valuable, actionable data).    Let’s take a closer look at these main components that feed Pipeline data integrity, “the 4-legged stool” that should support every business.      

1. PEOPLE – Training to foster understanding, adoption, and accountability. Even the best process, procedure and technology will fail without user adoption. The starting point is investing in well-rounded training to help the Salespeople understand how the infrastructure will help them achieve their individual goals; the technology or CRM being just one component. From there, creating advocacy within the team after having the right level of executive sponsorship from the start is the way to achieve essential adoption. This is especially important to motivate potentially stubborn Salespeople who tend to be resistant to change.   Once you are assured that your Salespeople understand how to engage with your Pipeline methodology and see value in it, then it is practical to expect compliance. This will open the door to your Pipeline becoming a powerful diagnostic tool that will allow you to pinpoint underperformance problems that need correction.     

2. PROCESS – Solidifying  repeatable and scalable process/procedure. As leaders, we need to equip our sales teams with tools to guide their success. It is not reasonable to expect Sales Pipeline data integrity until we provide a proven Sales Process and guiding data procedures. When designed properly, these approaches will fuel confidence in new Salespeople and tenured veterans alike. This will naturally occur as they experience or see their colleagues experience that investing in the model generates predictable results.   To learn more about developing a robust Sales Process, read my previous blog:“How’s Your Sales Process Confidence Measuring Up to the Results It’s Generating?”   Guiding data procedures will address data quality around things like sales activity, customer information collection, opportunities that feed into the Sales Pipeline, etc. All these moving pieces work together to provide the Salespeople and Sales Leaders a powerful view into real-time performance indicators that can be leveraged to optimize results. This level of visibility will also prevent the undesirable but common problem in CRM systems of “garbage in, garbage out.”     

3. TECHNOLOGY – It’s not about more, it’s about simplicity. Your technology should make everyone’s lives simpler and more efficient. If you’re an Owner or Sales Leader, ask yourself, “do I have a simple and easy-to-understand dashboard at my fingertips that allows me visibility to see where my business is going?” The most important thing to note is that the best Customer Relationship Management (CRM) system is the one that gets used, helps your Salespeople succeed, and assists your leadership team in monitoring progress.   I come across companies that are still using Excel spreadsheets and notepads, and those that have fully integrated and advanced CRMs. In all cases, the first step is to define Sales Strategy and Metric Objectives so the technology can be aligned to the business requirements. Done properly, the technology isn’t the driver, it’s merely a vehicle to deliver on the business strategy. I often recommend scaling technology back to optimize adoption, a key contributor to data integrity. To get and keep users engaged, you will want to have the lightest possible technology structure that can deliver on key metrics.     

CRM Adoption Calls for LESS Bells & Whistles
1. Choose a technology that allows your Salespeople to see their productivity improve with its use so that you can avoid resistance to adoption.    2. Align technology to your requirements to create a user-friendly experience, as well as insightful data (clarity on your key measurements/metrics).   3. Make sure that you have only the technology that you need and nothing more.     4. INSPECTION – Tweaking and tuning to optimize data integrity. The fourth leg of the stool, Inspection, is the glue that makes Pipeline performance possible through the application of experienced Sales Leadership. It’s critical that the Owner or Sales Leader holding this seat monitors strategy execution and data integrity through routine Pipeline inspections. This, followed by targeted coaching with salespeople on an individual level, will fine tune sales skills and data entry compliance.  

As more data is available in your CRM system, your organization will benefit from the ability to consider history and trends; identify what’s working and what’s not. This will allow more runway to repair performance breakdowns before Sales Goal achievement becomes hindered. When Training, Process/Procedure, and Technology are all effectively designed and implemented, problem areas become easily identified through the Sales Pipeline. Diving in to inspect problem areas within a solid sales infrastructure will enable the Sales Leader to quickly diagnose root cause problems and apply the appropriate solution. Sales Performance will not be sustainable without ongoing Sales Leadership attention that embodies the full breadth of skills and activities needed to generate high-performance results.

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To assess the strength of your current Sales Leadership approach, review my prior blog:“Sales Leadership Impact on Your Business”

In closing, let’s recap – you want your Salespeople only working on prospects with the highest probability of closure. Your properly designed Sales Pipeline will serve as a diagnostic tool to identify sales performance problems if it’s built as the “4-legged stool” I outlined. Just remember, even the best process and system won’t be sustainable without ongoing, effective Sales Leadership.  

THOUGHT PROVOKING TRIVIA ANSWER 70% of CRM projects fail. *   The management of customers and potential customers is critical. However, a key component of a productive Customer Relationship Management (CRM) system is having a set strategy that the technology delivers upon.   I can help you avoid this misstep that results in a large CRM deployment failure rate. Schedule a time to chat.  *Source: Linkedin.com

About the Author  I am a part of a sub-group of Sales Xceleration Advisors dedicated to pooling our knowledge and expertise to generate insights, tips, and tools to help business leaders exponentially grow their revenue. We are seasoned  Executive Sales Leaders that have guided B2B businesses ranging from start-up to Fortune 500. I welcome any special requests you may have for future writing topics.

Chris Tully

Chris is the President of Sales Growth Advisors LLC, a sales consulting firm focused on increasing revenue growth and improving profitability.   He can be reached at chris@salesgrowthadvisor.com.

How’s Your Sales Process Confidence Measuring Up to the Results It’s Generating?

This is a Guest blog post from Sales and Sales Management expert Chris Tully.

We’re just about halfway through the year and are coming out of an eventful prior 18 months. Finally, we’re seeing enough consistency in the market to take swift and effective action to move forward with a good amount of confidence… something many of us have been lacking for a while. When thinking about how to finish strong in 2021 and the best way to prepare for break-out growth in 2022, ask yourself: “what do I have to do to make sure that where I’m going now brings short-term results and positions us to make a huge difference long-term?”    In my role, I find that sifting through all the parts and pieces of the Sales Organization can be overwhelming for Owners and Sales Leaders, leaving some not knowing how to make heads or tails out of it all. While several areas of your Sales Function may need to be retooled or realigned to match the evolving economy, I’ve found that it’s crucial to begin evaluating the potential for adjustment at the heart: The Sales Process, or as I like to say, “the nucleus that feeds the whole.”

Given the considerable changes these past many months, whatever current Sales Process you had established previously is likely not reflective of new demand. This is due to drastic shifts in the evolving economy, such as how buyers buy and assemble themselves, communication method adjustments, changes in customers’ organization structures, impact to market trends, etc. Beyond these external changes, quite possibly your business has also gone through internal strategic changes relating to your target buyer and customer base. Have you taken time to think about the impact of all these shifts?   

Time and time again, I’ve witnessed it necessary to have a successful or proven process to drive sales success, similarly to process-driven models in other departments. I like to say that hypothetically, this means if you drop a new member into your Sales Team and have them follow the roadmap you laid out, they are able to deliver the same consistent results as other team members. You can dial in this type of repeatable measure of success when you take the time to “look under the covers,” so to say, by evaluating and fine tuning your Sales Process.

However, before you take action on retooling your Sales Process, first let’s work through a couple of self-administered strength tests to determine if you’re working upon a solid foundation. I’ve noted two vital components to consider when determining the effectiveness or completeness of your current Sales Process.

STRENGTH TEST 1 Does your current Sales Process account for the best practice elements outlined in my building block model, and have your salespeople been properly trained on how to navigate the roadmap you’ve given them?

Maybe you think that your process is successful and doesn’t need to be rebuilt. That’s great! But, I encourage you to verify this assumption given that the majority of 2,000+ Owners and Sales Leaders revealed that their Sales Process didn’t include the clarity necessary to drive desired results.   

THOUGHT PROVOKING TRIVIA   What percentage of small to mid-sized businesses don’t know what needs to occur at each stage of the sales cycle?   a. 54%   b. 61%   c. 73%   d. 86%   Find out the answer at the end of my blog.

I welcome you to leverage me as a sounding board to learn if there is merit in you investing resources to test the strength of your critically important Sales Process.

STRENGTH TEST 2 Do you see strong evidence that your Sales Process is producing desired results? A comprehensive response may take some investigation on your part. Below, I recommend specific research areas to conduct your due diligence in answering the previous question:

• Is the Sales Process documented with clarity?
• Is the Owner or Sales Leader engaged with the salespeople often enough to observe the Sales Process in real-world selling situations?
• Is the Sales Pipeline showing good movement?
• Are the salespeople performing consistently?
• Does the Sales Team regularly achieve forecast accuracy?
• Are closed deals meeting profitability targets?

I’ll discuss tuning your pipeline and leveraging technology to provide better conversion rate visibility in a future blog.   It’s essential to understand that by comparing your Sales Process confidence to the results it’s generating and taking subsequent action now, you’ll be positioning yourself to finish strong in 2021. Even more impactful, you’ll also be setting yourself up for a record-breaking 2022 and beyond!

THOUGHT PROVOKING TRIVIA ANSWER 86% of small to mid-sized business owners reported that they don’t know exactly what needs to occur during sale cycle stages. * So, how confident are you that your Sales Process is actually delivering the desired results? I can help. Schedule a time to chat.   *Data compiled from 2,355 Owners and Sales Leaders that took Sales Xceleration Sales Agility Assessment® through December 2021.

About the Author  I am a part of a sub-group of Sales Xceleration Advisors dedicated to pooling our knowledge and expertise to generate insights, tips, and tools to help business leaders exponentially grow their revenue. We are seasoned  Executive Sales Leaders that have guided B2B businesses ranging from start-up to Fortune 500. I welcome any special requests you may have for future writing topics.

Chris Tully

Chris is the President of Sales Growth Advisors LLC, a sales consulting firm focused on increasing revenue growth and improving profitability.   He can be reached at chris@salesgrowthadvisor.com.

Back to Basics: Tips to Help Struggling Sales Reps

 

This is a Guest blog post from Sales and Sales Management expert Chris Tully.

It’s common for sales professionals – both new and seasoned veterans – to run into bumps in the road from time to time that results in a struggle to achieve sales goals. Changing market conditions, taking on a new territory, loss of “that big deal” they invested lots of time into, and a variety of other causes can all be contributing factors to missed sales goals. Whatever the reason, Owners and Sales Leaders need to find ways to positively support their struggling sales reps to help them get them back on the right track.

A starting point to isolating skill gaps is to go back to basics by utilizing a proven sales call planning methodology. The Sales Leader will benefit by leveraging the model as a diagnostic tool. The salesperson will find it to be a helpful guide that enables them to produce stronger, more consistent customer engagement results.

Every sales interaction should be intentional.  Sales reps must always keep in mind that the customer being called on typically has limited time and budget, and a plethora of other options to choose from. Effective call planning relates to all sales interactions, at all stages of the customer lifecycle. Investing time in call planning is a best practice for any salesperson who is looking for better control of their sales process and customer relationships, not just a struggling sales rep. When a call is made with clear direction and purpose, it provides the salesperson with more confidence and the customer with a better experience, which will lead to greater success.

Below, I have an outline of my Sales Call Planning Methodology that has proven successful:

• Pre-Call Planning
  • Call Objectives
  • Discovery Questions
  • Value Proposition / Points of Differentiation
  • Desired Next Steps

• In-Call Action
  • Key Information Gathered During Call
  • Resulting Action Items – Sales Rep and Customer assignments
  • Next Step Agreement

• Post-Call Review
  • Was the Call Objective achieved?
  • What could have been done differently?
  • Key Take-aways

As you can see, an effective approach to sales call planning involves action items for the salesperson before, during, and after the call. With planning, sales reps will gain a clear view of what they want to get out of the interaction, and the ability to envision what the end result will be. Remember: Every sales interaction should be intentional. When a call is made with purpose, it’s going to have a greater impact. 

In addition to equipping your salespeople with a sales call planning method, sales coaching involvement is critical, especially for a struggling sales rep. The most effective involvement is when the Owner or Sales Leader participates in sales calls (in-person, or video calls). Be sure to spend time before entering the call by asking the salesperson about their pre-call plan. Just as important, spend time immediately after by talking through post-call review elements. This is when the most powerful learning can occur. Another effective coaching method is to utilize the sales call planning model as a diagnostic tool during the Sales Leader’s routine one-on-one meetings with each salesperson. After the sales team has had proper training on sales call planning, this can be a productive method to keep a pulse on how well the salesperson is able to independently approach their sales calls to achieve desired outcomes. 

Both coaching methods will enable Owners and Sales Leaders to quickly identify areas a salesperson may need help to improve their sales competency. Listen closely for these coaching opportunities as your sales rep shares how they navigated the sales call:

• Based on who their calls are with, are they clear on target market and who they should be meeting with (i.e. the appropriate buyer persona)?
• Have they set their call objectives and desired next steps to align with your proven sales process?
• How well are they differentiating their product/service? Do they have a clear understanding of the company’s full value proposition and the ability to effectively articulate it?
• Do they have a succinct and agreed upon next step established?

Implementing a “back to basics” methodology, like sales call planning is a step in the right direction to help your struggling sales rep but it is commonly not the full solution. For long term success, it’s critical to evaluate the current sales infrastructure in which your salesperson operates. Without a best practices platform that effectively integrates people, process and systems, Owners and Sales Leaders will continually find themselves chasing symptoms instead of fixing root cause problems.

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

How Much Do You Know About Sales Hiring? Three Steps to Hiring A-Players for Your Business

This is a Guest blog post from sales expert Chris Tully.

If you’re looking to add a top sales performer to your team that has the skills, knowledge, leadership, drive, values, and forward-thinking to help take your business to the next level, there are measures you can take to make sure you avoid common hiring pitfalls. Believe it or not, interviewing and hiring, especially at this level, is one of the biggest risks your company can take.
I have broken down preparations to hire into three foundational steps to ensure you effectively define, seek-out, screen and secure top sales performers.

These measures will be essential at any time, but especially going into 2021 when there are many unknowns possibly instore for market conditions. Be careful not to shortcut these best practices or you risk paying for it 10-fold in the form of costly sales turn-over and just as importantly, loss of precious time. This is a time for honest reflection on your previous sales hiring track record.

Step 1: Refine the Position Description & Develop an Ideal Candidate ProfileStep-back and review how well your current position description reflects the new selling environment that has revealed itself since the pandemic hit. What are you anticipating will happen in 2021, in 2022, and beyond? For example, there may have been positions that previously required 80% travel but converted into roles that were just as effective with limited outside activity and increased inside phone or video conferencing, or perhaps a more equal balance of outside and inside sales activity. Which model seems to be the most sustainable it the long run? Will your next hire be open to additional travel if needed down the line? 

Another area to carefully evaluate are duties that involve team interaction. Be sure there are clear lines of accountability on expected outcomes. This crucial step in the process is to bring complete clarity to what you’re truly looking for in your candidate and what role they will play in your business. Next, build out an Ideal Candidate Profile, which differs from the position description you just refined. The position description identifies the role’s purpose, essential duties and responsibilities, and a laundry list of qualification requirements including education and experience.

The ideal candidate profile is laser focused on key accountabilities and non-negotiable requirements necessary to ensure the candidate is qualified. Done properly, this is a thought-provoking exercise concentrated on defining ideal mind-set, prior experience, and skill set.

Step 2: Develop a Recruiting Plan

The next step is to create a plan to bring candidates through a diligent Sales Recruiting Process. To effectively navigate each stage, factors to consider are expertise, budget and time. Recruiting top sales talent requires the expertise to identify the best players. Using a professional recruiter or inside resources will drive the budget. A time commitment from all those involved is a requirement that cannot be avoided.

Attracting Top Talent

A-Players are typically already successful in their current roles, with 90% currently employed. They are likely only willing to make a career move for the right opportunity. Hiring those who are already delivering results means a high probability of success throughout your sales team. A big pitfall is posting ads with an expectation that top-tier talent will respond. A variety of tactics need to be deployed to draw out leading talent including direct sourcing (recruiters), social networking, creative advertising, and professional networking. 

Screening Interview

Think of this stage as an opportunity for candidates to “audition” for a face-to-face meeting or furthering along in the recruiting funnel. The objective of this first interaction is to weed out those that do not fit your ideal candidate profile and non-negotiable requirements before moving on. 

Behavioral Interviews

This series of interviews should take place with the hiring manager and then separately with other team members – either individually or as a group. Here, the objective is to move past the resume and focus on demonstrated skills and abilities. The hiring manager can focus on specific sales skills while each of the team members can be assigned specific behavioral traits to probe. The result should be a 360-degree view of the candidate. 

Objective Assessment

There are a wide range of assessment tools available that can provide an objective analysis of the candidate. Depending on need, this analysis can measure skill, culture and personality against both position requirements and external benchmarks. Adding this element to the process provides insurance that what was heard in the other interviews is real.

Final Interview

Once the finalist has been identified, the last interview ties up any remaining issues and allows an opportunity for a discussion of the terms of employment. This last phase is often helpful in confirming the candidate’s motivations and desire to move forward. 

Step 3: Be Prepared to “Sell” the Opportunity

It is important to understand that A-level Players will be screening you as much as you are screening them. That is just how their mindset works. To keep them engaged, be sure to keep a balance of assessing them while also selling them on your company, your product’s value proposition, career path potential, etc. Once you get a few steps into the recruiting process, you should know what makes the candidate tick, what they are looking for next in their career, and what it will take for them to make a move.

A-Players want to be amongst winners so it is entirely possible that you may need to showcase the company’s vision and leadership team to help them visualize where the company going, its readiness to do so, and the critical role they’d fill to help make it happen. Recruiting and hiring an A-Player is the right move for any business, but in order to get the right person into the right seat, there are several steps you need to take to ensure proper alignment. Our next blog will focus on defining your company’s onboarding process to make sure your A-Players thrive and flourish within your organization. 

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Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

No Excuses: How to Successfully Forecast in 2021

This is a Guest blog post by sales leadership expert Chris Tully. This is the second of a two-part series on “Preparing for 2021.” Thanks for reading and please “Like” and Subscribe! Thank you!

Don’t Let 2020 Become an Excuse: How to Successfully Forecast in 2021

Before we dive in, welcome to Part II of our two-part blog series about 2021 Sales Budgeting. If you missed Part I about how to appropriately establish your sales budget for next year, take a moment and read it first: Don’t Let 2020 Become an Excuse: Three Steps to Prepare for 2021

Now that you are all caught up on the three steps needed to create achievable 2021 revenue targets, the next step will be to develop a reforecasting model for next year. I am sure many people will approach forecasting with hesitation, but one thing that owners and sales leaders need to keep in mind is whatever their 2021 business plan, budget, and sales forecast looks like now, they are likely to look completely different by the end of 2021. In other words, the key to a successful navigation in 2021 will be adaptability.

It is likely there will be volatility in the market as the economy gets settled into the “new normal.” Your team will need to understand changes in demand as they occur so you are able to react and keep an accurate forecast. Part of that is understanding what your customers’ plans are by having your sales team engage with them more frequently. The other part is having a strong forecasting and adjusting process to capture the changing trends.

A sales forecast is the foundation for updating your profit projection which then allows you to recognize if investment plans can be carried out or if they need to be pulled back to balance the budget. The forecast is a critical leading indicator of your business’ overall revenue health and the guiding line for where it is heading. If you think just “winging it” will work since there are so many unknowns in how the market will play out next year, you are wrong. If a business is committed to success and striving to come out on top, they cannot function without a well-planned, and frequently reviewed and adjusted forecast.

Here are three guiding principles to help you develop an effective reforecasting and adjusting process:

Reforecasting Frequency

A business forecast in any year, not just in the midst of a pandemic, should be viewed as a living, breathing mechanism. There are things that affect it throughout the year that need to be evaluated. Given the market disruption over the past 8-months, at a minimum, owners and sales leaders need to revisit and rebuild their full year 2021 budget on a quarterly basis. This quarterly cadence means that after 2021 Q1 closes, a new full-year forecast should be created. This should be done again after month six and again after month nine.

This would result in having your original forecast that was used to build your initial budget, plus three reforecasting cycles. While this may seem like a lot to do, one thing that 2020 should have instilled in owners is to expect the unexpected and be prepared to appropriately react to market conditions and remain flexible in their plan.

NOTE: It is critical to be constantly monitoring your Sales Pipeline throughout the year, not just quarterly. While we’re recommending that a reforecast of your entire business waits until the end of each quarter, the Sales Pipeline requires ongoing focus to provide day-to-day sales visibility. This will also be helpful given that an accurate Sales Pipeline needs to be readily available to feed into the quarterly reforecasting process.

The 20,000-Foot View

While a quarterly review and reforecast is absolutely necessary, you will want to keep your original budget created in Q4 2020 as a point of reference and comparison as you reforecast throughout the new year. The original plan provides a “big picture” or “20,000-Foot View” for the year, giving you visibility into potential gaps in meeting your profit number during the quarterly reforecasting cycles.

In the event your sales are slower to ramp-up than projected, you may need to examine how you are positioning your resources, what you are doing for marketing, your head count, pending investments, etc. to reach your end of year profit goal. On the flipside, if your revenue recovery is being achieved more quickly than anticipated, you may positioned to make investments within your budget sooner to fuel momentum versus waiting to act.

Isolating Gaps through Team Accountability

Once you get through Q1 of the new year and produced the first reforecast, take a step back to inspect its reliability. This becomes difficult if your Sales Team is not tightly aligned to your sales process, or they are not trained properly on how to navigate it. The key to ensuring accurate reforecasting starts with accountability at the salesperson level. With a solid process that is fully understood and good controls that provide key areas of measurement, the sales team is equipped to record their results in your CRM. This will ensure an accurate and achievable reforecast is created while also helping you identify and isolate gaps to guide your sales team and business toward end of the year goal achievement.

Ask yourself…

• Do I have a systematic way of generating certainty in the reforecast by taking YTD results and coupling them with future pipeline that I have confidence in?
• Do I have a robust process and methodology to forecast?
• How accurate have I been previously in achieving my forecast based on what my sales team has given me?
• Do I have the ability to look into the pipeline and review deal probabilities to verify they look reasonable and not padded?

If you have gaps in your ability to accurately reforecast

your business, STOP and request a consultation call!

Leveraging an experienced Outsourced VP of Sales may be the

answer to help build this heightened level of sales infrastructure.

While 2020 has dealt businesses a host of obstacles to overcome, owners should not let the uncertainty affect 2021 planning. Yes, there are many factors that will need to play into how next year is planned and forecasted but this level of diligence should be the same approach taken in prior years to ensure accurate projections. Given all of the outside factors playing into sales, creating a systematic approach to reforecasting and adjusting will ensure profit goals are met while also isolating sales performance issues early on so original revenue targets can also be realized. Flexibility, the ability to have a bird’s eye view of your sales performance, and team accountability are the keys to making next year a success.

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

No Excuses: Three Steps to Prepare for 2021

This is a Guest blog post from sales leadership guru Chris Tully. This is Part 1 of a two part series on Preparing for 2021. Please “Like” and Subscribe! Thanks!

Don’t Let 2020 Become an Excuse: Three Steps to Prepare for 2021

With a sense of uncertainty hanging in the air, Owners and Sales Leaders are reluctant or have even become paralyzed when it comes to developing their 2021 sales budgets. It is a completely logical reaction given all that has happened in 2020, but it is already Q4 and it’s now or never to plan for next year. The important thing is to not let the uncertainty of 2020 become an excuse or crutch for not creating your 2021 sales budget with anything but a strong, attainable plan.

The key to successful planning lies in tapping into all the bumps in the road that you encountered in 2020 and working backwards. There is no doubt that we have learned a lot this year – about our businesses, about market behaviors, how to crisis plan, and about how to refocus sales efforts. All of that information needs to be strategically used to develop your sales budgeting and road map for 2021.   Most of us will likely want to be in a different place at the end of 2021 versus where we are currently as 2020 winds down. But the question is: How do you get there?

We are sharing three steps to help you isolate the pieces to this equation and how they need to play into forming your 2021 sales forecast.  

STEP 1: Take inventory of your strengths. Before you begin generating your 2021 sales budget, ask yourself what you know, and what you don’t know (even that is important to account for!) Ask yourself:

• Do you have a high degree of predictability and comfort-level with how you are going to finish top-line revenue in 2020?
• Are your current forecasts performing within 20% of projected numbers?
• Do you have a forecast methodology that you trust?

If you answered “yes” to the above, make sure the remainder of your2020 sales plan is mapped out and proceed to Step 2. Congratulations on having clarity into your current situation because that is your starting point for 2021 planning! If you answered “no”, STOP and request a consultation call! If you do not have confidence with where your current plan will finish or a clear path to achieve its goals, you cannot have confidence in building a reliable plan for 2021. Don’t worry if you answered no – you’re not alone. 2020 has been filled with anomalies that even the best planning could not have accounted for. In fact, about 89% of owners and sales leaders struggle with setting effective sales goals and quotas under normal circumstances, let alone under the market conditions that this year has tossed our way. 

STEP 2: Identify the considerations that need to be layered onto revenue trending that revealed itself in Q4 2020. It is important to really understand and pinpoint all of the changing market aspects that will continue playing into your sales results in 2021, as well as the anomalies that happened throughout the year, to come up with an attainable 2021 sales budget.

You’ll want to designate your accounts or markets into three categories for 2021 based on the shifts you saw in the market as a result of COVID-19, and map them out accordingly.

RETAIN – Accounts or markets that have organic demand and buying habits are already trending back toward normalcy in the last quarter of 2020.

TRANSFORM – These are accounts or markets that experienced demand vanish in 2020. Under this category, you will need to completely shift to serving all new markets in 2021.

HYBRID – This is a combination of Retain and Transform – accounts or market in this group have contracted but are still active. However, to make up what is dissolved during 2020, you will need to subsidize with new markets in 2021.

For your “Retain” or “Hybrid” accounts or markets, Owners and Sales Leaders must ask themselves if they can expect buyers behavior to mirror what they saw in 2019 or will it be more like what they are seeing as business is trending back toward a “new normal” in late 2020? Whichever the case, you’ll want to apply the proper revenue pattern to your sales budget for 2021.  Other things to consider in your projections are new product and service offerings. What new expenses or resources will be needed to make this new offering a success? Owners must also pay attention to macroeconomic trends that have the potential to heavily impact select industries or even dissolve them over time. If you are unsure how to develop a layered model that accountsfor these variables, STOP and let’s have a conversation.

STEP 3: Set the sales team loose to go after a quota they believe can be achieved. You’re in the home stretch! Now that you established your 2021 sales budget, it’s time to formulate quotas to achieve the number. Ultimately, the business world knows 2021 will be another year of unknowns, so the objective is to gear up your sales team to climb the next rock going into 2022. Ask yourself…

• Are you certain you have the right balance in your comp plan to incentivize your sales team while also allowing for appropriate company profitability?
• Have you traditionally been good at setting Quotas that have been consistently attained? If not, you will frustrate your salespeople with overly aggressive growth goals without having clarity on how attainable they are. Sales turn-over is not a risk you want to take as you rebuild your revenue path.

The real prize will be successfully positioning yourself differently by this time next year. 2022 will be the time when record breaking sales will be realistic, and a time when prepared companies can leap-frog their competition!

Make sure to watch for my next blog on Reforecasting and Adjusting in 2021. This will be critical in 2021 as we navigate changing market dynamics.

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

How B2B Buyer Behavior Has Changed

• 

This is a Guest blog post by Chris Tully. Some great info and stats below regarding the changing nature of B2B purchasing. Thanks for reading and please subscribe!

How B2B Buyer Behavior Has Changed

I’ve always believed that at the heart of it, business buyers are just consumers with different priorities and a bigger checkbook.

Businesses now shop for suppliers like we shop as consumers: digitally. That behavior is increasingly the norm. These pandemic months of sheltering in place have only accelerated changes in B2B buyer behavior.

Comfort in socially-distanced shopping was already here way before the COVID-19 pandemic, leading to the demise of brick-and-mortar stores that didn’t keep up with the times (seller beware). Digital shopping:

• Transcends business-hours time barriers
• Allows for wide product search and research before point-of-purchase
• Provides instant give-and-take help chats, and
• Leads to instant purchase gratification.

What’s not to like?

Consumer digital shopping

Let’s take the auto industry example of consumer digital shopping outlined in a McKinsey report:

• Digital is the number one information and customer influencing channel. A huge 70% of vehicle buyers start their journey digitally.
• Digital has given rise to very well educated customers. They do their research online before they purchase.
• Digital car sales are a matter of fulfilling prerequisites and of creating a value proposition.

The transition to fully online sales is inevitable (see the www.carvana.com model for an example in action). Digital car buying is turning the existing dealer model upside down.

Business digital shopping

For business buyers, B2B buyer decision-making is largely driven by their learned consumer behavior. As recently as 10 years ago, says a Forrester study, “Vendors held the power of commerce by controlling information. But the business consumer, digitally savvy and self-directed, is now in control.”

• 92% of B2B purchases start with search.
• 68% of B2B buyers prefer to research online on their own, up from 53% in 2015.
• 60% of B2B buyers prefer not to interact with a sales rep as the primary source of information.
• 75% of B2B buyers use social networks to learn about different vendors.
• 62% of B2B buyers say they can now develop selection criteria or finalize a vendor list — based solely on digital content.

Now more than ever, business marketing and sales decision-making means figuring out how to attract and keep a buyer online. I’ve seen statistics that say nearly 40 percent of clients move on if your digital platform doesn’t perform well.

How you present your company digitally is hugely important: you can either represent your excellence or create a huge credibility sink.

Think of your website as your first sales call

• Your website needs to speak well for you in engagement, content, and performance.
• Your demand generation strategy needs to match up to buyers’ behavior – if 92% of B2B purchases start with search, then you need to control the message in search results.
• If your value proposition isn’t clear on your site, you will lose credibility. And since buyers don’t really want to speak to a sales rep, you could lose the buyer entirely.

Know how your prospects shop

Get the right answers to the questions below to precisely define your target client. Then apply them to your site. SEO should result in sustained lead flow.

• Where do they look for you?
• What are they looking for?
• What keywords drive the type of leads that you want?
• How do you show up on searches? Is your website optimized for SEO success?
• What are you telling buyers that is meaningful and relevant? Why do they care?
• What is your call to action?

Plan how to respond to a solid online lead

The more complex and expensive your offering, the sooner you will want a sales person involved in client interaction.

• Who responds first, an email bot or a real person?
• What’s the objective of the first interaction?
• Where does the first interaction take place (email, telephone, virtual meeting)?
• How are you going to monitor progress?

Recognize the buyer behavior evolution

Buyer behavior has been evolving for more than 25 years, since the first secure retail transaction over the Web in 1994. Both the Amazon.com online shopping site and eBay launched in 1995.

Most B2B decision makers have been virtual shoppers for quite some time.

A 2017 Frost & Sullivan study asserts that B2B online buying will continue to evolve to be more like B2C: “Customers expect things to be online and intuitive, desiring a self-service model with personalized and targeted B2B sales accessible from anywhere at any time.”

It’s probably time to recognize that your sales strategy has to match the way your B2B buyer wants to buy.

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

What Does Effective Sales Coaching Look Like?

This is a Guest Blog post from Chris Tully.

What Does Effective Sales Coaching Look Like?

Although much of the world is still experiencing pandemic-related restrictions, business owners are starting to see the light at the end of the tunnel. We constantly hear the phrase “new normal” and it is something that must be adopted by businesses and sales teams who want to come out on top. By embracing the mindset that the new obstacles can be overcome, resilient companies are seeing this as a time of investment into sales strategy and sales coaching to seize the opportunity!

A downturn in the market has historically been a time we’ve seen creative business leaders forged a path to leapfrog their competition. Whether this be on large playing fields or in the small business sector, the key is the ability to propel forward swiftly. One of the key battlegrounds to achieve this kind of success is in the sales trenches. That’s why it’s a critical time to revisit what effective coaching looks like. For owners who fill these shoes, self-evaluation is key to assess their ability and willingness to invest themselves more deeply.

There are four key things that sales leaders need to do in order to effectively coach and lead their sales teams through unprecedented market conditions:

• Partner with your salespeople and dig deep into market conditions and changes necessary to the sales process. By experiencing the environment firsthand and uniting with your team in the trenches, you will more quickly be able to devise alternative approaches and tools. Gaining buy-in from your sellers happens naturally through this approach because they are involved in the development process while also gaining experiential training on the fly.
  
• Review and revise sales metrics to align with today’s selling world. Virtual selling has dramatically impacted indicators such as Sales Cycle Length, Number of Outreaches, Presentations and Quotes, etc. Break down prospecting and sales stages to isolate additive areas to monitor productivity until your salespeople have fully adapted to their new environment.
  
• No matter the previous track record, hold all sales team members consistently accountable to the newly defined metrics. The ability to benchmark performance across multiple salespeople will expedite the solidification of new methods being introduced. It is likely you’ll find tenured salespeople more open than typical during these unprecedented times given that they are also striving to reclaim their high-performance level.
  
• This is an ideal time to span across industries you’ve previously seen the greatest success. To do so effectively, develop a laser focused strategy by refining your sales process to accommodate varying industries. Equip your salespeople with industry specific sales playbooks to include unique sales messaging, insights into market trends and conditions, customized buyer process stage mapping, etc. Empowering your team with this level of preparation will give them confidence and clarity as they explore new areas.

If you’re an owner who holds the sales leader seat in your organization, it’s time to scrutinize options to fulfill the granular level of leadership needed right now. The unique solution of an Outsourced VP of Sales may be the answer. This resource is equipped to coach and manage your sales team while also partnering with senior leadership to formulate company pivots or directional changes. This allows the Owner to focus on big picture objectives while having peace of mind that sales implementation is being led by a professional that is familiar with “what it takes” to come out on top.

How do you determine your company’s sales objectives each year? Do you have a documented sales process that is consistently followed? What keeps you up late at night thinking about your business? Take my FREE SALES ASSESSMENT QUIZ today to gain exposure into key questions you want to be asking yourself to stimulate new ideas.Click to take my Sales Assessment Quiz

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

Leading a Sales Team out of a Slump

This is a guest blog post from Chris Tully.

Leading Your Sales Team Out of a Slump

Sorry to be the bearer of bad news, but a sales slump can, and will likely happen to every business at some point. One minute, your company sales are cruising along, only to be hit by stagnating or plummeting revenue. These speedbumps in growth can be caused by a variety of reasons, but business owners and sales leaders need to be able to recognize early warning signs and commit to the right steps to get back on the path to success. Too often, there is pressure to do more, when instead the approach should be on doing the right things better.

Current business conditions have brought many new obstacles and distractions which have salespeople’s heads spinning as they try to determine effective next steps. The new sales landscape has also made holding salespeople accountable challenging for owners and sales leaders.

If this sounds familiar, it is time to usher your salespeople into a new normal that will make them stronger and more resilient performers. The first step is for company leaders to get a pulse on the conditions the salespeople are navigating within. Just as important is to take note of your team’s mindset by gauging their confidence level and readiness to engage in a new landscape. Leveraging a senior sales consultant is a worthwhile consideration for such an important evaluation to ensure an effective recovery plan can be developed. It’s natural that your sales reps will need to regain their self-confidence by seeing new approaches modeled. Providing them with a resource that has a proven track record navigating changing market conditions, will expedite their ability to transform their sales approach.

In the meantime, here are three practical things you can implement immediately to help your sales team reclaim their balance.

1. Incorporate Activity Reporting

If your sales team is struggling, daily check-ins for a period of time can create a way for your salespeople to share a high-level review of their day including successes as well as difficulties. Avoid turning this into micromanagement by encouraging use of technology to simplify the process. Activity reports can be done with a voice recording, video or chat tool. Drop them a call, voicemail or email every few days after reviewing their daily reports to share feedback, encouragement, and ideas. The goal of daily activity reporting is to bring focus to the fundamental sales activities needed to grow results and to spot early signs of trouble, lack of alignment or to collaborate to get them “un-stuck”.

Based on individual progress, work up to a weekly report cadence once you can tell the salesperson is on the right track with activity consistency, positive mindset, and renewed clarity on how to navigate. This report can dive in deeper on client activity, sales numbers, difficulties, and goals for the upcoming week. And again, make sure you are responding to the weekly reports to engage with your team. Owners and sales leaders should consider taking the information from the reports to summarize in a weekly message to the sales team. Recognize individual successes, help set goals, give encouragement, and address issues from a leadership role to maintain an open line of communication with the sales team while also fostering the spirit of teamwork.

2. Shift from Time Management to Productivity Management

We cannot manage time, but we CAN manage our actions.   It may seem elementary, but it’s time to revisit the basics of prioritization with your sales team. Without basic best-practice guidelines in place during turbulent times, even a top performer can get derailed!

Walk through the basics of calendar blocking for prospecting time, ending every day with creating a plan for the following day, and protecting time by grouping together meetings and non-selling activities. Let your team know where you want them spending their time and focus throughout the day.

While it sounds simple, productivity is generally a difficult skill for salespeople to master due to how their brains are commonly wired. This is exacerbated given the multitude of tasks to be accomplished each day. With a little guidance, you can lead your team to not think about “multi-tasking” for portions of their day. Instead, by them giving undivided attention and focus to the sales tasks at hand, they will have the clarity to achieve success and complete all necessary customer objectives more effectively.

 3. Virtually Moving Ahead

Like it or not, virtual meetings will continue long after the pandemic is behind us, so it is essential to ensure your team is acclimated to engaging with customers in this format. Start by determining if your team is prepared, knowledgeable, and comfortable with adapting their sales approach, including embracing the technology needed to efficiently lead and run meetings. Don’t take their stated confidence for granted. Consider virtual meeting training as the “new normal” format to support the likelihood that virtual selling will continue for some time, maybe forever in certain industries. Learn virtual best-practices and use these tools to differentiate your company from your competitors. 

Even though the goals of virtual and in-person meetings are the same, you will likely need to partner with the sales team to create new approaches and tactics for virtual meetings. Sales teams need to adapt their approach to prospecting, building rapport, uncovering needs and gaining buy-in, as all of these facets of the buy/sell relationship are different in a virtual environment. As the leader, it is your role to ensure the team has access to proper technology, and easy to use digital versions of all documents. Schedule and lead training sessions using role-plays through your video platform to evaluate and improve sales performance. Your company’s digital selling experience demonstrates your company’s professionalism and will influence the customer opinion and buying decision.

While no business owner or sales team leader wants to experience a sales slump, it’s bound to happen. The key to getting out of the slump quickly will be dependent on the company leaders recognizing the warning signs and partnering with the sales team to create a path forward. Even starting with the three simple changes we mentioned above, consider it the first step up toward recovery. With salespeople anxious about job security and other personal challenges, given the current conditions businesses are experiencing, supervisors who push and seek to control may only amplify the stress. These times call for owners and leaders to shift their focus from pressing for performance to supporting their people and leading the way to provide a sense of direction.

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”