The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 9 months ago

Build a Culturally Minded BDR Team w/ Sven Kliem

ABOUT THIS EPISODE

Outreach in Africa should look totally different than it does in the Nordics. Is your BDR team showing cultural awareness in their multichannel approach?

In this episode, I interview Sven Kliem, Director of Business Development and Sales Operations at Mapp Digital, about building a culturally minded BDR team.

What we talked about:

  • Taking a cultural approach to building BDR teams
  • The importance of openness
  • Why omnichannel is so necessary in outreach
  • The reverse funnel approach to goal-setting

For more engaging sales conversations, subscribe to The Sales Engagement Podcast on Apple Podcasts, on Spotify, or on our website.

Listening on a desktop & can’t see the links? Just search for Sales Engagement in your favorite podcast player.
 

Hey folks, it's under me born. Now, before jumping in, I've got to tell you that on leasttwo thousand and twenty one, on May eleven through thirteen, were focusing onhow to win together in the new sales era. You'll learn new go tomarket strategies, get deeper funnel insides and actional takeaways for your entire org fromrevenue leaders, Highgro startups and fortune five hundred companies and are very special guestsor none other than Guy Raz the podcaster and author of how I built thisand carry lawns, the first female fighter pilot in the US Navy. ComeSave Your seat for this high energy online event at only stock outreach. ThatI oh. Now let's get into it. Welcome to the sales engagement a podcast. This podcast is brought you by outreach, the leading sales engagement platform, and they just launched outreach on outreach, the place to learn how outreach.Well does outreach? Learn how the team follows up with every lead inrecord time after virtual events and turns them into revenue. You can also seehow outreach runs account based plays, manages reps and so much more using theirown sales engagement platform. Everything is backed by data pulled from outreach processes andcustomer base. When you're done, you'll be able to do it as goodas they do. Head to outreach, Doo on outreach to see what theyhave going on. Now let's get into today's episode. Hello and welcome backto everyone to the sales engagement podcasts. This is Scott Parker and I actuallyit just moved. I went through a big apartment move, so I haven'trecorded one of these in a couple weeks. It feels like at least two weeks, but certainly been excited to get this one on the books. Iam joined by Sten Clean, who is the director of business development and salesoperations of map digital. They sort of Berlin, so it's evening fir standright now, but spen, welcome to the to the showman. Hey,it's good. Thanks for having me excited to get this kicked off as well. It's going to be fun, and so I always like to start atthe beginning and I kick it off by asking very open ended question for thelisteners, the audience is what is the superhero origin story of spen claim?How did you get this esteemed, you know, director position at such afast growing company. Had that all kind of past. I guess this isan interesting story. So if we, you know, start at you know, my school time. I was always interested in languages, so I decidedto take a year and go abroad to Florida, doing ten grade. Icame back after school. I was thinking what should I do, as everybodydoes, probably right trually, go to university. Should I start working?We still had mandatory army service in Germany at that time, so I didthat for nine months. When I got out I started studying off the year. I changed my studies and I ended up in Linguistics Program for American studiesactually in Germany, and I did that...

...for my bachelor's. I had economicsand I did my masters in American Studies in Germany as well. And whileI was doing my master's studies I also went to Seattle to University of Washingtonfor a year. was doing teaching assistant over there, got my masses inGermanics in the US, went back to Germany, finished my studies and thenhad the same question again. Where should I go from here? Right,what should I do with those five years, six years at university? What couldI how could I put this into practice. Best it's you know,if you don't want to go into teaching, then it's not the easiest way.So there's no clear structured path that you want to that you can gointo in terms of finding a job. But I always love technology, Ilove languages and I also really, really like video games. So I actuallyscored a job at an agency that is translating video games for major companies andI was working as a project manager and then again after a year, itwas time for a change and since languages, teaching all Kinda is also related toconsulting, I ended up at one of the largest that analytics companies outof Germany, that track, and I started there as an implementation consultant.I worked my way up the corporate leader, so to say, and two yearsago Webtrack got acquired at by map digital and eventually the position opened upthat I'm in right now. And since I was already taking care of littlebit of like of sales force, I basically was asked if that's a challengethat I would like to take on. And Yeah, I mean here weare right so no, no, normal, you know Superhero Story. I GuessSuperhero was still in the making. Hopefully, but yeah, I guessit just shows that, you know, you never know where you will endup. Opportunities will always, you know, arise. You just have to beready to take them on. Yeah, that's a super interesting story and that'sone of the common teams people's backgrounds that come on this podcast is thatthere is no common themes because, like, everyone kind of gets into sales andoperations in such a unique form and fashion. So that's that's interesting.So there's a few things there I'm going to talk about. So this lovefor linguistics is, I find, a super interesting do you find that yourknowledge this, does this help you in your communication community gatingway teams, oris it a totally different part of the the brain? You're he's well,I mean it's linguistics and cultural studies right, and I think especially cultural studies makeswell, I like helps me to to understand what's going on when you'reworking for the global organization, because it may be our team I have peoplefrom different countries, you know, different backgrounds. So communicating with my teamthat's definitely easier because I have this understanding,...

...but then also helping my team toengage properly with their targets who are also global, who are also havedifferent backgrounds. Is something that this helps me with. But as you canas you can imagine, right you're getting fifty emails a day, twenty phonecalls a day, and us to be I have to be the person thatbasically sticks out of the pile of, you know, outreach and you know, it helps you understand what should you do in order to really be theperson that, know, gets the one or two responses a day that somebodymight actually give. Yeah, yeah, I mean that's that's interesting. Sohow many different kind of regions do you sell into? How many countries there'smap digital support? Yeah, so we have, I'd say, four mainregions, which is an America's northern Europe, so encompassing the UK and the nordics. We have sent to Europe, which is Germany and the compassing countries, and we have western Europe, which is Italy, Spain, friends.Those are basically all four main regions. Obviously there's some, you know,strays out there in other countries, but that's not what we're focusing on atthe moment. And here you can already see, you know, large differencesbetween how outreach is done in America's but also in Europe. Right. Everybodythinks, well, Europe, you know, it's small countries, but there's hugecultural differences from I think a lot of times, you know, getto the point attitude, for example, in Germany, right, not alot of talking, but really, you know, what do we have thatcan help people? And then if you're looking at Italy, for example,a lot of relationship building, right, a lot of just people are actually, you know, willing to talk and don't have to get down to businessalways right away. Obviously also depends on the person that you're talking to,but that's that's my impression right. So it's definitely, definitely interesting and youknow, if you're in a global organization, then you know this is even multiplied, right, if you would go into Asia, if you would gointo Africa, if you would go into some southern America, and that's,you know, where you actually have to have this is empathy for you know, and understanding of People's cultural backgrounds. Yeah, I mean, if there'snot already a book out there, maybe you should, you should write one, but it would be so interesting to have a book on kind of likesales. Are Even business approaches that work in all the different countries and howhow you can have to you change your approach because I imagine, you know, you're doing called outreach in all these different countries. Is can be vastlydifferent what people respond to. So it's not a one and done exercise whereyou can train your entire team on one...

...approach. So, just for asense of scale, how big is map digitally? Map Digital, sorry,roughly. And then how many people would report up to you? We havearound three hundred employees in the global organization and we have six bdrs currently workingacross the regions. So that's that's people that are reporting into me from thebe our side and I also have support on the opsite. That's one person. Yeah, because that's actually, you know, one of the main themesalso of my day to day work, finding a balance between, you know, those two functions, because you you know, you want to get thebest out of both. Sometimes, you know, it's quite a lot ofwork, so you have to prioritize, but actually it also comes with thebenefit of being able to get insights really fast and forward them to the teamor train the team on those things really fast. And in terms of thebook that you mentioned. Yeah, obviously, you know, would be great toto publish something, but I think the common theme for for any bookor any recommendation that I would mate would always be there's no no cookie cuttertemplate that you could use. Even if I would know this works perfectly inGermany, then it might perfect. It might work perfectly for me, butit's not said that it's going to work for anybody else like this. SoI'd say, you know, that's that's one of the things that we wouldneed to have right. We would need to be able to to have thiswillingness, is motivation to always try out things, you know, almost likein a startup when you want to, you know, you kind of wantto fail, to really understand what's not working right way, where you canimprove, where you can treat your processes, where you can treat your outreach.And I mean we're all on linkedin nowadays and there as many people thatput out great content. You know, how to write a cold email,how to do your best cold call ever, and that's also stuff that I,you know, work through with the team because I think that's great input. But I always make sure that people understand just because it's working for thisguy on Linkedin or this lady on Linkedin. You know, you shouldn't be youknow, you shouldn't be sad if it's not working for you in thesame way because they're selling a different product, that talking to different people that,you know, they have more experience, they have less experience, they havea different personality. So just take this, you know, as anidea and use it to really, you know, optimize your approach and findwhat's really working for you. And I think that's that's really important that.You know, you don't you don't get a template right. You're not inthe boiler room where we basically get, you know, a script which youwill just, you know, stick to one hundred percent no matter what,and you call one hundred people and you tell them the script. But withus, you know, in a complex software sales business, do you really, no matter what region you're in,...

...have to build up that relationship tohave people open up to you so you can, you know, understand howyou can actually provide value for them, how you can help them and,if it's the right time, if the right stakeholder, all that stuff thatyou need for qualification. H Yeah, so that that is that's who youdont want to underscore that thought. And let's go a little bit deeper onthat, because I think when I look back at some of the things thatmade me personally successful in my first a PDR as a sellers managers, thisidea of constantly experimented, constantly trying new things. And when I look aroundat at the young folks that are doing really well now, it's it's similarto that. Right, they're always trying new things. But I think thereis this idea that I guess the question is, how do you foster ourculture that accepts experimentation and that accepts failure and isn't so driven by Cure Kpis? How did you do that on on your team? Well, again,I think it's it has two sides of the story. Right, KPIS aredefinitely important and you need to have the data, and I guess we cantalk about this in a little bit, but what I think really helps isthat you have alsome exchange in the team, right, so people talk openly aboutwhat they're doing and you know, I have had no tuck up nightsbasically where people just were talking about sorry for the word sack here. I'llget you I'll get where people were talking about. You know, what didthey do and how did they fail? But then also what did they learnfrom it? Right, what did they do then afterwards so that would nothappen again or that could be improved? And there's actually a lot of learninghere, and I think it's really about being open, you know, havinga good team spirit, not being judgmental about things that are going wrong.And I think also for especially for a Dr who are, most of thetime, you know, the young guns that really, you know, wantto get their hands dirty and really, you know, make a mark alsofor the business, for themselves, for their career. It's important that arethat they are motivated really to get started. You know, they need to bepersistent, I'd say, and they always need to get back up andyou know, it's I think it's an annoying saying you always need to getback up when you're knocked down, but it's true for a Bedr right,because you make so many activities and most of the time you either don't geta response or you don't get the response that you're looking for. But Imean, you know, sometimes that's that's exactly what you need to get over, because I've been on a call with somebody and he basically got the doorslammed in his face. Right. He called somebody and the lady was reallyagitated. How we could even, you know, imagine that she would needan email marketing solution or, you know,...

...an engagement solution that works with customerinsights, because that's not something that she's doing for her business with hercustomers, because she thinks it's offensive. And No, we don't need totalk about, you know, her opinion here. But obviously, after,afterwards, you know, we you know, we said, okay, what shouldwe do next? Well, let's have another call and write. Thenext call was a good call. We reach somebody on the phone, wetalked to them and we got to follow up meeting. So often times,right, you would say, okay, I really messed US call up.Maybe my research wasn't good enough. Right. So I actually got in touch withsomebody that picked up the phone, which nowadays is not easy, right. Oftentimes the phone doesn't work anymore. You only have to office number andinstead of having a good conversation, you get, you know, somebody whois not really friendly towards you. And maybe you'd say, okay, it'senough calling for now. But actually, as you see in this example,it wasn't right. You had to make that one more call, two morecalls, and then actually you'll have success. It's a numbers game in the end, right. So if you have enough numbers, then you'll get towhere you need to go, I'd say, and then you can optimize. Right. So again, persistence, KPI state are definitely important, but also, I guess it always helps, you know if people are open, ifyour team is open, if you can discuss things that are not working,if your manager is open, right, if you can go to people andjust ask Hey, this is not working for me. I'm trying my best, but it's not working. What can we do? And then, youknow, people sit down and really discuss this in depth and try to figureout, you know, what's actually the reason for why things are not working. And again, I think this is where data comes into play. Ifyou do some some wurl reverse funnel math, you can figure out what's actually thethe step in my funnel where I'm losing a lot, right, ifit's opportunities or discovery calls or whatever, look one step below and see ifthe numbers there look still correct. If the activities look correct, if theylook all good, then let's look into actually what those activities mean. Right, is this basically just bulk emails are being sent right with you know toolsthat just, you know, scrape details from linkedin and then maybe people willnot respond because you're not even putting their right title in, but you justputting in the headline of Linkedin and you obviously can see right away that thisis not a personalized outreach. Or maybe people are just simply not doing,you know, enough activities. And why is that right? So let's discusswith people what's hindering them. Are they may be doing too much research foran initial outreach. Right, again, it could be debated it. There'snever too much research. But obviously if you're researching one hour for every calland you'll know where you'll end up if the win a day is over,right. Yeah, so I would love it if you break down some ofthat reverse funnel math or some of the...

...listeners who maybe I don't fully havetheir their numbers, maybe individual contributors that want to understand the reverse funnel math, how to kind of back into the number. I think that's super importantand you also, I really like this idea of most teams I was on, I've been a part of, is it's all about sharing your successes.Go around, share a success, share a win. I like this ideaof going around and sharing a failure as well as what you learned from it, because, you know, the old cliche of you learned more from yourfailures than you do from your successes certainly rings true. So if you cansocialize that learning with the group, I think that's a really great idea.And another thing I wrote down here is the phone is harder. Not alot of people are talking about this right now. You know there's always thesethese camps of cold calling. Is never dead, and you know, justpick up the phone, that people feel very strongly about this subject. Phoneis harder right now. Phone is for sure harder. We don't have peoplepicking up their office mind. Everyone's just on their cell phone. They're athome now, so it almost feels a little bit more personal, almost feelsmore intrusive because a lot of people are at home. What is your teamseeing? And you know, talking to peers and other other folks? AreNumbers Down? As far as connectic definitely, and I mean that that's thought thatbasically. So I thought that basically when the Pin Max started in thisposition taking care of the B our team. So I never knew how it wasbefore. Right, so it might not be as hard for me,but I have some people on my team that have been working before and obviouslyin the beginning when everything was shut down, everybody skipped over to email or linkedin and everybody just blasted people with emails and linkedin connection requests, goodones, bad ones. Rabina invites I don't know how many webinars and andvery right. It's crazy, but I mean a phone call next to basicallya personal meeting is the best thing that you could have, in my opinion, from the sales perspective, because you actually have an interaction going on.Right. I mean, I I read two heads here. I'm a personthat is a target for be ass oftentimes because of sales operations, but alsothe bed our leadership. But also I need to, you know, tellmy drs how they should approach people or help them to approach people in acertain way. So obviously I tell them, you know, you we need stillto make dials right. We can't have, you know, people tryingto do one hundred dials because we'll run out of numbers. That's it soundssilly, but that's what it is, because oftentimes you don't have mobile numbers, you only have office numbers and we're all using, you know, toolsthat are giving us contact details, but they are often outdated. So wego in circles, right, and eventually,...

...if you do good research, ifyou have a connect and if you also connect with people that might notbe a target, that but that could introduce you to targets, then youknow you'll get the number eventually and then you have one shot, as yousaid right, have a strong value proposition. You need to have done your research, like on the person, on their function, on their company andideally also on something you know that they're struggling with right now or that theycould improve, in order to really, you know, use those twenty secondsin the beginning that you have before they slam down the phone so you canconvince them that it's worth talking to you. But yeah, I would definitely sayphone has gotten harder to get connects, but if you have a connect right, there is still the best way to really get to talk to peoplebecause, I mean, as I said before, for me it's super easywhen I get an email or linkedin connection with request to look at it andto not respond right because it has my attention for a couple seconds and thenI have to move on to the next thing, even if it was agood outreach. And I get you know, I get those as well. Funnygives, you know, good, good subject lines. People even makevideo ards and stuff like that, which I appreciate. Right. I seethat a personalizing stuff. They're putting work in, but it's just not onthe top of my priorities at that moment and then it's forgotten afterwards. Right, if somebody's calling me, obviously I'm going to listen to them right andif it's not a fit, then, you know, at least they havetheir response right away and they can move on. So definitely phone has gottenharder, but don't give up calling. It's, you know, still very, very important. I don't think it makes sense to call office phones andif you get to the front office ask people for the phone number of peoplebecause they never give them out and they shouldn't. I understand that. Butbuild a relationship right, hit people on different channels. I guess it's alsoimportant multi channel approach right. I'm not saying don't do email, don't dolinkedin, don't do only phone right to everything, because you never know whereyou'll get in touch with somebody. So definitely makes sense to, you know, have a multi channel approach also for outreach. Yeah, absolutely, huge, huge proponents of army channel and your I think a right phone is harder, but if you get if you get through somehow. I feel like Iam seemingly getting less calls than I used to, so I think a lotof people are kind of like throwing it out. But if you happen toget someone, you know it's still quick ast way to turn around an opportunity. All right, let's let's talk about this idea to fold. Let's talkquickly about the reverse funal. Man had a back into the numbers, whichwill naturally kind of lead us to what sort of data you're you're collecting toinform your decisions on what's working what's not working. I think it's particularly interestingfor your or because you see both sides,...

...right. You see like success,support and bed so you have a little more called for funnal matrics.Then many just be the leaders. Yeah, so I mean this reverse funneling Ithink works for every situation where you want to to reach a goal,right, not just for sales, also for your personal life or for yourcareer planning long term. But I mean especially for a bur or salesperson.This makes sense and what I would always do, if I'm an individual,to think about what's my goal, right, for the month, for the quarter, for the year, and if you stick with the year, right, I would always say, well, we are numbers driven, right.A lot of salespeople obviously also want to earn a good amount of money.So that could be your goal, right, and you know what your base salaryis and you know what your quota is and what your pay is thatyou get in terms of commission, no bonus or very will pay or whatever, and then set yourself a goal where you want to end up and usethat to start dividing right. So if I'm looking at you know a certainamount of x that I want to earn, I know how many deals I haveto close or how many opportunities have to find or how many discovery callsI need to do, whatever my my compensation plans has, and I can, you know, use that number, for example, ten opportunities, andstart looking at historical day and at my experience. How many discovery calls doI actually need if I want to have ten opportunities? Right? So I'mjust looking at the BR right now. Salesperson obviously would start or set conversionrates for opportunities and sales cycle length and stuff like that. But for aB are right, ideally you have a high turnaround of discoveries into opportunities.So let's say we have seventy five percent no turnaround and you want to haveat the end of the year one hundred opportunities, then you know you'll knowhow many discovery cause you'll actually need, because three out of four are converting. Right. If you only have fifty percent, you want hundred opportunities,well then it's, you know, easy. You need two hundred discovery calls becauseyou kind of know right. Obviously can't have guarantee that this will,you know, end up with one hundred opportunities, but it kind of willbe around that number. If everything stays the same, then you know okayfor two hundred discoveries. How many activities do I need? How many targetsdo I need? Right, all of those numbers are hopefully in the system. Somewhere. Right. If I reach out to ten people, one personturns into discovery. I think actually most of the time it's, you knowmore, but let's, you know, stay of ten. So I know, okay, for two hundred discoveries actually over the year I need to getin touch with at least two thousand people, all right, and then I canunderstand how many active vities do I actually have to do to end upwith that number, and that will help...

...me also align my amount of timethat I spend with the number of people that need to get in touch with, because if I know that I need to reach out to for the peoplea day, I can kind of calculate how much time will I'm am Iwilling to spend. No, in terms of researching each person. If theymay be a smarter way of, you know, allocating my time. MaybeI don't even have to research the same amount of time for each person oreach company, but maybe I look into an industry focused research and kind ofoptimize my time of research. Maybe I'm going after a certain competitors, sothen I have to do obviously research into the rue competitor, but only once, right, because the story that I have will then work for all ofthe prospects that I'm getting in touch with. And here again, right, it'sisn't black and it's it's not black and white, it's not it's workingor it's not working. You know, look at what's going on, whatare the responses that you're getting, and keep optimizing. It's like it's likea circle, right, and there was the same story that in pre cellsI was telling to analys prospects. It's never a straight line where you havea beginning in the end, but you start somewhere when you notice, okay, this is working really good or this is not working at all, orwe have room for improvement, and then you look at the data, youget an idea what could be improved, you improve this and then you haveto analyze again. You have to see if the optimization that you have doneactually has helped you to get to the result that you're looking for, andusually you know it's. What's important is the trend right. It needs thetrajectory needs to go in the right direction, needs to go upwards, downwards,whatever you're looking at, and then you can continue working on this.But that's basically the reverse funnel. Right. Have a clear goal in mind andthen try to get the data that you need. And here, asyou said, right for me as the OPS person as well, it's easyto have the data available and to give it to people. Data quality always, you know, is a topic that nobody likes to talk about, butit's definitely super important, because if there's no good data, then all yourreverse fun and math, you know, will result in numbers that are notreally helpful. But I would say, you know, for all BEDR,get in touch with the OPS person if you're interested in the stuff, right, if you want to figure out, you know, what numbers you needto hit, what types of activities you need. Obviously, you know,keep your own numbers, but now have numbers in your cm, in yours, says engagement platform. Understand what those numbers mean and then, you know, start doing a little bit of math. Ask Your colleagues right, ask theother drs, maybe work on this with your manager and your one onone to try to say, Hey, you know, I want to gethere, this is my goal. It's not really looking like, you know, I'm doing enough, and then you can start this conversation right. Isit really always about the quantity? Is it more about the quality is thatboth right and that's where experience comes in and we're a you know, training, education and data come in. So that's, I guess, my Rostfunnel approach that I'd like to use.

I like it. So it's soincredibly important for success as an individual contributor of course, as a leader,knowing this for each member of your team, because these went. I learned maybea little bit later was that there was team funnel metrics and then Ihad my own right, because people have different conversion rate, some people arebetter on the phone, some people better at emails sometimes all these things.So if you're only you're listening to this and you just take your your leadersword for what you know the team's full kind of reverse funnel math is,then you might be shooting yourself in the foot because yours could be different,could be better, could be worse than certain certain areas. So super important, and I'm almost hearing this theme of you know, know the data andthe KPI so well that you you have the luxury of doing more experimentation.You know, that's that's kind of what I what I'm hearing, which Ireally like. All right, well, this always goes incredibly fast. Ican't believe we're almost at at time here, but SPHEN, you're an absolute wealthof knowledge. So I'm going to keep this last one very open endedand we've gone through a few few different things. But just to reiterate stup, let's say everyone completely blanks out and forgets the last twenty minutes completely becausethey're focused on a million different things, as we all are. Say onlyremember three things from this episode. What would you like those to be?I think really it's really important that doesn't matter what job you're in, youshould be motivated and you should keep training yourself and educating yourself and combine thatwith real life experiences. So both sides are important, theory and practice,because then, I think you'll see the results fastest. I think it's importantthat you have an experimental start up mentality as a Dr as a salesperson,because only then you can have, you know, this this data available toyourself to optimize, to continue to optimize, even if everything is working great,right, wouldn't you like to improve one percent each day? And thatonly works if you know, try out new things, if you improve processes. And Yeah, data is super important, and what's really the enemy here ifdata silos and Silod thinking right. So no matter where you're working,in sales, in ECOMMERCE, in marketing, try to really get a holistic pointof view, the picture of what's going on and work together with otherdepartments, try to understand their goals. And if you're doing that, thenyou're going to leave a lot less potential untouched and I think that's that's reallyimportant right, that people are working together. Google had those twenty percent projects rightwhere people could just do something on their own time, and I thinkit's really important that you also get insights into what's going on, you know, in the rest of the company. And I think we see this shiftalso in operations, not towards revenue operations.

Before we always had sales operations.Sometimes, you know, there's marketing operations, customer success operations, butrevenue operations now is putting everything you know on the one umbrella, and itmakes sense because there's so much potential, so much revenue, but also,you know, customer satisfaction that you can gain here. That makes sense rightto break down data silos and siload thinking and really work together as a companyto come to the best outcome possible. I like it. Those are threeincredible takeaways spend. Thank you so much for spending the time with us.I know our listeners will get a ton from that. Lots of good nuggetsin that that episode, so thank you and for all of those that hungout with us. Thank you so much and hope you have a great week. We'll see you next time. This was another episode of the sales engagementpodcast. To help this get in front of more eyes and ears, pleaseleave us a shining five star review. Join US at sales engagementcom for newepisodes. Resources in the book on sales engagement to get the most out ofyour sales engagement strategy. Make sure to check out outreach. That ioh,the leading sales engagement platform. See you on the next episode.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (316)