CEOs must make rapid, critical business decisions while being increasingly inundated with data, trends, and conflicting information. In this age of information overload, how can you make sound judgments for your organization without the threat of falling behind? On today's show, we are joined by Frank Cespedes, Senior Lecturer at Harvard Business School, recurring contributor to Harvard Business Review, and author of Sales Management That Works: How to Sell in a World that Never Stops Changing. Frank discusses key insights from his book and ultimately how leaders can separate fact from hype.

CEOs must make rapid, critical business decisions while being increasingly inundated with data, trends, and conflicting information. In this age of information overload, how can you make sound judgments for your organization without the threat of falling behind? On today's show, we are joined by Frank Cespedes, Senior Lecturer at Harvard Business School, recurring contributor to Harvard Business Review, and author of Sales Management That Works: How to Sell in a World that Never Stops Changing. Frank discusses key insights from his book and ultimately how leaders can separate fact from hype.

Uncovering the Secret to Clean Data

On today’s show, serial entrepreneur Jeron Paul, Cofounder and CEO of Spiff, explains how he started, grew, and exited 3 successful ventures. Jeron and SBI’s CEO, Matt Sharrers, talk about the elements needed to drive a growth culture, including a Revenue Growth Office that generates a universal fact base executive team leaders can use to make unified decisions, as well as tools that create visibility, connectivity, and improved employee experience.

On today’s show, serial entrepreneur Jeron Paul, Cofounder and CEO of Spiff, explains how he started, grew, and exited 3 successful ventures. Jeron and SBI’s CEO, Matt Sharrers, talk about the elements needed to drive a growth culture, including a Revenue Growth Office that generates a universal fact base executive team leaders can use to make unified decisions, as well as tools that create visibility, connectivity, and improved employee experience.

How CEOs Maximize Value Creation

Organizations have had to drastically reimagine their revenue model since last year to accommodate the new era of digital. However, some companies anticipated this shift much earlier in advance and were able to adapt and scale quicker than their competitors. Autodesk is among those whose strategy pre-pandemic allowed them to weather 2020 unscathed. On today’s show, Steve Blum, Autodesk CRO and EVP Worldwide Field Operations, joins us to discuss topics that are top of mind for commercial leaders navigating the second half of 2021, including:  Revenue Model Shifts Pre and Post-Pandemic Talent Requirements For a Frictionless Customer Experience 

Organizations have had to drastically reimagine their revenue model since last year to accommodate the new era of digital. However, some companies anticipated this shift much earlier in advance and were able to adapt and scale quicker than their competitors. Autodesk is among those whose strategy pre-pandemic allowed them to weather 2020 unscathed. On today’s show, Steve Blum, Autodesk CRO and EVP Worldwide Field Operations, joins us to discuss topics that are top of mind for commercial leaders navigating the second half of 2021, including: <ul> <li>Revenue Model Shifts Pre and Post-Pandemic</li> <li>Talent Requirements For a Frictionless Customer Experience</li> </ul>

How a $3B Software Company's Forward-Thinking Strategy Accelerated Them Through the Downturn

SBI recently held its first Chief Financial Officer Growth Forum to bring together like-minded finance executives to discuss common challenges and share best practices with their peers. These growth-focused CFOs gathered in an intimate virtual setting to discuss the following topics:  The Ascent From CFO to CEO The Digital Selling Landscape Driving Accountability Through Visibility And More  On today’s show, Jim Ettamarna, SBI Managing Director, joins John Staples, SBI Senior Partner, to share key learnings from the meeting.

SBI recently held its first Chief Financial Officer Growth Forum to bring together like-minded finance executives to discuss common challenges and share best practices with their peers. These growth-focused CFOs gathered in an intimate virtual setting to discuss the following topics: <ul> <li>The Ascent From CFO to CEO</li> <li>The Digital Selling Landscape</li> <li>Driving Accountability Through Visibility</li> <li>And More</li> </ul> On today’s show, Jim Ettamarna, SBI Managing Director, joins John Staples, SBI Senior Partner, to share key learnings from the meeting.

How Leading Finance Executives Drive Transformative Growth

A good account segmentation will keep the lights on, but a great segmentation is how market leaders surpass their competition. How does yours compare? On today's show, we are joined by Malorie Feidner, Senior Consultant at SBI, to discuss what it takes to achieve best-in-class account segmentation. Malorie shares the 3 key items every sales leader should prioritize, as well as the most common mistakes organizations make.

A good account segmentation will keep the lights on, but a great segmentation is how market leaders surpass their competition. How does yours compare? On today's show, we are joined by Malorie Feidner, Senior Consultant at SBI, to discuss what it takes to achieve best-in-class account segmentation. Malorie shares the 3 key items every sales leader should prioritize, as well as the most common mistakes organizations make.

3 Keys to an Unmatched Account Segmentation Strategy

SBI recently held it’s Spring Growth Advisory Board meeting where less than a dozen market-leading Presidents and Chief Commercial Officers gathered to discuss the most pressing challenges in today’s environment. During the afternoon, the attendees shared best practices on the following topics:  The Ascent to Chief Executive Officer The Evolution of Commercial Effectiveness The Workplace of the Future  On today’s show, Scott Gruher, Senior Partner and Revenue Practice Lead, shares key insights from the meeting that executives can begin implementing immediately.

SBI recently held it’s Spring Growth Advisory Board meeting where less than a dozen market-leading Presidents and Chief Commercial Officers gathered to discuss the most pressing challenges in today’s environment. During the afternoon, the attendees shared best practices on the following topics: <ul> <li>The Ascent to Chief Executive Officer</li> <li>The Evolution of Commercial Effectiveness</li> <li>The Workplace of the Future</li> </ul> On today’s show, Scott Gruher, Senior Partner and Revenue Practice Lead, shares key insights from the meeting that executives can begin implementing immediately.

Advisory Board Learnings From Growth-Minded Commercial Leaders

SBI recently held its Spring CEO Advisory Meeting to connect with less than a dozen market leaders on current challenges and to share best practices. This influential peer group share key insights into the following topics:  Organizational Clarity Around Customer Experience The CEO’s Role in Determining the Go-to-Market Model Talent to Drive the GTM Model at Scale  On today’s show, Scott Gruher, Senior Partner and Revenue Practice Lead, joins us to discuss these items and share takeaways from the meeting.

SBI recently held its Spring CEO Advisory Meeting to connect with less than a dozen market leaders on current challenges and to share best practices. This influential peer group share key insights into the following topics: <ul> <li>Organizational Clarity Around Customer Experience</li> <li>The CEO’s Role in Determining the Go-to-Market Model</li> <li>Talent to Drive the GTM Model at Scale</li> </ul> On today’s show, Scott Gruher, Senior Partner and Revenue Practice Lead, joins us to discuss these items and share takeaways from the meeting.

CEO Advisory Board Insights to Navigate the Second Half

Being a CEO during a large Go-to-Market transformation is difficult, and with multiple acquisitions, this adds further complexity, such as:  High Customer Acquisition Costs Low Employee Morale Inaccurate Fact Base And more  On today’s show, Steve Smith, CEO of Zayo, joins us to discuss how he navigated these challenges during his first few months in his role and shares how harnessing the power of listening and an efficient cadence has brought unity and clarity to his team.

Being a CEO during a large Go-to-Market transformation is difficult, and with multiple acquisitions, this adds further complexity, such as: <ul> <li>High Customer Acquisition Costs</li> <li>Low Employee Morale</li> <li>Inaccurate Fact Base</li> <li>And more</li> </ul> On today’s show, Steve Smith, CEO of Zayo, joins us to discuss how he navigated these challenges during his first few months in his role and shares how harnessing the power of listening and an efficient cadence has brought unity and clarity to his team.

The CEO's Guide to Navigating Commercial Complexity

CEOs often get lost in data while trying to decide what's working, if there is too much, or if it's even correct. But even great data is moot if not activated properly across commercial functions. On today's show, Mike Dickerson, CEO of ClickDimensions, joins us to discuss how CEOs should be thinking about their data and the processes that go with it. By owning the data, CEOs will not only have clearer visibility into the complete operation but also a unified fact base to run an unmatched commercial strategy.

CEOs often get lost in data while trying to decide what's working, if there is too much, or if it's even correct. But even great data is moot if not activated properly across commercial functions. On today's show, Mike Dickerson, CEO of ClickDimensions, joins us to discuss how CEOs should be thinking about their data and the processes that go with it. By owning the data, CEOs will not only have clearer visibility into the complete operation but also a unified fact base to run an unmatched commercial strategy.

What Every CEO Should Know About Their Data and Why They Should Care

To say your salesforce is changing is an understatement. Not only have there been shifts in adapting to a new virtual world, but your teams also need the time and attention dedicated to reaching their full potential now more than ever before. As a sales leader, how can you create a culture for your teams to thrive? On today’s show, Roquita Williams, Head of Sales Effectiveness and DEI Partnerships at Habits at Work, joins SBI Consultant and Diversity Ambassador Jenny Sung to discuss the modern salesforce. Roquita shares impactful insights into what it means to be a sales leader in today’s world and how to create an inclusive and empathetic culture.

To say your salesforce is changing is an understatement. Not only have there been shifts in adapting to a new virtual world, but your teams also need the time and attention dedicated to reaching their full potential now more than ever before. As a sales leader, how can you create a culture for your teams to thrive? On today’s show, Roquita Williams, Head of Sales Effectiveness and DEI Partnerships at Habits at Work, joins SBI Consultant and Diversity Ambassador Jenny Sung to discuss the modern salesforce. Roquita shares impactful insights into what it means to be a sales leader in today’s world and how to create an inclusive and empathetic culture.

Building, Retaining, and Developing a Modern Salesforce

Welcome to SBI TV, a show sponsored by SBI, the growth advisory for innovative companies seeking proven experience for real results in sales and marketing. SBI TV features engaging interviews with top sales and marketing leaders in the industry. You can watch a new episode of SBI TV each week to learn proven strategies and insights growth leaders use to rise through the ranks. Together we break down sales and marketing strategies into easily understood concepts. Subscribe today to keep up with the latest and greatest in sales and marketing growth strategies that work.

Matt and his guests provide some incredibly compelling and actionable content on how to implement effective sales &amp; marketing strategies as well as develop your overall psychology to become the absolute leader you can be.

Highly recommend listening and subscribing to SBI Sales and Marketing Podcast if you want the knowledge AND mindsets to level up your sales &amp; marketing efforts (and reach all of your overall business goals as a result)!

Awesome show, highly recommend!

actionable information, great guests, engaging format... Definitely recommend SBI

great podcast

SBI Podcast

For many B2B companies, the effort to continually maintain and improve their products has become too demanding. Evolving economic factors affecting these companies have pressured many to make the shift from being a product company to a platform company. Sudhakar Ramakrishna, CEO of Pulse Secure, joins us in this segment to discuss changing your mindset to successfully make the transformation from product to platform.

For many B2B companies, the effort to continually maintain and improve their products has become too demanding. Evolving economic factors affecting these companies have pressured many to make the shift from being a product company to a platform company. Sudhakar Ramakrishna, CEO of Pulse Secure, joins us in this segment to discuss changing your mindset to successfully make the transformation from product to platform.

How a CEO Transformed a Product into a Platform

The buyer is changing, and the sales channels we go to market with must do the same. Buyers are more comfortable than ever purchasing virtually. Inside Sales organizations are handling larger deals than ever before. Today Mike Huseman is here to share his experience leveraging Inside Sales to virtually drive profitable growth.

The buyer is changing, and the sales channels we go to market with must do the same. Buyers are more comfortable than ever purchasing virtually. Inside Sales organizations are handling larger deals than ever before. Today Mike Huseman is here to share his experience leveraging Inside Sales to virtually drive profitable growth.

Adapting the Sales Team to a Changing Buyer Journey

Chief Growth Officer and Chief Marketing Officer discuss how to transition to a data-driven business and how to navigate the sales and marketing data mess.

Chief Growth Officer and Chief Marketing Officer discuss how to transition to a data-driven business and how to navigate the sales and marketing data mess.

Transitioning to Data-Driven Marketing & Sales

Joining us on the SBI Podcast is Sarah Kennedy, the Chief Marketing Officer for Marketo. In today's show, Sarah details how to apply revenue attribution to marketing. Why this topic? CEOs, CMOs and CROs need to understand what sales and marketing activities help influence a revenue booking. Once you can quantify the value of those activities, then you can attribute revenue back to the activities that produced the revenue and use those insights to guide your marketing and sales investments.

Joining us on the SBI Podcast is Sarah Kennedy, the Chief Marketing Officer for Marketo. In today's show, Sarah details how to apply revenue attribution to marketing. Why this topic? CEOs, CMOs and CROs need to understand what sales and marketing activities help influence a revenue booking. Once you can quantify the value of those activities, then you can attribute revenue back to the activities that produced the revenue and use those insights to guide your marketing and sales investments.

Best Practices in Marketing Revenue Attribution

Stefano Redditi, EVP of Sales and Marketing for JAS Worldwide, joins us to discuss how he has successfully made this move upmarket to achieve enterprise customers. Stefano shares his experience from identifying triggers for change to navigating the resistance that accompanied the reorganization.

Stefano Redditi, EVP of Sales and Marketing for JAS Worldwide, joins us to discuss how he has successfully made this move upmarket to achieve enterprise customers. Stefano shares his experience from identifying triggers for change to navigating the resistance that accompanied the reorganization.

How a Sales Leader Moves Upmarket from SMB to Enterprise Customers

On this episode of SBI TV, Matt and Marc Osofsky, CEO of Aberdeen, demonstrate the importance of Market Intelligence.  Why is this important for your company?  Many companies are flying blind, and this is especially true with B2B companies. Company leaders are forced to reactively respond, rather than proactively guiding their teams to a higher level of success.

On this episode of SBI TV, Matt and Marc Osofsky, CEO of Aberdeen, demonstrate the importance of Market Intelligence.  Why is this important for your company?  Many companies are flying blind, and this is especially true with B2B companies. Company leaders are forced to reactively respond, rather than proactively guiding their teams to a higher level of success.

Major New Advances in Applying Market Intelligence to Revenue Growth

Joining us for today’s show is Jennifer Bakunas, the Senior Vice President of Americas Sales for Monotype.  Jennifer has a wealth of experience, from spinning up successful start-ups to running enterprise sales teams. She took over the sales leadership role at Monotype last year, and we join her at the end of one year to discuss her successful transformation of the 100-plus person sales force. Today we are going to demonstrate how a head of sales transforms a selling team to hit their growth objectives.  Why is this topic so important?  The honeymoon for a head of sales ends quickly.  Successful SVP’s of Sales have one key thing in common.  They get off to fast start with a successful transformation that starts bearing fruit in year one.  In the first segment of the podcast, Jennifer seeks to answer the questions: As a new head of sales, how do you approach assessing your sales leadership talent? More specifically: How do you assess talent at the individual rep level?  "How I approach talent assessment when I come to a new business, is to assess who you have, and then where the gaps are, and who you need to add. I think the best way to do that is to just dig in,  sit down, and meet one-by-one with every single individual on the sales team. You get to know them. You get to know their background. You get feedback on what they feel like the performance conditions are. What's working. What's not. And then you compare that to the results, and do a stack ranking of the team, because they've all likely existed at that point under the same performance conditions."  Jennifer goes on to provide an overview of her account segmentation scheme, go-to-market strategy, sales process, buyer personas, and assessment of the performance conditions of the sales force. We talk through the transformation initiatives Jennifer put into place to lay the foundation for success and how she made sure the new initiatives were adopted.  Jennifer outlines in the second segment how to successfully communicate with the sales team, as the new head of sales, to keep them informed and focused on the right things.  We discuss how to approach segmenting your accounts to focus on the accounts that can produce the highest revenue yield in the shortest amount of time.  Next we cover the topic of  ales organization design, including type of reps you need, the best organizational chart, and the number of heads.  The final segment of the show describes how elite sales leaders insert themselves into pricing strategy. Jennifer describes how to approach assessing your pricing strategy and common trouble spots to look for. She specifically outlines a proven roll out strategy for your newest pricing initiative.

Joining us for today’s show is Jennifer Bakunas, the Senior Vice President of Americas Sales for Monotype.  Jennifer has a wealth of experience, from spinning up successful start-ups to running enterprise sales teams. She took over the sales leadership role at Monotype last year, and we join her at the end of one year to discuss her successful transformation of the 100-plus person sales force. Today we are going to demonstrate how a head of sales transforms a selling team to hit their growth objectives.  Why is this topic so important?  The honeymoon for a head of sales ends quickly.  Successful SVP’s of Sales have one key thing in common.  They get off to fast start with a successful transformation that starts bearing fruit in year one.  In the first segment of the podcast, Jennifer seeks to answer the questions: As a new head of sales, how do you approach assessing your sales leadership talent? More specifically: How do you assess talent at the individual rep level?  "How I approach talent assessment when I come to a new business, is to assess who you have, and then where the gaps are, and who you need to add. I think the best way to do that is to just dig in,  sit down, and meet one-by-one with every single individual on the sales team. You get to know them. You get to know their background. You get feedback on what they feel like the performance conditions are. What's working. What's not. And then you compare that to the results, and do a stack ranking of the team, because they've all likely existed at that point under the same performance conditions."  Jennifer goes on to provide an overview of her account segmentation scheme, go-to-market strategy, sales process, buyer personas, and assessment of the performance conditions of the sales force. We talk through the transformation initiatives Jennifer put into place to lay the foundation for success and how she made sure the new initiatives were adopted.  Jennifer outlines in the second segment how to successfully communicate with the sales team, as the new head of sales, to keep them informed and focused on the right things.  We discuss how to approach segmenting your accounts to focus on the accounts that can produce the highest revenue yield in the shortest amount of time.  Next we cover the topic of  ales organization design, including type of reps you need, the best organizational chart, and the number of heads.  The final segment of the show describes how elite sales leaders insert themselves into pricing strategy. Jennifer describes how to approach assessing your pricing strategy and common trouble spots to look for. She specifically outlines a proven roll out strategy for your newest pricing initiative.

How a New Head of Sales Gets Off to a Fast Start

Our guest today is Gabe Larson, the VP of InsideSales Labs for InsideSales.com. Having spent five years as the VP of Inside Sales, Gabe provides a behind-the-scenes look at building and operating one of the best sales development rep teams that we've ever had the benefit of examining.  InsideSales.com has experienced tremendous growth and the Sales Development Representative has played a significant role by filling the funnel with quality opportunities. Listen as Gabe and I demonstrate how to fill the funnel with real sales opportunities that will drive revenue growth for your company. If you prefer to watch a HD Video of the interview, click here.  So why this topic? Marketing is going to contribute to about 30% of the pipeline, which means the sales needs to generate the remaining 70% of the sales opportunities. Pipeline per rep varies too much without a standard prospecting process used by all. So, lead quality and lead to opportunity conversion rates suffer when prospecting is left up to each individual sales rep.  Gabe reveals, “Prospecting has become an interesting concept, especially in the tech space. How do you build that go to market strategy when it comes to structure? We've broken it down into three key areas: small business, medium business, and enterprise business. But to facilitate a bigger pipeline, we jumped on the train, and now have, what I consider to be one of the biggest innovations in sales in the last decade, and that is that sales development team.” We begin with Gabe proving a sense of place by outlining the InsideSales.com sales organization and the various roles involved in prospecting for new customers. We then dive into the business case for the investment in building the Sales Development team of SDRs.   In the middle segment of the show Gabe describes the prospecting process, the steps of engagement and how to make it easy to execute with technology.  We wrap up this segment by discussing the marketing support required to empower the SDR team, and how the SDR team support the marketing efforts to drive your buyers to your content and events.  The SDR career track is a hotly debated topic among sales leadership, and we discuss the career opportunities the SDR role provides for the sales force.  Gabe explains:  "There is a career track, and that's the great thing about stratification. You can come in as a mid-market SDR and move into an inbound rep, hone your skill, get the practice, and then move into that enterprise role. That's sometimes a year, a couple of years, but at that point, you're a pretty good prospector. Then if you want to jump into the closer role, you have the SMB track, the mid-market and enterprise. Very rarely do we push people obviously, from sales development into enterprise. But it was fantastic to move them into a mid-market or to an SMB type of role." We summarize the show by describing the top metrics that indicate success and/or failure of the prospecting process.  Make sure to take the time to listen to the full postcast. The level of execution that Gabe describes will have sales leaders taking notes on how to execute and run a high performance SDR team.  

Our guest today is Gabe Larson, the VP of InsideSales Labs for <a href="http://InsideSales.com" rel="nofollow" target="_blank">InsideSales.com</a>. Having spent five years as the VP of Inside Sales, Gabe provides a behind-the-scenes look at building and operating one of the best sales development rep teams that we've ever had the benefit of examining.  <a href="http://InsideSales.com" rel="nofollow" target="_blank">InsideSales.com</a> has experienced tremendous growth and the Sales Development Representative has played a significant role by filling the funnel with quality opportunities. Listen as Gabe and I demonstrate how to fill the funnel with real sales opportunities that will drive revenue growth for your company. If you prefer to watch a HD Video of the interview, <a href="https://youtu.be/gHLg0yrLruE" rel="nofollow" target="_blank">click here</a>.  So why this topic? Marketing is going to contribute to about 30% of the pipeline, which means the sales needs to generate the remaining 70% of the sales opportunities. Pipeline per rep varies too much without a standard prospecting process used by all. So, lead quality and lead to opportunity conversion rates suffer when prospecting is left up to each individual sales rep.  Gabe reveals, “Prospecting has become an interesting concept, especially in the tech space. How do you build that go to market strategy when it comes to structure? We've broken it down into three key areas: small business, medium business, and enterprise business. But to facilitate a bigger pipeline, we jumped on the train, and now have, what I consider to be one of the biggest innovations in sales in the last decade, and that is that sales development team.” We begin with Gabe proving a sense of place by outlining the <a href="http://InsideSales.com" rel="nofollow" target="_blank">InsideSales.com</a> sales organization and the various roles involved in prospecting for new customers. We then dive into the business case for the investment in building the Sales Development team of SDRs.   In the middle segment of the show Gabe describes the prospecting process, the steps of engagement and how to make it easy to execute with technology.  We wrap up this segment by discussing the marketing support required to empower the SDR team, and how the SDR team support the marketing efforts to drive your buyers to your content and events.  The SDR career track is a hotly debated topic among sales leadership, and we discuss the career opportunities the SDR role provides for the sales force.  Gabe explains:  "There is a career track, and that's the great thing about stratification. You can come in as a mid-market SDR and move into an inbound rep, hone your skill, get the practice, and then move into that enterprise role. That's sometimes a year, a couple of years, but at that point, you're a pretty good prospector. Then if you want to jump into the closer role, you have the SMB track, the mid-market and enterprise. Very rarely do we push people obviously, from sales development into enterprise. But it was fantastic to move them into a mid-market or to an SMB type of role." We summarize the show by describing the top metrics that indicate success and/or failure of the prospecting process.  Make sure to take the time to listen to the full postcast. The level of execution that Gabe describes will have sales leaders taking notes on how to execute and run a high performance SDR team.

How to Run a High Performance SDR Team

Today Ray Oram, Global VP of Sales Enablement for IBM, joins us to discuss transforming the seller experience. Ray provides a unique perspective on the mechanics of the industry and how he reframes the discipline.   By empowering this cross-functional group, it will result in a thriving enablement culture and improved seller experience.

Transforming the Seller Experience

It can be difficult to keep up with current updates and regulations surrounding this new normal. Without knowing the full implications of how long this crisis will last, how are business leaders adapting their strategies, especially when working with customers on the front lines of the pandemic? On today's show, Milton Silva-Craig, CEO of Q-Centrix, joins Doug Bain, SBI's Healthcare Practice Managing Director, to discuss how teams must be agile in facing our new reality. Milton shares how to communicate with your teams and customers and solve arising problems outside of your traditional playbook.

It can be difficult to keep up with current updates and regulations surrounding this new normal. Without knowing the full implications of how long this crisis will last, how are business leaders adapting their strategies, especially when working with customers on the front lines of the pandemic? On today's show, Milton Silva-Craig, CEO of Q-Centrix, joins Doug Bain, SBI's Healthcare Practice Managing Director, to discuss how teams must be agile in facing our new reality. Milton shares how to communicate with your teams and customers and solve arising problems outside of your traditional playbook.

A CEO's Decision-making Framework for Weathering the Crisis

In today's show, Ryan and Matt demonstrate how an enterprise sales leader brings the best of the enterprise to a fast-growing tech company.

In today's show, Ryan and Matt demonstrate how an enterprise sales leader brings the best of the enterprise to a fast-growing tech company.

Leveraging Enterprise Sales Expertise to Accelerate out of the Start-Up Phase

Nestor Benavides, CEO of EMG, joins us to discuss how a CEO can establish new forms of communication that not only drive the culture but deliver continuous improvement. Nestor shares how he perpetuates a strong culture within his organization through effective communication, objective conversations, and active company values.

Nestor Benavides, CEO of EMG, joins us to discuss how a CEO can establish new forms of communication that not only drive the culture but deliver continuous improvement. Nestor shares how he perpetuates a strong culture within his organization through effective communication, objective conversations, and active company values.

How a CEO Inspires Cultural Change

EVP of Sales discusses how a business can move from a traditional offering and distribution channel into a new, hybrid approach.

EVP of Sales discusses how a business can move from a traditional offering and distribution channel into a new, hybrid approach.

Moving to a New, Hybrid Approach to Business

Global Customer Officer and former CRO for Anaplan discusses how a revenue leader disrupts their industry to crush their revenue number.

Global Customer Officer and former CRO for Anaplan discusses how a revenue leader disrupts their industry to crush their revenue number.

How a Sales Leader Disrupts their Industry to Crush their Revenue Number

Scott Tapp, former CEO of Software Brands, joins us to discuss the evolution from being head of sales to becoming a CEO. The former sales leader turned CEO gives valuable insights that he has learned along his journey, and how to leverage your own path to the top job.

Scott Tapp, former CEO of Software Brands, joins us to discuss the evolution from being head of sales to becoming a CEO. The former sales leader turned CEO gives valuable insights that he has learned along his journey, and how to leverage your own path to the top job.

A Sales Leader's Ascent to CEO

Joe Vitalone, Chief Sales and Marketing Officer at Razberi Technologies, demonstrates how to develop and execute a sales strategy at scale through channel partners.

Joe Vitalone, Chief Sales and Marketing Officer at Razberi Technologies, demonstrates how to develop and execute a sales strategy at scale through channel partners.

How to Transform Your Indirect Sales Channel

Brad Christian, Chief Customer Officer of Market Force, joins us to discuss the true meaning of customer experience. Brad and his team at Market Force have become pioneers in mastering customer experience. Listen to Brad discuss best practices for implementing a world-class customer experience design.  

Brad Christian, Chief Customer Officer of Market Force, joins us to discuss the true meaning of customer experience. Brad and his team at Market Force have become pioneers in mastering customer experience. Listen to Brad discuss best practices for implementing a world-class customer experience design.

Capturing the True Meaning of Customer Experience

Over the last week, we have seen the effects of the COVID-19 pandemic on the market, businesses, and communities. During these unpredictable times, one thing is certain; we cannot control these events, but we can control how we react.  In today’s interview, we are joined by Josh Horstmann, Senior Partner at SBI, to discuss how to adapt to the new normal. Josh shares a 7-step action plan and timeline to help executive teams mitigate business impact during the crisis.

Over the last week, we have seen the effects of the COVID-19 pandemic on the market, businesses, and communities. During these unpredictable times, one thing is certain; we cannot control these events, but we can control how we react. In today’s interview, we are joined by Josh Horstmann, Senior Partner at SBI, to discuss how to adapt to the new normal. Josh shares a 7-step action plan and timeline to help executive teams mitigate business impact during the crisis.

Adapting Your Go-To-Market During a Crisis: 7 Steps to Mitigate Revenue Impact

Equipping Sales with Stories That Sell

Our guest on SBI TV is Dan Levinschi, the Head of Marketing for PandaDoc. Dan is a revenue generating marketer who knows how to quickly transition from marketing strategy to execution. Dan and I discuss how to move from marketing strategy to execution. Dan describes his process for developing a marketing strategy, and how he interlocks the company’s corporate strategy, product strategy, and sales strategy with his own. Dan also shares his rollout strategy and how he presents it to the marketing team to ensure that each person understands the overall strategy, their role, and how their execution fits into the overall strategy. To follow along, leverage SBI’s How to Make Your Number in 2018 PDF Workbook and turn to the Marketing Strategy section starting on pages 236. To download the full transcript in a word document, click here.  In today’s captivating show, Dan shares his method for transitioning from the planning phase to the execution phase of the marketing strategy, specifically how to ensure that the right KPI’s closed loop reporting is built into each new activity. Turn to the 13-minute mark of the video to watch Dan discuss how a marketing leader validates that progress is being made on major initiatives without micromanaging the team. Matt and Dan discuss how precisely Dan makes this happen at PandaDoc:  “It is very important for me personally knowing what everyone on the team is doing without being too invasive. The number one thing that you need to have is  a playbook for how your department functions. If people don’t understand how your department functions, it doesn’t matter whether they’re on your team or on a separate department, you’ll always run into the problem of people not knowing what you do essentially. You also have to build an internal Wiki page with all things marketing, just for internal for the company. Then you need to have a project management system in place. If you’re a startup on a budget, you can use something like Trello. Another thing you have to focus on are the core problems and helping your team to understand the impact of their work. Some people just go to work for a paycheck and do the minimum necessary. If they understand very well what the impact on the work is, they’ll be more motivated to work diligently. I find that when people are motivated they don’t need strict management, you can give them a lot of responsibilities and freedom and they’ll spend their time on the right things.  Dan Levinschi shares his advice on encouraging the marketing team while also instilling the team with a sense of accountability.   “The way we normally work is to hold open forums. I think that the best ideas are born when you have a number of viewpoints in the same room. What we do is, whenever there’s an argument about whether we should continue a project or not, the results are not there, the real question I’m asking is: “What is the immediate impact on business short term and long term?” If the impact is minimal, which you can generally quantify through specific metrics, it all comes down to revenue. Then it’s a simple argument for me to win. For example, if the impact is short term but in long term this doesn’t make any sense, maybe we should kill the project and reiterate. To summarize, I’m a performance marketer, so I believe in numbers. If you cannot prove it to me in numbers, then the argument generally ends.”  Having a solid strategy in place sets a company and a department up for success. Understanding and utilizing marketing metrics in your strategic process can make the difference between success and failure. Skip to the 20-minute mark of the video to watch Dan describes how he establishes accountability with his marketing team, how he manages individual contributors, how he reports progress to the CEO, and how he measures the success of his team’s strategy. 

Our guest on SBI TV is Dan Levinschi, the Head of Marketing for PandaDoc. Dan is a revenue generating marketer who knows how to quickly transition from marketing strategy to execution. Dan and I discuss how to move from marketing strategy to execution. Dan describes his process for developing a marketing strategy, and how he interlocks the company’s corporate strategy, product strategy, and sales strategy with his own. Dan also shares his rollout strategy and how he presents it to the marketing team to ensure that each person understands the overall strategy, their role, and how their execution fits into the overall strategy. To follow along, leverage SBI’s How to Make Your Number in 2018 <a href="https://cta-service-cms2.hubspot.com/ctas/v2/public/cs/c/?cta_guid=924a42f0-9606-476e-9f92-e966717a14d0&amp;placement_guid=b60e37cb-13a3-4a12-95d6-7806245056e4&amp;portal_id=23541&amp;redirect_url=APefjpH30akfdaGGj15EmC_bA1bH3SZ1HKbpyu7fZEn91xDh7795Wm9DcYxUINm0VJiSME8vj5TqEf3Q4pAHJcwfp8uoV2f7U2sU_gKo8DAiT76DhCX0GLj650aW2yJqc_de8UQ8ElIksRJct6kqxtLbMziZMe1kNvosQFwP7UimdHLG4cE6XfMRCdmJNVOoohDK-4u6HWAOXNee6R-MbSfC8e2lOO1JzUYm-5M1-5QSDy0ezfW85WgeOBgTYVOfjDToWoFKjH6kCsC_xeOS29kc9Go8BnyDkSN0kuxd7vD8DQwOhgiXSSw6bPVnaE6jikfSnvYdiAOwOvhcCsTcjOJrtIt8GzUfig&amp;hsutk=a1adcc685640db40f136c9a347745333&amp;canon=https%3A%2F%2Fsalesbenchmarkindex.com%2F%3Fp%3D35062%26preview_id%3D35062%26preview_nonce%3De0a41c2ea6%26_thumbnail_id%3D-1%26preview%3Dtrue&amp;click=5e0c9a8f-06a1-43f3-bb35-8eb27219aab3&amp;utm_referrer=https%3A%2F%2Fsalesbenchmarkindex.com%2Fwp-admin%2Fpost.php%3Fpost%3D35062%26action%3Dedit&amp;__hstc=189892724.a1adcc685640db40f136c9a347745333.1518645700667.1521586685258.1521597085098.118&amp;__hssc=189892724.4.1521597085098&amp;__hsfp=1941953950" rel="nofollow" target="_blank">PDF Workbook</a> and turn to the Marketing Strategy section starting on pages 236. To download the full transcript in a word document, <a href="https://salesbenchmarkindex.com/tools-and-solutions/dan-levinschi-interview/" rel="nofollow" target="_blank">click here</a>.  In today’s captivating show, Dan shares his method for transitioning from the planning phase to the execution phase of the marketing strategy, specifically how to ensure that the right KPI’s closed loop reporting is built into each new activity. Turn to the 13-minute mark of the video to watch Dan discuss how a marketing leader validates that progress is being made on major initiatives without micromanaging the team. Matt and Dan discuss how precisely Dan makes this happen at PandaDoc:  “It is very important for me personally knowing what everyone on the team is doing without being too invasive. The number one thing that you need to have is  a playbook for how your department functions. If people don’t understand how your department functions, it doesn’t matter whether they’re on your team or on a separate department, you’ll always run into the problem of people not knowing what you do essentially. You also have to build an internal Wiki page with all things marketing, just for internal for the company. Then you need to have a project management system in place. If you’re a startup on a budget, you can use something like Trello. Another thing you have to focus on are the core problems and helping your team to understand the impact of their work. Some people just go to work for a paycheck and do the minimum necessary. If they understand very well what the impact on the work is, they’ll be more motivated to work diligently. I find that when people are motivated they don’t need strict management, you can give them a lot of responsibilities and freedom and they’ll spend their time on the right things.  Dan Levinschi shares his advice on encouraging the marketing team while also instilling the team with a sense of accountability.   “The way we normally work is to hold open forums. I think that the best ideas are born when you have a number of viewpoints in the same room. What we do is, whenever there’s an argument about whether we should continue a project or not, the results are not there, the real question I’m asking is: “What is the immediate impact on business short term and long term?” If the impact is minimal, which you can generally quantify through specific metrics, it all comes down to revenue. Then it’s a simple argument for me to win. For example, if the impact is short term but in long term this doesn’t make any sense, maybe we should kill the project and reiterate. To summarize, I’m a performance marketer, so I believe in numbers. If you cannot prove it to me in numbers, then the argument generally ends.”  Having a solid strategy in place sets a company and a department up for success. Understanding and utilizing marketing metrics in your strategic process can make the difference between success and failure. Skip to the 20-minute mark of the video to watch Dan describes how he establishes accountability with his marketing team, how he manages individual contributors, how he reports progress to the CEO, and how he measures the success of his team’s strategy.

How to Move from Marketing Strategy to Execution

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