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Barbados Elevation To Vice Chairmanship Of OECD Global Forum
The Barbados International Business Association (BIBA) views Barbados's elevation to the Vice Chairmanship of the Global Forum of the Organization for Economic Cooperation and Development (OECD) as a validation of its high standing among international business and financial centres. This was the view expressed by Ms. Connie Smith, President of BIBA, as she reacted to […]
By Barbados International Business Association
The Barbados International Business Association (BIBA) views Barbados's elevation to the Vice Chairmanship of the Global Forum of the Organization for Economic Cooperation and Development (OECD) as a validation of its high standing among international business and financial centres.
This was the view expressed by Ms. Connie Smith, President of BIBA, as she reacted to the news of the jurisdiction's new position following the October 28 to 29 seventh meeting of the Global Forum on Transparency and Exchange of Information for Tax Purposes (the Global Forum) in Germany.
"This is two pieces of good news now that Barbados has also been removed from Colombia's 'blacklist' following an agreement between our nations to pursue a tax information exchange agreement. Colombia is one of the important gateways to the Latin America market for us and we expect some positive growth from this development," said Ms. Smith.
The Global Forum, which has set an ambitious global agenda since 2009 to reform the exchange of tax information across its membership of 122 nations plus the European Union (EU), overseas the Peer Review compliance process, under which Barbados recently went through its Phase 2 Assessment.
"The Global Forum is the place where policies are created that are fed back to the decision-makers in the G20, which then have a major impact on how business operates in the major financial and corporate centres of the world, and ultimately ramifications for how we do business here in Barbados. This will now allow us to input into the shaping of these policies," said Ms. Smith.
Barbados will be one of 18 other members of the Steering Committee, which includes 13 from the OECD, EU and the G20 nations. "Barbados now really has to make its voice heard on decisions of national importance to our international business sector, plus the access to which we can now avail ourselves in this select committee will be invaluable," said Ms. Smith.
Barbados succeeds Bermuda and will adopt the position in 2015 and hold it for two years. This will coincide with the key focus in 2015 on the final preparations for the review process on the new global standards for automatic exchange of information (AEOI) and the next round of reviews for exchange of information (EOI) on request, which will both commence in 2016.
A total of 89 Global Forum member jurisdictions have committed to implement reciprocal exchange of tax information on an automatic basis, with the first exchanges starting from 2017 or 2018 subject to the completion of necessary legislative procedures.
In 2015, jurisdictions will provide AEOI implementation plans so that a report can be made to the Global Forum plenary next year. Reviews are expected to start in 2016, as the legal and regulatory frameworks of jurisdictions committed to first exchanges in 2017 should be finalised by then.
Barbados International Business Association
The Barbados International Business Association (BIBA) is a private sector organization comprising companies engaged in international business in Barbados and companies which are otherwise strategically associated with this sector.

redpajama_set_name: RedPajamaCommonCrawl


My dear parishioners: During the years that I have been your Pastor I have been privileged to actively support your efforts to reach out to our Sister parish in Honduras. I have likewise been impressed with how much your efforts have been able to accomplish there in the areas of Education, Medical needs being met, Agricultural programs being initiated, and Spiritual concerns for the Parishioners of our Sister parish. During this Easter season Pope Francis reminds us to be merciful. Let us live our faith by walking with the Lord and caring for those who are not as fortunate as we are. Your generosity in giving to this special appeal for our Sister Parish reflects your willingness to sacrifice for others whom you do not know so that the Easter Message of Love of your neighbor might be real in your lives. I thank you for your generosity and ask God's blessing upon you and your loved ones.
Honduras is located in Central America and is plagued with immense poverty. Our sister parish, Nuestra Señora de Suyapa, is located in the town of Nueva Palestina. The lifestyle of our sister parish community is quite simple. Most of Padre's parishioners are subsistence farmers who earn less than $80/month and support their families the best they can.
While our brothers and sister may be poor in monetary terms they have a strong faith in Jesus Christ and a strong love of Jesus and the parishioners' of Saint Michael's.
While tuition is free, many of the families cannot afford the cost of school materials, uniforms, and shoes needed to send their children to school. Furthermore, they were needed to help produce food for the family or assist with the home.
This year, St. Michael is sponsoring 811 children for a cost of $75/year. When we started no student went beyond the 6th grade. We have helped over 1600 children in their studies and close to 100 have graduated from the 12th grade.
In partnership with NC State University, we started an agricultural education program in 2012. We hired a local agricultural graduate to help promote and teach important agricultural skills to students at the Nueva Cholulteca Middle and High Schools and family farmers.
For three years, the agricultural program has provided educational activities in crop and vegetable production for high school-age youth on the grounds of the secondary school at Nueva Choluteca. A Honduran university student conducted his undergraduate thesis research at the school. It demonstrated the appropriate rations of commercial feed for efficient chicken production.
The parish is supported by its pastor, Padre Fernando and 3 Franciscan sisters. Padre Fernando's parish covers an area close to 160 square miles including 120 remote villages, called aldeas. Each of the 120 aldeas in Padre's parish have a spiritual leader referred to as a delegado. These "delegates of the word" make up the pastoral council and provide spiritual leadership to the people in their villages between Padre's visits. The "delegates" travel monthly to Nueva Palestina where they receive education on their faith to share with their individual communities.


text:
    This is the title of the message (that is actually sent as an attachement).
    See  for more details and an example.
    You can use here any environment variable available to jenkins or build parameter.

redpajama_set_name: RedPajamaGithub


text:
Looking to Italy
Argentina's Italian population will get the chance to vote in Italy's upcoming election – so will they give Matteo Renzi's party a boost?
Anyone who has been to Argentina's capital will notice the Italian influence: from the slang word for beer ("birra") to the fresh-pasta shops dotted around the city. But as Italy's general election approaches, the influence is due to head in the other direction. Italy has one of the few parliaments in the world that earmarks seats for citizens living in other parts of the world. Argentina is home to some 800,000 passport-holding Italians, largely due to ancestors who emigrated. They will have 89 candidates from various party lists to choose from when voting for the four deputy seats and two senate seats that represent the region. This is why Buenos Aires's streets are currently papered with signs for Matteo Renzi's Democratic Party proclaiming – in Spanish – that Italy will be "Stronger and fairer" under his guidance. Could the international campaign give Renzi the boost he needs?
Good news?
Canada's local papers may get a helping hand in a bid to combat a fall in revenues and subscriptions.
Canada's government continues to grapple with the country's media woes: numerous regional newspapers across the country have shut and even big players such as the Toronto Star are struggling to stay afloat. Now Justin Trudeau's government is getting creative: in its budget announcement this week, officials unveiled a plan that would allow troubled news outlets – many of which have been hit hard by dwindling ad revenue and declining subscriptions – to apply for not-for-profit status. While the details are scant, the move is an encouraging sign that the government recognises the importance of local journalism. Yet, ultimately, that's something that the readers will need to recognise too. "What would really solve the problem is if people who want to read publications are prepared to pay the cost of producing them," says Christopher Waddell, a journalism professor at Carleton University in Ottawa. "Up to this point [in Canada] they haven't been willing to."
New Zealand's bold premier upholds her nation's principles while standing up to the US.
Jacinda Ardern continues to set herself apart. In her first big foreign policy address this week, the New Zealand prime minister announced that she was reinstating a government minister position for disarmament and arms control. She stressed that she was upholding New Zealand's "values" – in this case, its strong anti-nuclear-weapon stance – which would define the nation. The position was first created in the 1980s when the then-government banned nuclear-powered and nuclear-armed ships from docking in the country, prompting the US to suspend treaty obligations. Ardern's predecessor scrapped the cabinet role in 2011 to appease the superpower. By reinstating the position, which is viewed as symbolic, Ardern is proving that she's not just happy to diverge from the former government but also intent on not cowing to the US.
As fashion weeks go, the French capital hosts one of the best – and so far it's living up to its reputation.
Paris Fashion Week, the nine-day marathon that wraps up the autumn/winter womenswear season, has started promisingly. More so than any other city, the French capital excels at striking a balance between featuring big luxury brands and up-and-coming designers. The biggest news so far came after the Jacquemus show on Tuesday: Simon Porte Jacquemus, the playful designer behind the womenswear brand, announced he will be launching a men's collection in June. There are other bright talents to look out for this week, including Argentinian designer Sofia Achaval, who will present the debut line for her brand Acheval Pampa. But perhaps the most anticipated event of the season will be the Céline presentation on Monday, where Phoebe Philo will unveil her final collection for the house she has transformed – and turned into a $1bn (€820m) per year business – over the past decade.
Madrid Design Festival
Highlights from the inaugural month-long Madrid Design Festival.
Listen to the chapter
Monocle Films / Global
The secret to opening a bike shop
In the latest episode of our 'Secret to...' series we talk to Jack Pattison, co-founder of Freddie Grubb, about the key elements that go into creating an outstanding bike shop.


India has enough coal without Adani mine, yet must . Pictures Newsletters Inside the Guardian . Wildlife Energy Pollution More Coal India has enough coal without Adani mine, yet must keep importing, minister says .
China's Coal Mines [Photos] - Business Insider China is the world's largest coal producer and consumer. But they are also reported to be among the deadliest in the world.
For almost a century, hellish fires has been burning deep underground in Jharia, India. Originating in 1916 as a result of coal mines that were improperly shut down, the fires have burned through more than 41 million tons of coal, worth billions of dollars.
Reports on mining data show that coal production is up by at least 121 million tons for the US, India and China compared to the same period last year.
In 1973 newly nationalised Bharat Coking Coal Ltd (BCCL), a subsidiary of state-owned Coal India, started large-scale open cast mining as a more rapid and cost-effective method of extraction.
22-year-old Shyam Rai from Nepal makes his way through tunnels inside of a coal mine 300 ft beneath the surface on April 13, 2011 near the village of Latyrke, in the district of Jaintia Hills, India.
Download 14,948 Coal Mine Stock Photos for FREE or amazingly low rates! New users enjoy 60% OFF. 87,784,062 stock photos online. ... Coal Mine Landscape in West Bengal- India Coal mine. A large bulldozer pushing coal in a coal mine Open-coal mine. The open-coal mine (summer Coal mine. Excavation site with heavy machines Coal mine.
India pushes its coal mining sector, almost all of it state-owned, to produce as much coal as it can, but can't meet growing demand for the fuel. In 2013, India mined 558 million metric tons of coal, making it the world's third largest producer behind China and the United States.
Aug 29, 2018· coal mines officers association of india Coal India could close 53 underground mines this fiscal Coal India, which is looking to rationalise its underground mines in view of safety and financial viability, could close about 53 such mines this year, its Chairman Anil Kumar Jha said on Wednesday.
Coal mining in India began in 1774 when John Sumner and Suetonius Grant Heatly of the East India Company commenced commercial exploitation in the Raniganj Coalfield along the Western bank of Damodar river. Growth remained slow for nearly a century due to low demand.
Find the perfect india coal mine stock photo. Huge collection, amazing choice, 100+ million high quality, affordable RF and RM images. No need to register, buy now!
Feb 20, 2018· The coal workers unions, which say they represent more than 400,000 employees of Coal India and closely-held Singareni Collieries Ltd, last month called for a withdrawal of plans to close coal mines.
In Focus: Toxic Coal Mines In India 10 pictures Embed 16 year old MD Kahn is a worker at the Jharia coal mine.Jharia in India's eastern Jharkand state is literally in flames.
Sep 08, 2016· Rat Hole Minors (2014): In the coal mines of India, tens of thousands of children are forced to work in "rat holes", tiny pits too small for adults to reach.
A carries a basket of coal on her head after having scavenged the coal illegally from an open-cast coal mine in the village of Bokapahari on February 08, 2012 in Jharia, India. Villagers in India's Eastern State of Jharkhand scavenge coal illegally from open-cast coal mines to earn a few dollars a day.
A sense of urgency prevails among communities around these coal mines. On all my visits, a sense of menace attended me through much of my work. One day on my trip in 2010, as I walked by a mine taking pictures, a motorcyclist, dressed in a nondescript shirt and trousers, stopped me to ask what I was doing there.
Download this stock image: India. Underground Coal Mine - D2C4WD from Alamy's library of millions of high resolution stock photos, illustrations and vectors.
The Coking Coal Mines (Emergency Provisions) Act 1971 was promulgated by Government on 16 October 1971 under which except the captive mines of IISCO, TISCO, and DVC, the Government of India took over the management of all 226 coking coal mines and nationalised them on 1 May, 1972.
Find great deals on eBay for coal mine photo. Shop with confidence.
China is the world's largest coal producer and consumer. But they are also reported to be among the deadliest in the world. A photo tour of Chinese coal mines.


text:
Q: How the Mainframe application handle CICS Recycles During the CICS region recycle, will the incoming request gets time-out? Will the request be logged in some files to check?

A: It depends... If it is an application in a single standalone CICS region, then yes, requests will timeout unless the architecture (outside of CICS) allows for buffering incoming requests until the CICS region is back and available.
If the CICS environment is setup in an MRO or CICSPLex environment the application can be enabled to handle individual CICS region recycles and even IPL's without interruption.

redpajama_set_name: RedPajamaStackExchange


text:
HomeStorage Networking
Getting a Handle on an Unwieldy Data Center
By Lynn Haber
Just 18 months ago, Rayonier Inc., an international forest products company, had a decentralized IT department across six locations and was supporting more servers than it needed, many of which were at end of life. The company's IT infrastructure strategy had, admittedly, been driven by old school thinking.
Then things began to change. Like many businesses saddled with complicated, inefficient and costly IT infrastructures, the time had come to clean up old messes.
"We decided to centralize IT, create a secondary data center and bring in storage virtualization technology," said David Nettles, director of compliance and architecture at Rayonier (NYSE: RYN), headquartered in Jacksonville, Florida.
In the process, the growing company also implemented server virtualization and solidified its disaster recovery processes. Still transitioning its IT infrastructure, Rayonier today has gained flexibility and is more nimble. In a nutshell, the IT infrastructure now meets the company's business goals, said Nettles.
Rayonier's IT transformation came at an ideal time, allowing the organization to capture the benefits of virtualization, data replication and more efficient and timely disaster recovery processes.
Server Explosion
With six locations and IT staff reporting locally, Rayonier's decentralized IT environment led to server sprawl and a diversity of equipment with no big picture in sight.
"At one point, we had an explosion in IT that led to us having 266 servers for 1,500 users, or a five to one ratio of server to users," said Nettles. The company had a mix of vendor equipment, including Compaq, Dell, Hewlett-Packard and IBM. At the time, much of its storage growth, 20 percent to 49 percent per year, was driven by GIS applications.
Once the company began moving forward with IT centralization, a survey of the existing equipment revealed that 70 percent of the company's servers were in the red zone, or more precisely, obsolete.
The new IT infrastructure plan, which included that everyone report to a single CIO, created a primary data center at the Jacksonville location and a secondary data center in Jesup, Georgia, the company's manufacturing location.
Early on in the transition, Rayonier also outsourced operations and its service desk to a local company.
With the adoption of VMware (NYSE: VMW) at both data center sites, the company today has two VMware clusters. There's a cluster of six HP DL380 servers running 50 virtual hosts in Jacksonville, which also supports 10 terabytes of storage and a three-node cluster in Jesup with five terabytes of storage. Rayonier had two SANs with Sun (NASDAQ: JAVA) Storagetek 6140 storage arrays, which currently sit behind the clusters.
Further into the IT centralization project, Nettles asked the company's channel partner, Dimension Data, for a solution to enable data replication between SANs.
The first consideration was to use the native replication capability in the company's Sun storage product. Option number one, however, had too steep a price tag, said Nettles.
Then the company learned about LSI Corp. (NYSE: LSI). After meeting with an LSI sales rep and getting information on the company's StoreAge virtualization products, it was almost a done deal. But first, Nettles contacted two LSI references located in Florida for feedback.
"We were convinced that the StoreAge Storage Virtualization Manager (SVM) was for us," he said, noting that solution had the right features for the right price.
With the help of its channel partner, LSI engineers and internal staff, Rayonier installed the StoreAge solution in both locations. The company purchased the StoreAge SVM, the primary appliance, and also licenses the StoreAge multiView, a low capacity snapshot application that enables the creation of multiple read/write point-in-time copies of volumes and can retain the copies independently and separately from the original volume.
Rayonier also licenses StoreAge multiCopy, for creating multiple physical copies of volumes; StoreAge multiMirror, fast data recovery utilities and uniform storage service; and StoreAge multiMigrate for the online migration of data from any storage device to any other storage device.
Today, the primary data center is all virtualized, with the exception of one former data center location that hasn't been moved yet, while IT has yet to collapse and virtualize the company's process information systems for manufacturing data at the secondary data center.
In the meantime, data from the primary data center in Jacksonville is replicated to Jesup and then moved to tape. Tapes reside on site in Jesup. Eventually, process information data will be replicated from Jesup to Jacksonville and then moved to tape and kept on site in Jacksonville.
A New Architecture
Moving from its old storage architecture of direct-attached storage (DAS) and tape drives at every site, Rayonier has seen a reduction in tape.
"We now use EMC NetWorker and two tape libraries, one at each data center location," said Nettles. "We take fewer tapes off site."
Storage virtualization, he said, makes it easy to allocate storage in the server environment and manage the storage. "We can allocate data to different tiers of storage," he said.
The company is still working on tiering its storage but has fast drives for Tier I storage and slower SATA drives for large GIS data files.
"We've gotten aggressive with IT," said Nettles.
University Gives EMC an A for Storage
HP Gives iSCSI a Vote of Confidence
Lynn Haber
Lynn works as an editor-at-large meeting with new and established channel partners in the IT and telecommunications ecosphere. She works to understand what motivates partners, vendors, and distributors as they navigate growth in a dynamic industry. Lynn has worked as a business and technology writer for magazines, journals, and online media, and has authored hundreds of articles on technology, communications, business management, employment and careers, industry, and products.
Why Network-Attached Storage (NAS) Security is Important
7 Different Types of Firewalls & Deployment Options Explained
How to Secure NAS: Best Practices & Practical Guide


If you'd like to learn more about our entire range, upcoming products and what solutions could be the perfect fit for your next installation, why not book a trip to our Demonstration Facility?
The demonstration facility is open to all professional security installers as a place to try the full Concept Pro line-up of IP, AHD and analogue surveillance products with one of the company's highly trained members of staff.
Customers are always impressed with our purpose built facility, and we find it a very useful piece of the puzzle when finding the right solution for your business. Call a member of the Sales team today on +44(0)1924 528000 to arrange a demonstartion today or click here and fill in the online form to request a booking.


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Virtual Selling in 2021 & Beyond feat Joe Venuti and Dre Lydon
Ep 31: Virtual Selling in 2021 & Beyond feat Joe Venuti and Dre Lydon
Hello and welcome to the revenuecollective podcast. My name is Casey. Let Gordon and I'm your host. Today Ihave the unique opportunity to have two guests on the show. Joe Venuti and Dre.London of Sin does. So we're gonna talk about virtual selling in 2021 beyondand how they don't see it as just this moment in time, but that it's reallyhere to stay. It's unique to get to speak with both of them because they'reboth in leadership as well as execution. And so, hearing these two, these twoteam members talk about what virtual selling has looked like for thembuilding a virtual culture. And how do you maintain momentum while also havingimmense empathy for your people? It was a really great and honestly funconversation, so with that, I'm going to get us started. But first, theRevenue collective podcast is powered by outreach. The sales engagementplatform for the modern sale. Zorg. Don't just take our word for it. The VPof sales a tableau. They say that they run their entire business from outreachand snowflakes. Enterprise sales director says outreach is the pillartoe how they've been able to scale. Want to see with the number one salesengagement platform can do for your business? Head over to www dot outreachdot io Toe. Learn more. You'll get an inside view at how outreach bringsefficiency, visibility and versatility to modern sales teams. Again, that's ww w dot outrage dot io. With that, let's talk to Dry and Joe. Hello andwelcome to the revenue collective podcast. My name is Casey. Let Gordonand I'm your host today. I have sinned. Oh, so joining us and I have two oftheir team members. And I think for those of you listening, both theexecutive and our reps are gonna love this because we have tworepresentatives or two perspectives being represented here. My first is JoeVenuti. He's the VP of inside sales at sin. Does so and then I also have DreLeyden, who is the director of sales development at the company. So, havingthese two together, I think we're going to cover a lot of really good ground.Welcome to the show. Thank you. It's great to be here. Yeah, thanks forhaving us, Casey. And for all our listeners, you might you might noticeus doing a little podcasting Ping pong here because we have three guests. Andso the zoom 2020 challenges of who speaks when bear with us. Because wemight have some of it. E mean disclaimer. Right, guys? Okay, so whydon't I give you all a moment just to introduce siendo so and also yourrespective roles within the organization? Just so we situate ouraudience. And what is the world we're talking about? Sure you could go. Oh,man, I was gonna totally like riding your coattails over. Here s Oh, hey,everybody. Andrew linen. Everybody calls me Dre. I had the opportunity toactually joined the str leadership team with Joe the beginning of Cove in so totalk about being a crazy ride. It has been exciting, crazy and only a coupleof gray hairs that you could see in here. So I'm excited. I get toe, havethe responsibility. Thio really run our enterprise segment really trying touplevel our team members and also have some really cool projects when it comesto some growth initiatives inbound optimization. And we actually recentlystarted an account management team that is looking thio to stores up cells andcross cells. And then Joe take us home. Sure. So Joe Venuti. I am the VP ofincense sales. I've been with Santoso just over two years now. I was actuallythe first Arizona based higher I was brought into, basically, building scale,the sales development team. So for a couple of weeks, it was just merecruiting fast forward. I don't know. Two years and a quarter or so there'snot about 40 total people in New York. There's a total of six teams that areultimately, um, that I'm ultimately...
...responsible for. So it's everythingoutbound, everything inbound and then, obviously the enterprise segment, aswell as the installed base team that Dre was just alluding to. I think Ihave probably accrued a few more gray hairs than her by age. Probably doesn'thelp either, but at the same time, it's been an absolutely wild ride. Neverexperienced growth like we've seen. The ability to create a category has been awhole new challenge outside of just building high performing sales teams.Um, that was what excited me about the role that Sando so is you know, I lovekind of building things from the ground up. The challenge that I wasn't reallyexpecting or maybe wasn't prepared for was, you know, the category creationside of it. But I've learned a ton and it's been it's been an awesomeexperience. I find that once you're in that space of creating a brand newcategory becomes a bit addictive and you know the ability to really imaginewhat isn't there today. Educated audience get them excited, riled up.It's in my experience having done it. It's one of the best best things I'veever done. Yeah, I couldn't agree more. It's been just like full of learningexperiences and obviously challenges and roadblocks. But I think that's halfthe fun, like navigating through all of that. But it's been very, veryinteresting to land in a sales role with the team where you know, initiallywhen you look around, there really wasn't a ton of competitors and now,like as competitors air popping up in this, you know, other companies in thesame space, which is which is a really, really good thing. But it's excitingwhen you kind of look at the website. There's not 10 other companies thatlook exactly like you. You know, I have interviewed for jobs or looking forjobs in the past. Where every website looks the same, all the pricing looksthe same. You almost can't tell yourself apart. There's a big, bigdifferentiator when you're creating a category from scratch and kind of bethe leader in the space. Totally. And I think, as we you know, the topic oftoday's conversation is virtual selling in 2021 beyond. And a couple of thetopics will cover, you know, in our time together is virtual sales werehere to stay. And even when we go back, Thio normal. I put that in giant airquotes. Who knows what that will look like? But how do we adapt now? How dowe take this moment in time and really set ourselves on a trajectory? Thiodifferentiate and be ahead of the trend of our competitors, etcetera. How doyou virtual I or pardon me? How did you humanize virtual selling? I think thatis one of the, uh, Dre. I want to hear from you on that because you join theleadership team during Cove in and I can only imagine the complexity of youknow what that looked like and you get toe, walk the walk, not just talk thetalk with that. And then how do we master creativity in sales? And I thinkthat not only in category creation, but then you layer on the reality of what2020 has been from a virtual environment. Creativity has becomeincredibly important when you're differentiating amongst yourcompetitors set. So I'd love to tee it up to start with Joe having yourperspective on when we went virtual and, you know, over the past, Gosh, what isat eight months now? Nine months. And as you're looking into 2021 what aresome of the key learnings you've had around developing a team constructingit, making sure there's connectivity. And how are you using those as momentumgoing into the new year? Yeah, I mean, I think like that's the ever presentchallenge right now. When we built this team from the ground up, it was laserfocused on culture and like higher into the human being. And I could tell you Ilet some pretty good sales people, you know, walk out of interviews withoutoffers because I was worried about the culture piece. So we did a really,really great job of building a cohesive team. And then they genuinely enjoyworking together and, you know, eight months into working from home, thechief complaint is like I miss my friends. You know, I miss going out forlunch together. We're getting a drink after work and like that stuff, youcan't think so as we pivoted to work...
...from home. We've been very intentionalabout remaining engaged with the frontline team. Um, you know, I didn'trealize how maney problems or issues I was able to solve. Well, making a cupof coffee. Now it's, you know, gotta set up a zoom called, uh, you know needto be very intentional about a slack conversation. So all of those, like 1to 1 interactions that I think that we very quickly dismissed have completelygone away. So it's being very, very intentional about, like yourcommunication methods. As we look into next year. As we continue to grow andcontinue to scale this team, the number one priority is hiring, right? So weneed to bring good quality people in the hiring profile is definitelychanged because on boarding and enablement is more difficulty in aremote for us. You know, we pride ourselves on being able to hire to, youknow, three main things, which was great coach ability and intrinsicmotivation. You know, now that experience peace is a little moreimportant than it was before. You know, we have a robust tech stack, and ifsomebody has never used, you know, a salesforce or an outreach like it'sreally, really hard when you can't lean to the personal that's next to youwould be like, Where's that button or how do I create this opportunity? Soit's mastering those small little nuances that used to be solved with Hey,can you help me for five minutes in this world when everyone's, you know,posted up in their living rooms and needed to communicate over slack? So,yeah, I mean, for me, like the big, big focus is getting, you know, mortgagegood quality bodies in the door, protecting the culture that we've triedso hard to build, but also making sure you know leadership in the enablementteam is all in lockstep or being able to get people ramped well, lendingsupport to the folks that have been here for a while, you know it zastartup were ever changing. Wherever evolving of 2020 has taught us anything,it's get comfortable, you know, in change when that happens, Just becausesomeone's been a top performer for, you know, a year and a half two yearsdoesn't mean that they're gonna master every skill set. So how do you continueto check in with them? How do you make sure that you know you're enablingeverybody from your top performing most tenured rip to the person that juststarted Monday? That is by far the biggest thing to tackle to make surethat this team continues to execute a high level. I'm curious your thoughtson this is I was hearing you talking and ruminating on my own experience ofbeing a manager and a team leader during the virtual environment that wefind ourselves in. I found that my ability to be an individual contributorwas much more limited because I had to be hyper aware of an in tune of to yourpoint at the beginning, my communication style, where it might youknow, a slack conversation or over the desk conversation might have feltreally simple before, but we're all just inundated with virtualconversations and that screen time, and I find it with my team and I find itwith my customers. Everybody s. So it's making sure you're reserving thatvirtual interaction to make it count. Not having it just be thio. You know,being careful with the culture, because I think that could become ruinous ifyou use it to frequently. And as a manager I had to be. I had. It couldn'tbe in the moment necessarily off the cuff communication. I needed to bereally thoughtful about how I was interjecting that into my team's daybecause it could so easily, um, it could have so easily derail them. And Ilove what you said of There's the balance of you have new people cominginto the organization. Traditionally, it's an all hands on deck toe on boardand make people feel welcome. But in this environment, your existing reps,your existing team and they're still need a tremendous amount of supportcoaching, um, sounding board etcetera. And so I find that it's the managementlayer. Really. All layers have taken a significant change with that managementlayer what your day looks like. And...
...this was my experience reallytransformed. And I'm curious if you're if you've noticed those same things.Yeah, You know, I always had a pretty busy calendar and you know, now if youlook at it, you know it will give you anxiety because it's back to back toback and your double booked a lot of times. But, you know, I think the otherpoint that you just kind of touched on is just like those one on one likeinteractions, right? Like I I sat right in the middle of the str team. I wasvery engaged sometimes, like, you know, I was the biggest distraction as farasHey, you send a meeting, ring the bell or, you know, high fives all aroundlike I don't have the ability to do that anymore. And as my calendar getsbusier and busier, you know, I rely Andre and the other managers in theorganization to make sure that, you know, they are laser focused on thefront line. I'm very intentional about setting up a couple of like, skip levelone on ones a week, and I don't really go into those with an agenda. It's justso that they know like, Hey, I'm here, You know I'm a resource. How can I help?You know, I set up like once a quarter. I kind of pick a week and meet withevery single individual, and it's not scalable it. It's largely taxing. Imean, it's, you know, 35 hours worth of meetings in a week. I mean, that's themajority of daylight, right? But it has to be done like you can't just let repsit on an island because it's so hard to diagnose when they're struggling. Whenyou're in the office that you can quickly identify, this person seems alittle bit off, you know, let me check in with them. And maybe it's justsomething in their personal life. Who knows? It could be anything. But thosethings are so hard to dissect early on when you don't have that face time anymore than you need to be very intentional about your interactions andreally trying to ask those pressing questions that you can lend supportwherever it might be. You know, the other downside to this work from homeenvironment is, you know, a lot of people struggle with the mental healthside of it, and it's really, really hard for me to get in front of that now.So the only way that we could do it is continuing to check in true. Try topick up on you know how people are feeling what people are saying, youknow, and jump in and do what we can to support them as quickly as possible.Dre, I would love. Yeah, I would love to hear your point, you know,perspective as one a member of a team and then now moving into leadership andthat evolution for you. Yeah, it was kind of interesting, because when Istarted obviously coming in in a director level, you know, I was goingto come in with a specific philosophy and sales methodology. And so I wasliterally in the office three days, and then we started working from home andeverybody that knows me, I'm very direct, right, And I have pretty highexpectations for my team. So it took me a lot to learn a whole new company. Ah,whole new culture and wait new ways that I could still be myself. But getconvey my message in an impactful way. So, you know, Joe and I the firstcouple of weeks, they're like, man graze coming in here hot. And I neededto be like, Hey, you guys like I'm excited and you know, I'm excited aboutthis, but I'm not like mean or I'm not trying to it. So it looks like you justhave to be so specific about an intentional intentional about what?You're gonna be pro facing to the reps, right? And it's hard. It was so nicewhen you came into the office and I say good morning and you get to know peoplefrom the report or Hey, somebody just had an awesome call. We all kind ofrally around that. Now you have to be very intentional on bringing thosecoaching moments in. Hey, guys, here's a call on outreach or sales loft thatsomebody just crushed it or Hey, this email is really resonating. Let's finddifferent ways that we could do it. And the other part is bringing yourauthentic self in right, your dogs barking. You know there's husbandsworking in the background, and so I think it's also in order to get to knoweach other and create that culture. We also need a carve out time to reallyget to know each other as humans. And so I feel kind of fortunate in thisaspect because you know what? Maybe took me a year to get to know my repsat previous companies or, you know, a couple of months I really get to, like,be in their bedrooms or be in their...
...house and understand, you know, reallywhat their life looks like so that I can kind of coach and develop them inbetter ways, understanding who they really are. So you know, it'sdefinitely harder to just make sure that we can be intentional andintentional and spend time with all the reps. But it also has some really goodbenefits to understand like that we could make an app impact and that workis within their professional and personal lives and really coaching thatindividual. I think the other key thing on this is like this is probably alesson that a lot of leaders learned. There's no emotion in slack and email,so you can ask what in your mind is just a very innocently Hey What's upwith this kind of question? And it's perceived as oh, like, did I screw thisup? Like, you know, and like, that was a lot of feedback that, like, you know,we received early on is, you know, I felt like I was in trouble there. No,Like I was literally just asking what happened with this off, where typicallyI would have leaned over the desk had been like, Hey, how did that call go?But when you send it over slack, it's it's just a different experience. So domy best to use emojis like anything to kind of lighten the mood. So they knowthat Hey, I'm not pissed. I'm just checking in here. Um, like, I thinkthat was a really big learning early on, because your default to slack, right?You go work from home. I can't talk to you. So what's the next best thing? I'mgonna send you a quick two seconds slack, but the way those perceived onthe other end and I get it like, you know, you're a new arrest er and all ofa sudden, like, you know, your new VPs asking about this opportunity and youinstantly goto like Is this bad? You know, another example is even meetingadvice. Right? I mentioned how I do check ins. Typically, if I just putlike Dre and Joe one on one, you know, with with one of the SDRs, I instantlyget the slack in my in trouble. No, absolutely not. Like, should you be? Isthere something I don't know? I just want to see how you're doing. So, likethe context behind these things is so important. It was challenging. Neverhad to think about in office completely. I I found that. And I actually wonderif this is a good thing to stay, especially for your sales. You know,professionals were communicating with people all the time that we aren't inoffice with our customers, even in a normal selling world. So the ability torealize that setting up intention for every meeting context for every meeting,being overt communicators so that your customer, just like you're talkingabout your employees are coming in so well equipped to contribute to aconversation, removing any social anxiety, removing any of those unknowns.It's made me have a lot of empathy or at least free framing of How could Itake some of this and create process around it both internally andexternally? Yeah. I mean, I think that's a great point, right? Especiallyin the external side. I think that most companies, most teams, much like ours,went through a change in strategy right around the time that we went work fromhome, right there was a lot more leading with empathy, a lot more, youknow, human to human connections, like the days of steamrolling somebody intoa meeting and ultimately, you know, across the finish line to a closed deal.And those days are gone. So if nothing else comes out of this pandemic andthis work from home, and someday if we all go back to office like the onething that I hope we don't lose is the human side of selling. I think that,you know, in the rat race that is SAS sales, and everyone's scrambling forquote er and Presidents Club and everything else that's out there. You Ithink it's easy to lose the ability to be human about your interactions andthoughtful about every email and every message that sent there was a moment ofre centering where that had to become front and center. And I think that alot of companies and a lot of reps and a lot of prospects are better for that.So I hope that that particular piece never goes away. Is that how you allare looking at? You know, the concept around humanizing virtual sales is thatI would love to hear how you all its window. So are looking at how thismoment in time has impacted how you will operate moving forward. Yeah. Imean, you know, the day that we went...
...work from home, there was, you know, alot of meetings right away around How do we revamp our messaging? How do we,you know, revamp everything that we're doing right? It was imperative that wedidn't just come to a screeching halt. So one of the things that I was mostproud of, one of like the moments where our entire leadership team cametogether and I'm talking like from our founders, right down to every manageron the go to market team basically revamped everything that we were doingand took on a project that would take months and basically hammered it out ina couple of weeks and reveal again like we were just able tokeep moving forward, right? We had a change. We were selling change the waythat we were talking. It wasn't just about steamrolling people into the nextconversation. It waas genuine human conversations, right? You may have alot of conversations where you're not going to come out of it with a meetingor an opportunity or a deal that's moving to pipeline. And that was all ofa sudden, okay, because you were building relationships. Fortunately atsiendo. So we sell a product that really kind of bridges this this gap ofpersonalization. So we were able to kind of double down and, you know,drink our own champagne and really leverage the window. So platform tokeep the sales development team moving forward, which is obviously fueling theaccount executive team and allowing them to keep moving forward. Yeah, I'mcurious. You mentioned something around. It wassuddenly okay that we weren't, um, every conversation didn't lead to thedeal or didn't lead to the next step. That there was this acceptance of itsokay that we're building relationships and we're investing now. for the longterm. Has that endured during this? I mean, at some point, we have to makemoney, right? At some point, the deals do need to move forward. And I'mcurious how you balance that of relationship versus We have bills topay, so to speak. Yeah. So I think that it's all about pointing the team in theright direction, right? I mean, everybody has some sort of system.Where There, you know, a council teared out an intent data. So many tools outthere. So I think it's about working smarter and doubling down in the areaswhere you know, probably still have budget or maybe less impacted. And asyou kind of work your way down that listen to the companies that are alittle more impacted, you know, just cause it's not pipeline today, making alasting impression. It's a great place to circle back in a quarter or twoquarters, so it's not like he's dead in the water forever. It's just being mawrintentional about understanding, you know, each bucket of the accounts or ofyour territory, you know, in kind of pushing the right levers at the righttime. You've got to be much more intentional about every piece of vote. And I think, you know, just asupplement that I think just the concept of brand and advocacy is moreimportant than ever, right? You know, we wanted to create and we want ourSTRS to be the face of Sando so and so that when they're calling people youknow, every week is a little bit different in 2020. We want them toprovide such a great experience that we hope to get that meeting. But we hopethat that prospect remembers us, right? And we remembers the great words, thepersonalization that we did, how creative we were to send something thatwas very specific to their KPs or something that's in their personalinterest. So I think you know, advocacy and brand as long as you have yourtroops, you know, help being held to cultural values. And, more importantly,just thinking about it's not a this is going to be, you know, sign of ameeting or you're dead to me of a relationship of even if you don'tchoose us. Even if the demo isn't something that you're looking for, youknow we want to give you some expertise and some best practices that other youknow, marketers or sales leaders, air having. And hopefully we can both comebe better from this conversation. So I think, like, really just understanding,brainstorming and not really thinking about different ways to collaboratewith our prospect. He's not necessarily selling them, and I think that'ssomething that will be true to our...
...brand since I started and stillsomething we're seeing to this day and into next year. Think that'sfascinating because what you just said, I think that that is certainly some ofthe traditional profiles of sales and marketing leaders. But I think thatthere are, you know, those of us and I can certainly follow this campus Well,that really loved the win and maintaining momentum and maintainingculture and incentive and buy into what we're doing when maybe the world islooking a little different. I'm curious, you know, maybe Joe, from yourperspective of leading a team, how do you maintain that? That incentive, Iguess. Yeah, so I think it's I think it's a hard one, right, going back tothe conversations that are not going to result in like instant pipeline orinstant meeting for SDR. The message that I was kind of passing after theteam was just like, understand that everybody is on an even playing field,all right? It's not Mr and Mrs CMO from this company versus you, the SDR fromSantoso, your two human beings who are quarantined in your house. There's alot of really fear out there, like you're both experiencing all the sameemotions. So, like leverage, that human connection and, you know, build thatrelationship. Keep that relationship going forward as to how to, like, keepthe team motivated and keep driving towards the number. Ah, lot of thatcomes from the culture peace and the competitive spirit. The profile ofpeople that we tried to hire right, the reps air hungry. There's still apromotion path internally, and Sandoz, so there's still the ability to hityour quota and overachieving quota. So again, it's point them in the directionof where they're gonna have the most velocity, with the least with the leastfriction doubling down in the verticals in the areas that we're seeing success,there was a lot like another great moments how much we were always prettygood at sharing information, right? This SDR found something that's workingwell so that they didn't hoarder. They would share it with the team that hasgrown exponentially were really good at it. I would say Now we're great at it.So if one STs finding this message worked or, you know, I sent this linkdidn't note to a couple of prospects or I created this template inside ofoutreach, they're sharing that we're doubling down the areas that it'sworking. You know, The other thing is that a leadership level? I've neverworked as close with marketing as I do now. Granted, I've got the benefit ofan amazing marketing team. But the fact that str leadership in marketingleadership are in lockstep. It is insistent, like all hands on deckcampaigns that were running. So we're basically creating this groundswell ofeverything, Santoso. And then by the time the individual rep gets to you,it's a very personalized experience, right? It's not just you, the CMO areyou the VP. It's you, the human. You know, you the person that graduatedfrom whatever college went to. Are you the person that's a fan of this sportsteam or some club that you know that you're a part of whatever it might be.So we're able to create this, like, holistic groundswell so that people areintroduced to send. Oh, so like, Gray said, You know the bread is out there.The bridge is strong, and then an SDR comes in with something really, reallyrelevant that speaks to you. The human, like you're more than just a VP ofmarketing. So that is what drove the team to continue to produce. And, youknow, of course, there's a tons of contests we do internally. Also, it's aspecial way. Do all the fun stuff, too. They keep them moving forward. Is therecompetitive group? But, you know, you just kind of had to take the good withthe bad. You have reasonable expectations and, you know, anyconversation is kind of a good conversation. Even if the person's, youknow, not in a great place or not able to take a meeting, you know, just, youknow, move on and file that went away to circle back with. So I really likethe way you talked about that of recognizing helping coach your repsthat this is a very much an equalizing moment in time that you're you probablyhave never been more relatable to your audience than us universally goingthrough this experience. I think that's...
...pretty powerful advice and especiallycoaching some, maybe more junior younger reps. I'm curious from yourperspective, as we are going into 2021 right now. So many people are lookingthio. Next year they're finishing up, you know, this year, closing out,looking at planning. You all said that you you think virtual selling is hereto stay, and there are some things that you would recommend organizations andteams are doing to get ahead in 2021. I would love to talk about some reallyspecific items that the teams or team leaders could be thinking about goinginto the next several weeks. Yeah, I mean, I don't think it's anythingradically different from what the best practices have always been, right.Personalization is Keith. The days of putting, you know, 3000 people into avery generic email campaign and pressing sending, like hoping you get areply like that's not gonna work anymore. And if we go back to theoffice if we stay home like that just simply isn't gonna work right. It's nowa world where you've got to reach out. No, the person on an individual level,the best you can and have, like a one on one meaningful impactfulconversation. I look at it in three buckets, right? You could do like yourhigh level, like social outreach kind of posting. And that's where you knowyou're targeting the company, right? Like you are an employee of X company.This is why you should know about send out. So now the individual collateralthat I'm sending you, your director of marketing. This is why directors ofmarketing should care about Sando. So and that's where we partner with ourmarketing team. Really? Really Well, is coming up with really, really greatcontent that speaks to the individual personas. And then by the time that theSDR gets to you, there's that personal experience, right? You've kind of we'vecreated this groundswell where you've seen Sandoz on a non invasive way. Ah,whole bunch of times. And now that conversation is warm. It's somethingthat you're a little interested in, something that you're intrigued aboutbecause you've seen it in five or six places, very noninvasive, and I thinklike that's The'keeper's successes. We move forward into 2021. It's gonna be acollaborative effort across several teams inside of your organization tocreate brand and to create awareness and then trust your frontline SDRs togo in there and deliver a personalized, well thought out message. I think that's a really very tangibleand point in the sense that we do need division of labor across the customerjourney, the same people who are the SDRs who are taking that meeting and,you know, having that relationship with the customer. They're not the same teamthat is gonna be responsible for mass outreach that is going to be solimiting because you are goingto, if every conversation you're having is notturning into a deal, that's just the reality of where we're in right now,especially with the virtual environment. Is that you, as each team has to do asmuch as they can within their start and end part of the journey to set the nextone up for success, and I wonder if it's less about in reframing it thathey, marketing, you were doing this in order not to just hit your KP eyes. Butthat's so that the SDR is able to successfully deliver on whateverthere's are that idea of team. I find that when you know team members areaccountable to each other versus just themselves or their boss, that the workproduct goes up. And so that interconnectedness is, is one thing Iheard there that I think is is really tangible, that any of our listenerscould take away e. I think like creativity is the new form ofpersonalization, right? That is something that we talk about all thetime because you know our market department getting back to BrandonAdvocacy. They're putting out all of this amazing thought leadership thatthe SDRs can continue thio leverage in their voice. But you know, it's notabout Hey, I saw you on LinkedIn and here's your KP ice. It's really aboutbeing unique, right? Everybody is...
...getting hundreds of emails. So now toreally stand out, it's really about being creative, and it's about havingbackup from, you know, your from marketing department, providing aircover, providing really good thought leadership and in giving the SDRC andthe account executive really good use cases and customer led selling so thatthey could deliver value on these first conversations, whether it becomespipeline or not. So I think you know one thing I wanted to dive into mhm.Yeah, And I think that the other thing is, you know, let your reps whetherthere s t r a s, let them focus on what they're really, really good at. I thinkthat, you know, historically, ah, lot of teams will try to make everythingplug and play. At the end of the day, there is no silver bullet. You know, Icould think of, like, just a couple of the top reps on on our team. Now theyare polar opposite personalities. So what works for one of them is simplynot gonna work for the other one. Right? Everybody comes a different backgrounds,different experiences, different strong suits. So empower them to double andtriple down on what their experience tells them and where they know they'regreat and then have them partner with someone that's great in other areas,they can continue to help up level each other, all of the training, all theamendment doesn't need to come from leadership. You're gonna learn morefrom your peers because they're doing it, you know, eight hours a day, 40hours a week, sometimes more so I don't make you know, 150 cold calls a week. Ijust don't Everybody on the team does. So get that information sharing. Going,you know, like that has been another key thing. We've empowered a lot of ourleaders to really become player Coach is without the title, and one of theinteresting dynamics I've noticed is more and more of these talk performingSTRS are now telling me I want to move into leadership. When they walked inthe door saying like direct line to 80 How do I get there? But now they'regetting a taste of like we'll bring them into interviews will bring theminto on boarding. Well, let them do shadow sessions will point new hires inthe direction of them. I'm hearing more and more. You know, I really like thispart of the job. Can you mentor me to help me become, you know, the nextmanager or a team lead or whatever it might be? So I think that it's kind ofopened up a new career path for a lot of people, too. I think that is one very importantthing that we take away from. This is that right now we are being in avirtual environment, going back to our earlier point. Many of us air craving,alternative connection. We're craving other ways to engage and get thatfulfillment. And so being allowing your team members to grow and develop onethat's great talent, retention and acquisition play of pouring into themand developing them as individuals but allowing them thio grow and expand.Like you, said Joe. Maybe not title directly, but their skill set in thisvirtual environment. And maybe check off a couple of boxes of thatinterconnectivity of that connection and then from there, just the exposurethere now seeing different paths. And I think that I would be interested on theother side of this. How many of our our sales reps of our sales leadersmarketing leaders begin Thio to see other emerging past that they want togo into because of this moment in time, to your point earlier, more of the purelevel sharing collaboration that maybe traditionally hasn't been there becausepeople have been heads down in their own lane. Yeah, absolutely. I mean, Iagree. I think that, you know, SDRs come into organizations and, you know,they're always looking to move up somewhere, right? And it's interesting,because if we built, I think when I first joined a very intentionally builta cop plan that they can kind of climb the rungs of the SDR world, and theycan qualify to then go interview for account executive roles as they open.And a lot of them have done that. A lot of them are now great accountexecutives for us. But just as things evolve and especially over the lasteight months, um, there's definitely a little more of a push towards a subsetof them saying, Hey, I want to move into leadership or I wanna move and Iwant to do this instead. And I think...
...that's great, right? Right. There's noreason that we can't build a bench for other teams outside of just the accountexecutive team again, the majority you're gonna wanna go there, right?It's a stepping stone, and I understand all that. But you know, most of theleaders on the team now started as SDRs, though they were hired in his SDR, onesworked their way up, got promoted. You know, Dre was the first person that wewent external for because we were looking for more of a director levelperson at that point, right? I started as an SDR back in the day it sales for,So I'm part of that crew to Yeah, no, I mean, I think so many of us, right? Wehave thio, You start there and that that allows you the foundation. Dre,you mentioned around creativity and that really, being the currency thatyou see today and especially is, you know, we're going into the new year.I'm curious if there's any, you know, notable moment that's sticking out inyour mind around creativity or how the teams rally together that you want toshare with our audience. Yeah, So I'm gonna have to do a product pitch here,but I have never in my entire career sent any type of direct mail orphysical mail in any of the sequences or teams that I lead so theon pertinentto come over. Santos was really exciting to think about an alternatechannel and honestly, in my last couple of months, this has been just soincredible to see the conversion and see how this alternate channel reallyconnects with people, right? You know, whether it's doing research and seeingthat somebody is a bulldog lover and sending them like a special outfit fortheir bulldog Or, you know, really finding those really interestingcomponents of that which makes us who we are today are true authentic Selves.And those are the moments that are reps are really capitalizing on and thensending right we same or out of the inbox into the mailbox. And so I think,like, really understanding, like what really drives people toe work andunderstanding those capabilities and sticking mawr into? I saw that you'repassionate about this. This is how you could use Endo. So in that type ofvalue prop, then just particular personas is something that has been sointeresting to me and that I have to say, just like being genuine, right. Ithink I come to kind of come from an old school train of thought, which waslike, I don't know about too many emojis and emails or like memes, andI've really learned a lot of Sando. So about utilizing those in the rightaspect to truly like being your true, authentic self, right? I think thatutilizing those in a, you know in a certain capacity really shows yourvoice and 2020. I'm only going to spend time with people that I know we'regonna be worth worth by time. And they're going to deliver value to me,right? And so I think that being ableto have these kind of unique touch pointsas well as, like, really show like who you are and like, you know, one of ourtop reps Like when you reading these emails You're laughing like you arelike I can feel like you're writing this. I could see you just like ahustler. Str and those people like I want to give you time. And so I thinklike what I've learned is like not only being personalized to, like, you know,hobbies or things that really are the important things of every of all of ourlives, Not work rallying around that and then really just being your trueauthentic self or like, two things that have been like a game changer in theway that I've always thought about, like corporate prospecting or just likewhat an outbound function looks like. So just a little bit about Shindo. Sothere you could check us out window, so dot com e nothing less from from salesleaders to do a little name drop little called action e Love that. Go ahead,Joe. I'm sorry, just just to piggyback on what I just said, like what came tomind is like one like actual example of an SDR doing this and really hitting ahome run. It's a rough Andre Steam. His name's David. We call him Beast Mode,and he was engaged with the prospect on LinkedIn and again, I'm paraphrasingthe conversation, but the question was, well, like, what can I send it to theplatform? And David's reply was anything. So the guy said, Okay, cool.Send me a Ferrari and I'll take a...
...meeting. David went on. Amazon foundthis remote control Ferrari, and this is before we were right before we wentwork from home, sent it to the office, and the prospect loved this thing. Hewas examining around the office. All the exact team was playing with it.Sure enough, like a day or two later, the guy replies saying How you know,awesome. That was a great outreach way to think out of the box. And before youknow it, we've got an account executive on a call it, like four or fivestakeholders. So, like empowering somebody like David to be supercreative and, you know, leverage all the tools at his disposal and, you know,send the guy a Ferrari, you know, ended up being a really, really good meetingthat we were able to book and secure and sent over the account executiveteam. Yeah, I think that one thing that isn't is not unique with your productis the fact that you condemn Oh, your capabilities within your outrage. And Ithink for a lot of us in, you know, the SAS world or in the sales and marketingworld that is the case. There is a chance to showcase our product. And Ithink that you know, you guys have a a pretty cool value prop thatauthenticity and personalization and creativity those things that sometimesto your point, Dre older school sales might say no, don't lean so far intothose. You're in an environment with an organization with a brand that the moreof that, the better. And because it's it's demonstrating your product itself.And so I think that any of you listening out there thinking about whatis it really the problem we're solving? How do we demonstrate that in a waythat feels authentic, not forced? You know? Hey, this is our product. Butdemonstrate that in a way that feels relatable and an educational, too. Ithink that we are there. I have seen that customers give a lot more graceRight now. They're seeing their They're seeing the sellers as more human, too.And so that's a moment in time that capitalize on, Yeah, I mean, I think Ithink right now it's a pretty stressful world we all live in, and you couldmake someone laugh or brighten up their day just a little bit. It's gonna go areally long way completely I This has been a really,honestly fun conversation. I I You guys can't see the video, but I am lovinghow excited Dre gets what she's talking about, like her energy is palpable, andI think I mean that's an example in this virtual world like, how do youshow up? How do you let that excitement come across the screen? And so as weall go into 2021 virtual selling. Yes, it's here for this moment in time, butI think that we're going to continue to see this long after whatever thispandemic impacts our business, just the flexibility of work, ability to reachdifferent kinds of talent and so realizing and starting to build thatmuscle around. How do you personalize How are you creative both internallyand externally? Because I heard that you will talk a lot about that internalteam as well today. Yeah, I mean, I think that, you know,without the internal team, people like Drake and I don't exist. I think thatit Z I've always said that. You know, there is nothing more important in myjob than the individuals that are on my team, and this has really been anopportunity for me to kind of back that statement up. It's again pretty easywhen you're in the office to just swim like someone's desk and how you doingto check in and all that. But in a world when you know people arestruggling and having a tough time. And you know there's just genuine fear anduncertainty out there, like it's really an opportunity for managers to becomegreat leaders and mentors and, you know, help bring people through, you know,really, really difficult time. I would imagine that when the dust settles,whatever that is, the people that have kind of seen this thing through withyou, you will have an amazing bond with in a really, really sense ofaccomplishment. So, like, for me, that's kind of the light at the end ofthe tunnel. I don't know how long the tunnel is, but I'm committed to get.I'm committed to getting there coming...
...up better than we went in completely. And I as a former salesleader, having those goals in those milestones in mind, they help keepmotivation even as a manager. So, to your point, I love the reframing ofduring this moment in time. How can I show up for my team in the best way?Becoming competitive about that almost with yourself, I think is is spot on.Um, thank you both for being guest on the show today. This was fun. So thankyou for having us. Yes, absolutely. This is Joe Venuti and Dre Leiden, thedirector of sales and vice president of Inside Sales. That's window. So my nameis Casey. Let Gordon I'm your host of the revenue collective podcast, andwe'll see you next time we did it. Another episode down and one stepcloser. Teoh. A New year. A new content for the revenue Collective podcast. I'mexcited. All right, we'll see you next time. In the meantime, go check outoutreach. Our sponsor, the Revenue Collective podcast, is powered byoutreach, the sales engagement platform for the modern sales work. I want tosee what the number one sales engagement platform can do for yourbusiness. Head to www dot outreach dot io toe. Learn more. I'm Casey. LetGordon and we'll see you next time.
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