The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 7 months ago

How Flat Compensation Revolutionizes Culture w/ Jamison Powell

ABOUT THIS EPISODE

It’s an all-new way to compensate that takes out the aggression and possessiveness but leaves the drive and the ownership.

In this episode, I interview Jamison Powell, VP of Sales at monday.com, about their brilliant flat compensation plan.

What we talked about:

  • Prioritizing company goals over individual goals
  • The effect on culture that flat compensation creates
  • The human drive for excellence beyond wealth

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, its ender me born now beforejumping in I've, got to tell you Ahaut, I' least two thousand and twenty one onMay. Eleven thrthiteen were focusing on hadoing together in the new sales era,you'll learn you go to marces strategies, get deeper, funal insides,an actiual takewast foryour entire, or from revenue leaders at Hig, Gro,startups and fortune five hundred companies and ar very special guests,or none ther than Guyras. The podcaster author of how I built this and carryLawrence the first female fiter pilot in the US bavy come sanher seat forthis high energy online event at only stot out reached odio. Now, let's getinto it. Welcome to the sales engagement, apodcast. This podcast is brought you by outreach. The leading sales engage Mon,a platform and they just launched outreach on ourreach the place to learnhow outreach well does out reach learn how the team follows up with every leadin record time after virtual events and turns them into revenue. You can alsosee how outr ecwins account based plays, manages reps and so much more usingtheir own sales engagement platform. Everything is backed by data pulledfrom out reach processes and customer base when you're done you'll be able todo it as good as they do had to outreachd out io on out reach to seewhat they have going on. Now, let's get into TEDAY'S EPISODE: Hey Everybody!Welcome the Sales Andgaseyo it podcast. I Mart possible on the VPC of to our CH.This is my first podcast a host or probably a year, some super pub to meetwith Rumyand Jamieson pawels, a BP sayalls at mondaycom. What's up Jamesonhow you doing mark he, God hey! This has never happened to me. I probablydid like seventy these man. We just had this killer conversationthat we happend to accord that we're going to go back in time. We both agree.We should coul make it the Podcastyou'r down for this right. I'm thon! Let's goback so if you guys ever wanted to be a fly in the wall of to past growing saStartou sales theaters just like talking and not even thinking aboutbeing recording or cording, O puckout you about the get. So this is like thereal deal and really appreciate rea. Let us do that James, an I was Meserwhen I Tock O conversation, but I really enjoyed it cool. Why Ho youallenjoy this conversation thats coming up, it's real raw and fun and you know:Listen Woll catch on the andto to say goodbye, Hey Jameson! What's going on W, how you doing good yeah Wel, Do Real Good Ma'an Gotot Talk toyou and do little podcast thing with Yi yourhair, a you ready! We doing the badcast nouors is theplaying part. Well I'LL! Tell you man, unprepared, for podcast FOM, the vet?Oh Man, it's a set up! So why II'm happy es letme a whati doand then you can tell me if you want to...

...do or not eiterway W, Behas, better IAND. Then we decide one area where youfeel like you really can you know, sell Super Smart, get opinion. Maybe littleconproversity and IIL will formulate an initial question I'll ask you thatquestion and literally you'll just see me and all I do. Is I listen and, asyou talk, I get curious and I'll write down other questions Han. I just askyou question Aus Ey get pretty deep, so the only thing is is Haf you want to doit now pick something that you can talk intelligently about for twenty minutesor is I goin to I just keep picking atstuff that you say ikwhat would be interesting to you. What's on your mindthat you've been itching to, I don't know encover or you think as good topic, that your audience isalways after I've found the more tactable the better it's RECIVD. So howme understand like where, where your area of expertise is like, are you aprospector a closer an offsky like? Where would you put your Har O reputmyself in strategy to be honest, ome now, Sgulo, probably more than tactics,but I'm pretty good at the Tatical placs. You need those to lead up to thestrategy in general, but I don't know. I look at like at everything like a big chesspord right and all the all. Themoves are important. They lead up to the big win and I'm really good at figuring out how touse a runway. How to then optimize run away bow the lawn put up some lights,pave it right, put down some stripes tin, get get it completely. Optimizedbuild new runways. We've got a lot of interesting things that happen. AtMonday I mean for one were hundred percent inbounde right. So that'spretty unique. Yeah is there's a lot that goes into that, not that we wedon't, obviously engage and work a lot of OUP on effort, but it's to it's Teinmounds and we are doing some things aroundplanning to attempt funding root to market on an outband. So there's goingto be some some things that we we work on soon. I think Wat's alsointeresting about Monday, is these of, like I'm going through the reasons whyI joined as I was like thinking. Wow this place is really me: were a hundredpercent flat cos? No, no commission es, because it's allin Bel Right, yes, and no! It's actually not because of that. It'sbecause you have an entire organization. It's a Ling to the same goal right sothere's no sales president's Club, there's no commission we're no betteror worse than product or rnd or marketing were just a differentdiscipline, a different effort, but the entire company thaligned to buildingthe company right rather than...

...sales aligne to build their bank account. So there isno stepping on each other and there is no pushing the prospect rights, a veryconsiltative approach to make sure we obviously try to get them on ourenterprise plan and we try to get them for as many seas as possible. But it'snot that typical sales routine. What do you measure on? We still measure oneverything you measure around sales? We still do pordcasting. I waited forcast.I've got committed forecast, which is the true value of everything theycommit. I've got activities. I've got conversion rates. I've got all thenormal stuff. You would run the business on. I still do performancemanging plans. You know people go on. You know verbal warnings, writtenwarnings, plans, departures. We have promotion cycles based on qualitativeand coonsative stuff, so the quantitated, obviously is the quotasand achievements and the qualitative would be things that matter to us like cultureand Interl, inpact and sale, skill and process. So it's the same. I mean itwasn't a huge departure for me. There's a lot of folks like me, that willalways work as hard as possible to win regardless as long as we're paid fairlywe're good, it's not about reaching for thoseaccelerators and the extra stuff right as long asthere's kind of a path and reward and recognition will be Ono varyocop at all.Now we did actually just release a bonus plan for two thosand, an twentyone which will be awarded in two thousand and twenty two, which is smallbut fair. It's again, the entire company is on a bonusplan. So again we're not doing anything, that's different, but it is anotherelement. Now we have a higher ot than we did once before, and it allows us toso reward folks, and we do it. You know on a sliding scale based on production,but it allows us to add a bit of that Compann withoutlosing who we are right around this commission plane, but that has a lot ofI mean there's a lot of pros to that you've, never seen a more beautifulculture. As far as I'm concerned, I think lots of companies have greatcultures. I would go to I so with anybody. We've got the most supportivecollaborative culture, you hat guys going to a hundred hundred and fiftytwo hundred percent, but not without lifting others. Woith them, you know,come along for the ride and lots of teaming up on deals to makesure that the customer gets exactly what they're Openg for a whole lot ofsupport, and that's really really good. We feel that all the way through to even in our support they love thebuying journey. They love the way we support the custom. The Way Wevonboarded them is y have an issue to reach out. They just love everybody aMonday, because everybody Mondays connected to everybody money. So that'skind of unique, very neat. Actually,...

I have a Mintour to work at CLORALSAworks, it llite. He leaves all of ther sales team and they four years ago,when he went there three or four years ago they were on the same thing, ThoCommissions and it brol get some point like they like. They couldn't hire thetalent hened to get the really Weik deeals, because those arups for makingso much go. Ony other places on variable call players and they justcouldn't calt them at a fixed rate in a way that would attract. I telit thahelp them. When ar you got, I mean you guys. A E arequite as big as the La that was probably they were probably aroundthree or forsand and forys two Threzan Mploy Theyo, NI, guess yeah. I can seethat I think that's actually an interesting argument, because I thinkthey're right in a certain way, you're not going to get the absolute heaeaters we're not too far away from like a standard o t right. So we're notwe're not too far away from something you could see in the market and we'vecreated a career path that actually has an accelerated path, O senior, sothere's there's. Actually several nice fast jumps until you're a senior than aslows down to annual. So what happens for us? Is We probably wouldn't go andhire the? I can make a half a million to a million a year selling person.However, we might have that person after two or three years. Does thatmake sense like they might end up becoming that as a senior strategicright associate a a advance, senior senior advance, trategic seniorstrategic, they might grow those ranks and earn something similar, but then wehave consistency, predictability, a lot of knowledge rather than finding them,but I can understand that argument. It does make it difficult, but those thosefolks also will rub the culture differently right. Those folks are init to actually chase that money, Eres, nothing wrong with it. It's just notit's not what we've built and those folks would kind of start to ruband create fiction across this teaming aspect around building the entire business to abillion and on right versus I hit my quot of million or two million,and I took home to cash and so Si. We like you got this line of. I want topay in budget for in Plang for x amount of productivity, POR dollar, ofcompensation right still just to make the that bes. Let's see that we gant topay out a hundred thousand dollars on a million dollars of production, so theway that a typical sal or thinks bout, that is, I'm gonna overpave, my ownlperformers and I'm goingna Ave pay for...

...that by saving money on underperformersthat aren't as valuable. You know they might average out to the same, but thatalso makes it easier for me to turn and get rid of the underperformer so that Ican maybe start to bring in more topperformers. I you seein this year.Hat Yo probably should be recording te podcast right now, but, like you, lose that subbcit Progra like whenyou reverse the subsidy program, a you say Lis, I'm not going to pay my topefirers the best so that I can pay my bottom esforwars tomore. That seems alot cowintuitive. Well, partly why the bonus plan is now enabled, because thebonus plan is really the only part of a plan that has the flex right based onproduction, where we can lean into that. However, your bringing me up a pointaround you know turning out employees. That means we're not hiring very well ad. We haven't done a good job, an enable in any way. We don't really knowour sweet spot. I think that if you do that right and you create the crewerpathing for people to have aggressive but achievewile quotas demonstrateconsistency, fricability move up right into their next promotion, wherethey're taking on more quota. It starts to work out very, very well. You knowwe are looking at revenue, bread can. We are managing that, but we also havelike superaggressive goals and were able to achieve them through thisteaming aspects. So it's we're not about the say. I mean you've been there withthese the sales culture, the real like boiler, room, shouse culture like tha,the crushers, the Figeres, ar good example, the folks that are really goodfor the culture when they're, not Onewhen, they'r number one, then theminute of their number. Two they're like that was a blue Berg. That persongot lucky. That was a channel deal the toxicity right. It's like it's crazyand we don't have the distraction of a new complant every year because you getit wrong. So Hey wrt's, where at sales kick off and here's the new cup plan,let's Youre got to beat it and then a new one and every month they're,looking at Oh, I might earn this Soh. They got this one wrong. They missedthe accelerator e sent it back. Okay, get I got paid right, I didn't. I havenone of those distractions, I'll say what else I asked. I can you talkeabout tactics before I can switch on a din any. I can change segmentation. Ican change territories, I can switch teams. I can do anythinger's, nofinancial impacts on anybody and they're all aligned to the big goal andthat big goal means like yea. Let's do it. You wano put me on that team. Youwant. You want me to run this project to want me to do something different.You want to Ik and move things around midmarket segmentation you're, going tobreach into enterprise. I th next two months, because the lead flows lowthere and in Midmarken and the leag fos healthy and enterprise to you. Ays aregoing to grab some of those for now so that we can atlease hit them in athirty day cycle. Whether warmest right can do anything, there's no limitationto odd John or stuffis e, so upset when I cut up their territory and theoptradition policy W oh yeah. What's...

...your whole Pei and then yeah like okay,we're cutting up long island mas on Sopick, which one do I get you know like? Can Ichoose I've been here longer? It's all that nonsense goes ap to you have experience Tike do situation,priority, Lein her! No I've never been. I mean look. It CID even hit me whenthey, when they reased out to talk to you about the role Ijus like way what you know it is flat and I'm like Y for a reason right like what why andthen it's like h. You Know Lin man, it's great and ye a I lik that it tookSoo. It took me a pause to think about it right because I think I've had youknow just like in most people, you've got really great earning years and youcan have a gamats, you kind of got to think that way. But for me it was evenlike it's fair enough and if I look at the big picture and if I said look, ifI'm going to be here five to seven years, even if I look at this like afour year cycle, your investing period- If I look at it this way right and thenaverage out that and looks like two out of the four years, I'mrecognized for something a bonus or a race. Okay, so throw that in the lookat the benefits now take all that income and divide it by four farterearning years. I can move and that's that's what got me there. You haverails do IV, one Yo av rik rams that new hig rems or o they just dart ther,O yeah rle. Everyone starts at their own. That Wen starts at their calmright, so whatever I give to them, I give them, but there they will ramp olp.We have a really really good enablement program, because we dod want people tobe successful. We put them through pretty much thirty day, proper, properonboarding. I mean everything from training telling us like there they'reaway from the group they're doing this onboard. We don't see them, but you K O.They got start, and I see him in thirty days right and they go toug that cycleand then w put in place on things around continuous enablement anddevelopment, so that there's that continuation of taking the foundation and going intowherhere's the intermediate stuff that will cover in once two and three andthen we'll jump to advance and they'll jump to expert level. As you come offyour six month, ramp cycle and you're at full quoter. But we also measure like properly the quality of hequantity of golfs. We score them. We go through Om, we coach people and youknow we do have some departures, but it's not a lot and the people that weput. We never anyway leave I'll pay that much like that. People are notleaving that''s, not tic, true, but you get it most. People are not leaving.You know we have to party with some for the right reasons, but anybody we puton a plan for the most part they're. Now, like hundred percenters like they,we use the plan for a reason right is to continue investing in them and givethem. You know final shots in theire on...

...t focus and we've seen those people really come outon top, which is phenomenal, so yeah. I think if you hire right and you enableright and you have fair quotas and they have a progression where they can carrya little bit more our cost model. I definitely works for US Willi in thefuture. I'm revisited then, but I think that we built a plan inalast Lasan exttree at five years. Supe I mean like there's no varyability andCoh, so it makes it eat easier on that that in that's for sure, is thereanything you yiss about the old, the all way, the regular way? I look. I don't because of thosedistractions like I Seid Ou bfore, and I remember y. u o somebody closed a large deal and it was ninety percent professional serviceswe're in the SASS word. What are you doing with tha ninety percent, millionsof dollars in professional services? So then, all of a sudden you know it waslike celebrated and then com changed. We are no longer gi, know it's likealments. I don't miss any of that noise. I like moving fast. So I don't. I don'tneed those barriers around the emotional stuff abon I going to getpaid on that deal. I have to split it with someone who started it or you'regoing to change. Yiu Territory, FI, don't miss any of it, and I've alsobeen on the side where e did like a hundred and ten percent, and I got paidninety two percent or something on my pay and I said for a reason and they sai bout, yeahtheyre your you crushed, like you thrq fourbut Qon, you were like eighty percent, so it's like the burden is carried withyou forever N, I'm like w that that was the time of all the structure in thesetup and the planning so that we could get, but we got sauter epers or theyear so like that was the building face yeah, but you carry the gap forever andit like multiplies, and it's like Goin to be kidding me like what? Howmotivating is that bet? A lot of our fears would say something like okay, Iget it and all of us would love to get rid of the headaches, Youe, no longerhow but they be like. Well, you know, you'll give the restive rap you get theyou get the CS. That wants to be a closer, but doesn't want the risk ofvariable income and you training be a salesperson. Do a yeah tell them tosame fo my face. Do I look like I'm not a right so like I mean, but that's thething, we're sales professionals and you know there's so what we've got thethe humanity and humility aspect to us around consultative selling and anpushing the Valeuy? So what doesn't mean we're still not measuring datesand Gates and doing weekly commits and driving something to closer and makingsure we're not wasting our time and telling the prospect holding themaccountable, right and and documenting the summary of the conversation so thatthey know what's going to happen next, it doesn't mean we don't do that stuff,it doesn't mean we don't call people...

...out which is building it for somethingdifferent like I said, this story is a lot more unique than my financialposition over the next three to four years, which will be fine, but thestory of Monday is going to be quite unique and powerable for what they'vecreated. I'm sure teal is the the caricature of the money, grubbing ultraselfish sales. Guy That all he cares about is getting the deal done andhe'll trash everybody, a everything in his or her way to do that, and I meanthose preconceived Otions, just don't exist there. Do they? No, you Everbe asalesperson that sold something you didn't have they don't exist? We don't have thatright because again we there is this care and connection across alldepartments. That's what I said like it's. We just have a differentdiscipline. It's a different specialization to help move thebusiness just like marketing, just like Arnte, just like product jus likeeverything and that's unique to us, but we care thatafterwards, it's going to go to Anamand CSM. We care that it's going to go toan onboarding manager. We care that it's goingna someday hit one of our CXmembers. So there is that consideration. Most of all, we care that the customerloves us. I mean that they that they have their own. You know viralityexperience of the product in their own organization, because not only is theproduct is beautiful. N Easuse, but because of us we want them to rememberUS and clean on us and now that were partaround with them, so I think we canstill be aggressive without being jerks. Ie know like so I would say that the novel that's ahuge misconception among many nonselse peoples that aggressive money, grubbingsuper, greedy character, some people have it sure most people don't have itat you know I think we're all motivated by success, but so when you remove themoney motivation, what becomes the new leading motivator of a salesperson? Isit just winning? Is it corporate goals? Is it personal pride? What is now thelike overarching, caricature, stereotype, tat Monday, your Hir comeon board, you got it all, that's it I mean again. It starts with the IRNEprocess, like you have to find people that are intrinsically motivated justin general right, that's tat, really aggressive goals and do whatever theycan to achieve them without stepping on the people. So I think a lot of that iskind of covered in the iron process and then I also look for people that have areally fast pace, because we run quickly here and people that can reallypick up the products and be be a pro...

...consultant. We really have the PRODOMknowledge, so they're, not they're, not just relationship folks they're, notjust like passing it off to an st or whatever they're, taking ownership ofthat customer success. If we have that, then you'll see this like really niceseed that grows into allright, I'm a part of this company with this bigvision, I'm also a part of like the sales. The touch team, where the werethe touch team of sales was, is a no touch engine right. So we a m part ofthe sales of the consultant group, I'm tied to come these other groups, andthen I have you know: I'm either an am or na or right, and then I have thesethis kind of like microteam right, which sometimes jamison switches aroundand move people. But I got this microteam with a so you get there'slike all these different pride fans. They they're prideful in all thesedifferent ways. They have enough going on they're connected to enough that wesee like nobody wants to. Let anybody down they don't Wantt, let you knowtheir teamate t made down if they think they're going to be short, you'll see.Somebody say I got you like I'll cover you this month and they know that thatpersonis going to work to build the pipes, so they can cover them thefollowing. I think it's just that yeah there we hired the right people thathave this sense of family community pride and Trinsicmotivation. They want to be a part of this journey and then we've created allthese things like the career path, which has these six month promotioncycles up until you're a senior than it's a year, where they're fighting forconsistency and predictability to deliver across that, so they can moveup. So I think that I think that that's what's what's working so it sounds likeIla, like a commission Bas system, you put in place a more promotion. Thanssystem, like the way that you make more money at Monday, as you do xynz reallywell, that gets you a promotion which sounds like a get higer Bo, ain, BuaHihot like what r the top two or three things that wo use to evaluate thepromotion stuff. So we did just put in this careerpathing middle of last year, because I think it was a bit missing. People didn't know wherethey go next, so I think the top two or three things we're looking forpredominantly w would be the qualitative stuff that we care about,which is the impact on the team right, the cultural kind of behavoral aspectsand the sale skillin process. That stuff is measured all the time we don'tjust care if you're, crushing it or even if you're, not crushing it. Welook at those things waited between the to, on the other side, we're lookingfor someone that can do a hundred and fifteen percent over six months fordeliver a hundred percent across four out of six months right. So like we're.Looking at that pitability consistency to hit that quota and really likewithin these levels- I guess they are, if you can master your current leveland show some level proficiency in the...

...next one, then Y, your due for thepromotion at the majorcycle so start of the year remanger, and the reason thatis is because, if we're not going to promote you inthe failure either right.So you have to at least be able to demonstrate you are achieving at thislevel the next one's going to be not poty, O not not impossible. For you,it's going to be hard, but you can demonstrate it. We move them up andthat just happened literally. We implemented that middle of last year.We just did the promotions. They went really well Q, one of this year andobviously we'll have another one after age, one in Q, three will another cycle.We also did a half step on the bonus so evil. The bonus plan is for twothousand and twenty two wo Thond Ad Twenty one. Our we did do a half stepto say if your bonus was going to be PLU's, say up to two months, we'll doone month because of the performance for last year, and then we cut it upbased on production. You know allocated it based on those that were during themost way and it went over really really well. People were excited that thecareer path got validated even if they themselves didn't get promoted, but Ithink I did twenty three promotions. It's not bad yeah. Twenty three peoplehad some some sort of movement. How are you guys, based in a headquarters inthe city, cranditionally Nono right now? It is very like it's an office culture and it's a goodone. It's a very kind of transparent, fun, caring environment.We got lots of televisions all over the place like lots like too many buth dataall on them, so that everybody knows what they need to know. And if youdon't understand it, you can get information on how to read thisspecific charty. But our goals are all around us all the time and I think it'.It's really really important and when somebody closes something the screen,kind of blackens and there's a celebration and the confenty goes, andso every single engagement is pretty much celebrated and we all tem. So whatare you doing? Thow Liki'm sure evero nobody's going back to the office yeahR and like Syndy, they have in Israel, they have New York, we have not. We didopen it up, but it's optional. We didn't launch our San Francisco officejust yet that we built seam right before covedent, so we will go to a bit of a more flex than we werebefore, meaning we used to pretty much be just an office culturewe're,probably moving more to a three three days in the office two days. You knowyou loo, you know you can decide if you want to be home, oin the office. So Ithink the company is showing that we were highly affected at home. We didn'tmiss a beat. I mean I til hired seventy people last year, just like Iplan to we didn't change anything we use Monday forverything. So we reallydidn't miss anything. But...

...yeah I mean it's been harder as far asthe celebration stuff go, we still do all of our standups. We still do all ofour notifications. There's flack channel on one deals. Those things getposted and you'll see people putting up the emogesand writing something Nice on our Gong deals are larger deals. You'll stillsee a nice right up and is a video of the person talking about the deal andyou'll see lots of love. Come you know all from all over the company on thosedeals so yeah I mean we're still making at work from our meetings and at justnormal recognition, normal normal efforts. Just from like your owfrustration, O e super intebecause. I think that outreach is very similar toy'all, like one of our competitive advantages is our culture. I thinkwe've done a good job, bof, maintaining that in the remote environment. Maybewe could have done better, maybe God I don't know, but like what' Youre, likebiggest frustration right now, something that you can't wecreate outof the office that you just loved in the offices or something it'sit is justthe human connection. Right like it's again when you have a very lovingfamily, orented group, it is hard to recreate that over a zoom. I Miss You W.do you want to go for a walk and talk about something when gramma coffee? IMiss Learning something because I just heard somebody ask your o question.Somebody answer it like you can't you can't schedule that we try to schedulelike we have. You know, sales, questions, channels and office hoursand things you miss that moment and I think a lot of really good ideas happenwhen you leave a meeting and you're walking to you know shoulder to shoulder withsomebody and you're saying like it's really interesting but like what, if wetried this all of a sudden you're at the coffee machine and you start totall in the direction that that doesn't exist anymore right. So I think thatwe're as productive as we were but lessUFFICIENT, and I think I think we miss that componement. Everybody reallymisses each other they're doing some outdoor events and some things whortheyr trying to get their teams together and do things we send swagboxes. All the time the company is really kind to people, it does a lotfor them, but you have the company doing things for individuals for thefamilies forthe, and then you even have the teams those little microteams, butI shifte around byt these teams, the Gong Gang and the wrecking crew and allthey'r doing their own things for their team and so therthey try to give thelove and the connection that we miss in the office. That's what frustrates me,because I have people that have joined a wonderful organization that they'venever even met anybody, yet they have not even seen the office, which is areally great place to work. I show them...

...through videos. This is really this iswho we are Lateo. This is what we got. It's amazing Yowave, a lot of startups teisin to ourpodcast, a lot of are trying to figure out that GIN to market function. Ifthey wanted to pink your brain. A little bit about this, that regulor pay versus Berry will pay fixpayversufr how Wan some e Getin get old. The Ma on Linton draw me aconnection O' and with a note, because if you just draw me Cornectialy piallthe Exat, if yo just dropme an not with the connection, then you know I'll,accept, Ed and and then Linkon Messengers. Fine, but that's the easiest way all right. So I don't know what youthought. I thought that was an amazing conversation. I hope you did to Jamasonyou didn't how anything back did you Youar was awesome, all right cool inwhy we really appreciate you taking some time. If you all want to check outJameson again Pook thim up on link dad he's right there, you can go toMondaycom and figure out how they do all of the stuff that they do is also.Maybe you can test and sathose teams prowess by selecting to do with Demo. Idon't know if you don' AE that right. We don't need any more leaves Mark Yeah, so lien hop you guys, O theconversation will catch you next time on the sale to Gatthe. This was another episode of the SalesEngagement podcast 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 out reached Lio. Theleading sales engagement platform see you on the next episode.

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