The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 9 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, 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, a Highgro startups and fortune, five hundred companies and are very specialguests or none other than Guy Raz the podcaster and author of how Ibuilt this and carry lawns, the first female fighter pilot in the US Navy. Come Save Your seat for this high energy online event at only stock outreach. That I oh. Now let's get into it. Welcome to the salesengagement a podcast. This podcast is brought you by outreach, the leading salesengagement platform, and they just launched outreach on outreach, the place to learnhow outreach. Well does outreach? Learn how the team follows up with everylead in record time after virtual events and turns them into revenue. You canalso see how outreach runs account based plays, manages reps and so much more usingtheir own sales engagement platform. Everything is backed by data pulled from outreachprocesses and customer base. When you're done, you'll be able to do it asgood as they do. Head to outreach, Doo on outreach to seewhat they have going on. Now let's get into today's episode. Hey,everybody, welcome to the sales engagement podcasts. Mark Possible on, the VP ofsales for our reach. This is my first podcast to host a probablya year. Some super pump to meet with my man Jamison Powell, who'sa VP of sales at Mondaycom what's up, Jamison? Are you doing? Mark? Good, Hey, this is never happened to me. I probablydon't like seven of these. Man, we just had this killer conversation thatwe happen to record that we're going to go back in time. We bothagree we should make it the podcast. You're down for this right, I'mdown. Let's go back. So, if you guys ever wanted to bea fly in the wall up to fast growing, stass start up sales leadersjust like talking and not even thinking about being recording, or according to Pokat, you're about to get as so this is like the real deal and reallyappreciated your Lett us do that Jameson. I was measuring my conversation. Ireally enjoyed it. Cool. Why? Hope Y'all enjoy this conversation that's comingup. It's real raw and fun and you know, listen, we'll catchon the end and to to say goodbye. Hey, Jamison, what's going on, Musch man, how you doing good? Yeah, yeah, youwell, I'm doing real good. Man. Got To talk to you and doa little podcast singing with Jugor here. Are you ready? We do inthe podcast hours? This the planning part. Well, I'll tell you, man, unprepared for podcast are the that's Oh, man, it's asetup. Well, I listen, I'm...

...happy to do a prep session.Let me tell you what I do and then you can tell me if youwant to do or not, either ways, about better here, how to introduceyou, and then we decide one area where you feel like you reallycan, you know, sound super smart opinion, maybe little controversy, andI will will formulate an initial question. I'll ask you that question and literallyyou'll just see me and all I do is I listen and as you talk, I get curious and I'll write down other questions and I just ask youquestions. To get pretty deep. So the I think, is, ifyou want to do now, pick something that you can talk intelligently about fortwenty minutes or because I'm going to, I just keep picking it. Stuffthat you say look like what would be interesting to you? What's on yourmind that you've been itching to, I don't know, and cover or youthink as a good topic that your audience is always after. I found themore tactical, the better it's receiving. So help me understand, like whereyou where your area of expertise as like, are you a prospector or closer andops guy, like, where would you put your carry? Re putmyself in strategy, to be honest. Now, strategy, okay, probablymore than tactics, but I'm pretty good at the tactical plays. You needthose to lead up to the strategy in general. But I don't know,I look at I look at everything like a big chess board, right andall the all the moves are important. They lead up to the big winand I'm really good at figuring out how to use a runway, how tothen optimize the runaway mode lawn. Put up some lights, pave it right, put down some stripes and get get it completely optimized, build new runways. We've got a lot of interesting things that happen at Monday. I mean, for one, where a hundred percent inbounds, right, so that's prettyunique. Yeah, yeah, there's a lot that goes into that. It'snot that we don't obviously engage in work, a lot of abound effort, butit's too it's two inbounds and we are doing some things around planning toattempt funding route to market on on outbound. So there's going to be some somethings that we we work on soon. I think it's also interesting about Mondayis these are the like I'm going through the reasons why I joined asI was like thinking, wow, this place is really neat. We're ahundred percent flat colors facture. We No, no, commission. was because it'sall about light, yes, and no, it's actually not because ofthat. It's because you have an entire organization that's a line to the samegoal. Right. So there's no sales president's Club, there's no commission.We're no better or worse than product or R and D or marketing. We'rejust a different discipline, a different effort, but the entire company is aligned tobuilding the company right rather than sales...

...a line to build their bank account. So there is no stepping on each other and there is no pushing theprospect right. It's a very consultative approach to make sure we obviously try toget them on our enterprise plan and we try to get them for as manyseats as possible, but it's not that typical sales routine. What do youmeasure? We still measure on everything you've measure around sales. We still doforecasting. I waited forecast. I've got committed forecast, which is a truevalue of everything they commit. I've got activities, I've got conversion rates,I've got all the normal stuff you would run the business on. I stilldo performance management plans. You know, people go on. You know verbalwarnings, written warnings, plans, departures. We have promotion cycles based on qualitativeand quantitative stuff. So the quantitative, obviously, is the quotas and achievementsand the qualitative would be things that matter to us like culture and internalimpact and sales 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 thatwill always work as hard as possible to win regardless. As long as we'repaid fairly, we're good. It's not about reaching for those accelerators and theextra stuff. Right, as long as there's kind of a path and rewardand recognition will be so no variable cup at all. Now we did actuallyjust release a bonus plan for two thousand and twenty one, which will beawarded in two thousand and twenty two, which is small but fair. It'sagain the entire company is on a bonus plan. So again we're not doinganything that's different, but it is another element. Now we have a higherote than we did once before and it allows us to Sil reward folks andwe do it, you know, on a sliding scale based on production,but it allows us to add a bit of that component without losing who weare all right around this commission play. But that has a lot of Imean there's a lot of pros to that. You've never seen a more beautiful cultureas far as I'm concerned. I think lots of companies have great cultures. I would go toe to toe with anybody. We've got the most supportive, collaborative culture to our guys go into a hundred hundred and fifty two hundredpercent, but not without lifting others with them, you know, come alongfor the ride and lots of teaming up on deals to make sure that thecustomer gets exactly what they're hoping for. A whole lot of support and that'sreally, really good. We feel that all the way through to even inour support. They love the buying journey, they love the way we support thecustomer, the way we've on boarded them. If have an issue toreach out. They just love everybody on Monday because everywhere Monday's connected to everybodymoney. So I think that's kind of unique, very unique. Actually.I have a mentor who worked at Floral...

Sun who works at all site.He leads all of their sales team and they four years ago and he wentthere three or four years ago. They are on the same thing the commissionsand it broke get some point. Like they like, they couldn't hire thetalent needed to get the really big deals because those raps were making so muchmore money other places on variable plans and they just couldn't camp them at afixed rate in a way that would attract the talent that help them when areyou got me? And you guys aren't quite as big as that. Theythat was probably they are probably around three or fourzero employees, two or threethousand employees, and they were public and then, I guess. So yeah, I can see that. I think that's actually an interesting argument because Ithink they're right in a certain way. You're not going to get the absoluteheavy hitters. We're not too far away from like a standard ot right.So we're not we're not too far away from something you could see in themarket and we've created a career path that actually has an accelerated path to senior. So there's there's actually several nice fast jumps until you're a senior that slowsdown 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 sellingperson. However, we might have that person after two or three years.Does that make sense? Like they might end up becoming that as a seniorstrategic right associate, a advanced senior senior, advanced strategic senior strategic. They mightgrow those ranks and earn something similar. But then we have consistency, predictabilitya lot of knowledge rather than finding them. But I can understand theirargument. It does make it difficult. But those those folks also will rubthe culture differently. Right. Those folks are in it to actually chase thatmoney. is nothing wrong with it, it's just not. It's not whatwe've built. And those folks we kind of start to rub and create frictionacross this teaming aspect around building the entire business to a billion in our rightversus. I hit my quote of million or two million and I took homesto cash. It says, since we don't like you got this line ofwhat to pay in budget for, in plan, for x amount of productivityper dollar compensation. Right. So't just make them that easy to us saythat we're going to pay out a hundred thousand dollars on a million dollars ofproduction. So the way that a typical sales or thinks about that is I'mgoing to overpay for my overperformers and I'm...

...going to pay for that by savingmoney on under performers that aren't its valuable. You know, they might average outto the same, but that also makes it easier for me to turnand get rid of the underperformers so that I can maybe start to bring inmore top performers. Do you see any issues that we probab should be recordingthe podcast right now. But like you lose that subsidy program like will you, you reverse the subsidy program and you say, listen, I'm not goingto pay my top performers at best so that I can pay my bottom performersto more. That seems a little count intuitive. Most probably why the bonusplan is now enabled, because the bonus plan is really the only part ofa plan that has the flex right based on production, where we can leaninto that. However, you're bringing up a point around turning out employees.That means we're not hiring very well. We haven't done a good job andenabling in anyway. We don't really know our sweet spot. I think thatif you do that right and you create the career pathing for people to haveaggressive but achievable quotas, demonstrate consistency product building up right into their next promotionwhere they're taking on more quota, it starts to work out very, verywell. You know, we are looking at revenue right account. We aremanaging that, but we also have like super aggressive goals and we're able toachieve them through this teaming aspect. So it's we're not about the say.I mean you've been there with these, the sales culture, the real likeboiler room sales culture, like the the crushers, the fire's a good example, the folks that are really good for the culture when they're not one,when they're number one, then the minute their number two they're like that wasa blue bird, that person got lucky, that was a channel deal. Thattoxicity right. It's like it's crazy. And we don't have the distraction ofa new complaint every year because you get it wrong. So, Hey, we're at we're at sales kick off and here's the new complaint. Let'sforgot to beat it, and then a new one. And every month they'relooking at, oh I might earn this, Oh they got this one wrong.They miss the accelerator. I sent it back. Okay, get Igot paid right, I didn't. I'm none of those distractions. I'd saywhat else I have? I can be talked about tactics before. I canswitch on a dime any I can change segmentation, I can change territories,I can switch teams. I can do anything's no financial impact on anybody andthey're all aligned to the big goal. And that big goal means like yeah, let's do it. You want to put me on that team? Youwon't. You want me to run this project? Want me to do somethingdifferent? You want to, I can move things around. Mid Market segmentation. You're going to breach into enterprise the next two months because the lead flowslow there and in mid market and the lead fast. Healthy and enterprise toyou guys are going to grab some of those for now so that we canat least hit them in the thirty day cycle. Whether war, mistring cando anything. There's no limitation to odd John or Stephan's be so upset whenI cut up their territory and the optoridition policy. Yeah, yeah, what'syour whole period? And then, yeah,...

...like, okay, we're cutting uplong island, this on Suffolk. Which one do I get? Youknow, I can I choose. I've been here longer. It's all thatnonsense goes after. Have you ever experienced like them to situation far beating here? No, never been. I mean, look, it even hit me whenthey when they reached out to talk to you about the role, justlike wait, what, you know, it's flat, and I'm like fora reason right, like what? Why? And then it's like Ah, youknow, Lineman, it's great. And you know, I'll say thatit took so it took. It took me a pause to think about itright, because I think I've had it, you know, just like in mostpeople you've got really great earning gears. You can haveage amounts. You kindof got to think that way. But for me it was even likeit's fair enough. And if I look at the big picture and if Isaid look, if I'm going to be here five to seven and years,even if I look at this like a four year cycle, you're resting period. If I look at it this way, right, and then average out that, and let's say two out of the four years I'm recognized for something, you know, a bonus or a race. Okay, so throw thatand I live at the benefits. Now take all that income and divide upby for what are you earning years? I can live with it. Andthat's that's what got me there. You have ramps. Do I have whatyou have? Break ramps that new hire reams, or do they just startedtheir oats? Though. Yeah, every well, everyone starts at their oats, at everyone starts at their calm right. So whatever I give them, Igive them, but there they will ramp up. We have a really, really good enablement program because we do want people to be successful. Weput them through pretty much thirty day proper, proper on boarding. I mean everythingfrom training Telem us, like they're they're away from the group, they'redoing this on board. We don't see them, you know, they kindof start and I see him in thirty days, right, and they gothrough that cycle and then we put in place some things around continuous enablement anddevelopment so that there's that continuation of taking the foundation and going into well,here's the intermediate stuff that will cover in months two and three and then we'lljump to advanced and then we'll jump to expert level as you come off yoursix month ramp cycle and you're at full quarter. But we also measure likepro pupperly the qualitative and quantitative goals. We score them, we go throughthem, we coach people and you know, we do have some departures, butit's not a lot and the people that we put we've never anybody leave. I'll tell you that much like the people are not leaving. That's nottimely, true, but you get it. Most people are not leaving. Youknow, we have to part it with some for the right reasons,but anybody we put on a plan, for the most part they're now likehundred percenters. Like they we use the plan for a reason, right,is to continue investing in them and give...

...them, you know, final shotsin there on the focus, and we've seen those people really come out ontop, which is phenomenal. So yeah, I think if you hire right andenable right and you have fair quotas and they have a progression where theycan carry a little bit more our cost model, it definitely works for us. Will it in the future? I don't revisit it then, but Ithink that we built a plan at last lease the next three to five yearssuper budget, I mean like there's no variability in call. So it makesit easier on that. That and that's for sure. Is there anything youmiss about the old the old way, the regular way? I look,I don't because of those distractions. I said you before. I remember,you know, somebody closed a large deal and it was ninety percent professional serviceswere in the Sass or what are you doing with the ninety percent millions ofdollars in professional services? So then all of a sudden, you know,it was like celebrated and then comp changed. We are no longer you know.It's like how it's I don't miss any of that noise. I likemoving fast, so I don't I don't need those barriers around the emotional stuffof them. Am I going to get paid on that deal? I haveto split it with someone who started or you're going to change a territory.I don't miss any of it. And I've also been on the side whereit did like a hundred ten percent. I got paid ninety two percent orsomething on my pain and I said for a reason and they said, Ohyeah, they're you. You crushed, like you three, q four,but q one you were like eighty percent. So it's like the burden is carriedwith you forever. I'm like that that was the time of all thestructure, in the set up, in the planning and so that we couldkit, but we got two under tempers by the year. So like thatwas the building face. Yeah, but you carry the gap forever and itlike multiplies and it's like how to be kidding me, like what? Howmotivating is that? I got a lot of our peers would say something likeokay, I get it, and all of us would love to get ridof the headaches you no longer have. But they'd be like, well,you know you'll get the aggressive rep you get that, you get the CSMthat wants to be a closer but doesn't want the risk of variable income inyou training be a salesperson. Who I yeah, tell them to say itto my face, to I look like I'm not a right so like,I mean, but that's the thing. We're sales professionals and you know,there's so what. We've got the humanity and humility aspect to US around constitativeselling and pushing the value. So what doesn't mean we're still not measuring datesand Gates and doing weekly commits and driving something to closure and making sure we'renot wasting our time and telling the prospect holding them accountable right and and documentingthe summary of the conversation so that they know what's gonna Happen next. Itdoesn't mean we don't do that stuff.

It doesn't mean we don't call peopleout. We're just building it for something different, like I said, thisstory is a lot more unique than my financial position over the next three tofour years, which will be fine, but the story of Monday is goingto be quite unique and powerable for what they've created, I'm sure you willwe all do, is the the caricature of the money grub being ultra selfishsales guy that all he cares about is getting the deal done and he'll trasheverybody everything in his or her way to do that. And I mean thosepreconceived notions just don't exist there any they know ever me a salesperson that soldsomething you didn't have. They don't exist it. We don't have that rightbecause again, we there is this care and connection across all departments. That'swhat I said. Like it's we just have a different discipline, it's adifferent specialization to help move the business, just like marketing, just like ourdy, just like products, like everything, and that's unique to us. Butwe care that afterwards it's going to go to an AMCSM, we carethat it's going to go to an onboarding manager, we care that it's goingto someday hit one of our CX members. So there is that consideration. Mostof all, we care that the customer loves us. I mean thatthey that they have their own you know, virality experience of the product in theirown organization, because not only because the product its beautiful and he's used, but because of us. We want them to remember us and lean onus and that we're partner with them. So I think we can still beaggressive without being jerks, you know, like so then I would say thatthe number, that's a huge misconception among many non sales people's that aggressive,money grubbing, super greedy character. Some people have it. Sure most peopledon't have it. You know, I think we're all motivated by success.But so when you remove the money motivation, what becomes the new leading motivator ofthe sales person? Is it just winning? Is it corporate goals?Is it personal pride? What is now the like overarching caricature stereotype? AtMonday, you're hired, come on board, you got it all. That's it. I mean again, it starts with the hiring process, like youhave to find people that are intrinsically motivated just in general, right. That'sa really aggressive goals, and do whatever they can to achieve them without steppingon people. So I think a lot of that is kind of covered inthe iron process. And then I also look for people that have a reallyfast paced because we run quickly here, and people that can really pick upthe product and be be a prod consultant,...

...really have the product knowled. Sothey're not they're not just relationship folks. They're not just like passing it offto an see or whatever. They're taking ownership of that customer success.If we have that, then you'll see this like really nice seed that growsinto our I'm a part of this company with this big vision. I'm alsoa part of like the sales, the touch team, where where the touchteam of sales, because is a no touch engine, right. So weI'm part of the sales of the consultant group on, tied to kind ofthese other groups. And then I have, you know, I'm either an amor an a or I, and then I have these this kind oflike micro team, right, which sometimes jamison switches around and move people,but I got this micro team with so you get there's like all these differentpride fact they did, they their prideful and all these different ways. Theyhave enough going on. They're connected to enough that we see nobody wants letanybody down. They don't want it, you know, their team teammate downif 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 that personis going to work to build the pipes that they can cover them the following. I think it's just that, yeah, they're we've hired the right people thathave this sense of family, community pride, intrinsic motivation. They wantto be a part of this journey. And then we've created all these thingslike the career path, which has these six month promotion cycles up until you'rea senior. Then it's a year where they're fighting for consistency and predictability todeliver across that so they can move up. So I think that. I thinkthat that's what's what's working. So it sounds like in lieu of likea commission, those system you put in place a more promotion, those systemlike the way that you make more money at Monday as you do X,Y and Z really well. That gets you a promotion, which sounds likeget your higher plowing up in, but a higher ot, like one ofthe top two or three things that we use to evaluate the promotion stuff.So we did just put in this career path in middle of last year becauseI think it was a bit missing. People didn't know where they go next. So I think the top two or three things were looking for predominantly wouldbe the qualitative stuff that we care about, which is the impact on the team, right, the cultural kind of behavioral aspects and the sales skill inprocess. That stuff is measured all the time. We don't just care ifyou're crushing it or if you're not crushing it. We look at those thingsweighted between the two. On the other side we're looking for someone that cando a hundred and fifteen percent over six months or deliver a hundred percent acrossfour out of six months, right. So, like we're looking at thatprectability, consistency to hit that quotum and really like within these levels, Iguess they are, if you can master your current level and show some somelevel proficiency in the next one, then...

...you're you're due for the promotion atthe Midg your cycle. So start of the year, midgier. And thereason that is is because it's we're not going to promote you in a failureeither. Right, so you have to at least be able to demonstrate youare achieving at this level. The next one's going to be not in Potton, not not I possible for you. It's going to be hard, butyou can demonstrate it. We move them up and that just happened. Literallywe implemented that middle of last year. We just did the promotions. Theywent really well q one of this year and obviously we'll have another one aftereach one in q three will have another cycle. We also did a halfstep on the bonus. So even though the bonus plan for two thousand andtwenty two, two thousand and twenty one work, we did do a halfstep to say if your bonus was going to be, let's say up totwo months, we'll do one month because of the performance for last year.And then we cut it up based on production, you know, allocated itbased on those that were carrying the most way, and it went over really, really well. People were excited that the career path got validated, evenif they themselves didn't get promoted. But I think I did twenty three promotions. It's not bad. Yeah, twenty three people had some some sort ofmovement. How are you guys based in a headquarters in the city traditionally?I don't know. Yeah, it is very like it's an office culture andit's a good one. It's a very kind of transparent, fun, caringenvironment. We got lots of televisions all over the place, like lots,like too many, with data all on them so that everybody knows what theyneed to know and if you don't understand it, you can get information onhow to read this specific chart. But our goals are all around us allthe time and I think it's it's really, really important. And when somebody closessomething, the screen kind of blackens and there's a celebration and the confettigoes and so every single engagement is pretty much celebrated and we all out ofthem. So what are you doing them? Like? I'm sure everything. Nobody'scoming back to the office yet. Maybe he's right. Yeah, andlike Sydney they have in Israel they have New York. We have not.We did open it up, but it's optional. We didn't launch our SanFrancisco off it's just yet, but we built team right before covid it.So we will go to a bit of a more flex than we were reform, meaning we used to pretty much be just an office culture. We're probablymoving more to a three three days in the office, two days. Youknow, you'll you know, you can decide if you want to be homeor in the office. So I think the company is showing that we werehighly effective at home. We didn't miss a beat. I mean I stillhired seventy people last year just like a plan to we didn't change anything.We use Monday for everything, so we really didn't miss anything. But yeah, I mean it's been harder. As...

...far as the celebration stuff go,we still do all of our stand ups, we still do all of our notifications. There's slack channel on one deals. Those things get posted and you'll seepeople putting up the emojis and writing something Nice on our gone deals orlarger deals. You'll still see a nice right up and there's a video ofthe person talking about the deal and you'll see lots of love come, youknow, all from all over the company on those deals. So yeah,I mean we're still making it work from our meetings and I just normal recognition, normal, normal efforts, just like your own frustration. I've been superinteresting because I got. I think the outreach is very similar to y'all.Like one of our competitive advantages is our culture. I think we've done agood job of maintaining that in the remote environment. Maybe we could have donebetter, maybe not out of that, but like what you're like, biggestfrustration right now something that you can't recreate out of the office that you justloved in the office is or something. It's it is just the human connectionright like it's again, when you have a very loving, family oriented group, it is hard to recreate that over a zoom. I miss the doyou want to go for a walk and talk about something? When I gramma coffee, I miss learning something because I just heard somebody ask your question. Somebody answer, like you can't. You can't schedule that. We tryto schedule like we have sales questions channels and office hours and things. Youmiss that moment and I think a lot of really good ideas happen when youleave a meeting and you're walking to you know, shoulder to shoulder with somebody. You're saying, like it's really interesting, but like what if we tried this? All of a sudden you're at the coffee machine and you sparked tototally new direction. That doesn't exist anymore. Right so I think that we're asproductive as we were but less efficient and I think I think we missthat component. Everybody really misses each other. They they're doing some outdoor events andsome things for the trying to get their teams together and do things.We send swag boxes all the time. The company is really kind to people. It does a lot for them. But you have the company doing thingsfor individuals, for the families, for the and then you even have theteams, those little micro teams that I shift around with, these teams,the gone gang and the wrecking crew and all they're doing their own things fortheir team, and so they try to give the love and the connection thatwe miss in the office. That's what frustrates me, because I have peoplethat have joined a wonderful organization that they've never even met anybody yet and theyhave not even seen the office, which is a really great place to work. I show them through videos this is...

...really this is who we are,like, look, this is what we got. It's amazing. We hada lot of startups that listen to our podcast. A lot of them aretrying to figure out that good the market function. If they wanted to pickyour brain a little bit about this, that regular pay versus variable pay,fixed pay versus. How would some they get a get ALD of me tosome linkedin? Drop me a connection. I'll and with a note, becauseif he's just drawing men, actually will, because I do is just drop youa note with the connection. Then you know I'll accepted and and thenLinkedin messengers. Fine, but that's the easiest way. All right. SoI don't know what you thought. I thought that was an amazing conversation.I hope you did to Jamison. You didn't know anything back. Did youdo your line? I was awesome. All right, cool with why?We really appreciate you taking some time. If y'all want to check out Jamesonagain, took them up on Linkedin. He's right there. You can goto Mondaycom and figure out how they do all of the stuff that they do. is also maybe you can test to sales team's prowess by selecting to doa demo. I don't know. You down that right. We don't needany more leads. Mark, heard say that. So yeah, also,well, hey to listen to. Hope you guys in God the conversation.We'll catch you next time on the sales engage the pot past. This wasanother episode of the sales engagement podcast. To help this get in front ofmore eyes and ears, please leave us a shining five star review. JoinUS at sales engagementcom for new episodes. Resources in the book on sales engagementto get the most out of your sales engagement strategy. Make sure to checkout outreach. That ioh, the leading sales engagement platform. See you onthe next episode.

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