The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 1 year ago

How to Implement a Proper Tech Stack

ABOUT THIS EPISODE

For so many sales professionals, it’s getting harder and harder to hit quota these days. The buying journey has changed, things have moved entirely online, and it’s getting more and more challenging to hit those quotas.

How do you continue to make the calls and the connections without drastically growing your sales team?

So many organizations simply throw headcount at the problem, rather than stepping back and taking a hard look at what they could be doing to increase efficiency without drastically increasing headcount.


The answer is a properly implemented tech stack.


On this episode of The Sales Engagement podcast, we talk with Jason Ring. Jason is the Global Head of Sales for Emerging Companies at Global Shares, and was kind enough to talk with us all about:

  • The power of the SDR
  • How to get started implementing a proper tech stack
  • Getting the budget to implement your tech stack to increase efficiency
  • Things to avoid when building out your tech stack

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

Welcome to the sales engagement 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 in record time after virtual events and turns them into revenue. You can also see how outreach runs account based plays, manages reps and so much more using their own sales engagement platform. Everything is backed by data pulled from outreach processes and customer base. When you're done, you'll be able to do it as good as they do. Had to outreach Doo on outreach to see what they have going on. Now let's get into today's episode. Hello everyone, and welcome to the sales engagement podcasts. I'm Ro Pachesta, your host and current employee here at outreach dot io, and it seems like the old default, certainly before the pandemic, was if you wanted to scale your business, you hired more people and then you figure it out. However, as revenue efficiency becomes ever more important, it's clear that business and leaders need to scale with talk and process and not just their head count. To Talk About Matt I'm joined today by Jason Ring, Global Head of sales for emerging companies. That global shares, the market leader in providing both STASS and enterprise greade software solutions to both private and public companies. The help and drive effective cat table, share plan admin and employee ownership strategies and over a hundred countries worldwide. Jason has an impressive background. is both a seller and a leader and he's a cofounder of the Irish chapter revenue collective. Very busy man that, Jason. It's lovely to chat with me to day. How are you? I am fantastic and I think your sales pitch of global shares is better than me. So don't see my job anytime soon. I hope there's nobody globe shares watching this. I'm living here. I did it justice. But while we're talking about it, for those who may not be familiar, and I gave the the sales pitch on it. But you share a bit more about your role at global shared what y'all do and yeah, what a yeah, of course. Oh, what do I do all day for? You don't know that. There's the work answer and then there's what I really do. Play playstation from so yeah, I think you can you touch on a bit of it. They're so there's two kind of to to prompt attack on mackrobechers do. So global cheers have been around fifty years. It's all around employee ownership. So a big part of what we do is we help companies that have equity structures and share plans to effectively manage those share plans further shareholders, investors, employees, and we do that for at the enterprise level, for the biggest public and private by pure companies, and we do that for them in multiple languages and currencies, jurisdictions globally. So we've got offices in the US. Obviously it's a big market for us, Europe, Japan, so, Korea, Middle East, China. So we're a truly they're the...

...global shares. It is a true global company and I think it we just announced yesterday, was it, our five hundred employee and I think we've got them across twenty seven nationalities. I think something like that. So really very cool noble global thing. Where I was, where I entered to the fall back in two thousand and nineteen, was to build the SASS private company offering, which you kind of touched on in the intro and that is very much geared towards the startups, the scale ups, the CO founders, founders, high grow companies. So I spend a lot of my day talking to founders. I got startups, investors, law firms, entrepreneurs, even the odd employee and these companies who want to figure out about their equity and shares. Yeah, so quite by raging. Our conversations tend to go on a lot of different ways, but it's all around managing your equity and your your share plans and your company ownership. Gotcha, and I know you mentioned you've been there for a little over two years, but the company has been around for fifteen. I imagine joining a pretty mature company and then building out something new and that was an interesting ride. Like what was that journey like when you join ya? It's a good question. So I think I've, like Brice, was pride to my global sharers. Roll I have would have come from companies that were high gross UNICORNS and themselves, and ice was building something from the ground up and it being kind of the only thing we did. So what was interesting about the role and global shows was you're building something new in a really well established company already and what we're building is quite new because it's a SASS offering to a different segment of the market. It's a new product, new target audience, and also the way we sell it is very, very different, which is probably part of what we talked about today. Is this one hundred percent building a SASS business from the ground up. So quite quite interesting. I think if you look at the big challenges or kind of things I've taken from the first two years is looking at the tools that exist in the business today, looking at how we market today, looking at how we sell, looking at in what regions we sell and then analyzing, like what can we take from the existing text, act and approach and drop in, and then what need to what, you know, what we need to, you know, say no to and cross off very, very quickly business just not a fit. And then what other tools do we need? So, you know, one of the things I do the revenue collective is I speak to lots and lots of people. So Tom Tom, you know, who's an outreach in the UK's big fan and not like anything. But I spent a lot of time analyzing, you know, what the text that needs to look like? What are the trends and implementing that, and that takes a lot of time, even without reach, as I mentioned, your broken or just about to implement outreach, which is exciting, but again understanding how that fits into an str team and an inside sales team that didn't exist before. How does that plug into tools like are call and Linkedin, sales navigator and refract or gone, you know, all these tools and none of these existed. Prayer to so was when I joined, which is all new.

So it takes with the time. I love to have everything in straightaway, but common sense means that you have to prove that you're educated enough to get a return on investment of tools so that you can get the ability to go on to the next one. So that's been pretty a big part of the first, you know, two years is building that process from scratch, implementing all these new text acts and everything needs to talk to each other. Like I'm a big, big believer on workflows and sequences and streams and APO integrations and doing a little time spent on implementation and on boarding as possible. So big thing for the lakes of outreach or are call was, you know, how does that plug into the tools I have today? How does it plug into our curm? Because, you know, if I'm buying a tool to save me time, it should save me time. so that's the premise, you know. Yeah, yeah, and I think it's so often we talked about like hey, how can we get more done? If I think about SCR ors, there's always an emphasis on like okay, like how can we get more out, but get more done and less time? But you really think, you think that's the right mindset. I'm just like more I think it's you know, I like I'm a big advocate of like there was so many of these linkedin groups like str defenders and I don't know if you see them, and which I'm a massive advocate for, an I speak to so many great people are really big advocates of vest yours and stuff, and I think, you know, I've worked in organizations that really get it and I've worked in organizations that really don't get the value vest yours and I think it comes down to the metrics of what they expect from inside sales or strs. I think when I spoke to you originally, like one of the things I said to you is I don't necessarily believe the right metric is how many calls. kind of str may because if I you know, if I tell someone to make a hundred calls, they make ninety nine or a hundred or a hundred one. But if I ask about the quality of the output, can you have five good conversations every day? And can you have five good conversations where the inside sales rapper account executive creates two opportunities? And the target in the month is not the number of calls, it's the pipeline creation and qualified leads two very, very different things. At time spent on a call and the quality are are very, very different, which is where the other parts of the text that fit in, which is why you have things like are call or gone or a fact that these tools, because you want to analyze the quality, not the quantity. And I think if you get hung on the quantity, then what you'll end up doing is just expecting an str to do more and more and more and more and more. Hey, you only made this amount. The cause and sent this month the emails. Has No direct correlation to performance. Like, obviously, if they do. If they do, no work right, let me go. Like if they do know work there's going to be no results. But there's doing no work and then there's doing work the right way and measuring it, you know, in the right way. Like a lot of people, you know, still like to analyze so many cards we made. It's something that I can look at if I need to. Don't get me wrong, you know, I can flag if nobody's making any calls, but I'm more interested in the quality and the output of those cards and I think if you do that then you don't get hung up on the you know what we were speaking with last time about the...

...sales capacity piece, or need to get more so I'm going to hire five more people. Read you don't need to hire five more people, just get more out of his team. You have totally and I remember, like when I was an str back in the day and then an fr manager without outreach because I did not have it. But more I came to work here. That was the movie. You just say, well, if he didn't hit your number, like double your calls, double the amount of people that she email. But you're right. Nowadays, like the text act is so sophisticated and the role is so advanced that we really can dig into our data and like your very specific feedback. But all of that comes back to like where the heck do you start with a text like there's so many things that you could look at, like how this is a very broad question when it comes to building a text act. Like we're where do you start? I think where are you first started? Wise, like one of the first jobs I had when I came in was identifying the time the Sam so targets totally rest of the market. Your service been dressed market, and that's the first thing you need to do. Like where you going to sell whatever your building and does the product fit the market, and how much of the market does it fish and who your competitors? And then you kind of come to some sort of a number. Great, obviously, you go through and and that's the number we're going to go after. You're like, okay, how we going to go after that? Total address with the market and like on this side of the business it's a high volume, low contract. It's a SASS product, so it's very much volume driven. We've a very big Tam right and it's land grab. It's like, you know, get out there, get in front of these customers, be vocal, but have a bit of savvinus about a personalization which we all talk about, which is huge, and also the omnichannel approach, like not just being on one platform. Not Everybody's on Linkedin, not everybody's on twitter or on Instagram, and you get things like content syndication and your partnerships in your filiation programs. So there's a lot of different things to build out. But I think to your point, the text APP cree built on like where am I going to actually go with it? And then what tools do I need? So we have tools like deal room or pitch book or lead Iq, these kind of tools to help us with our contact details on the hard market, like we don't use things like zoom or DMB because there are no use to us because they're very big relevant on, you know, public companies and that kind of thing we're looking for. We're looking for a completely different market segment. So then they need to find okay, what what's the data that backs up that time and how can you know? How can we get in front of those people? And they want to do that, then you have an idea. Well, how am I going to manage that process and how many people are you know, are relatively speaking, the head count am I going to put in place initially to facilitate that time? And then what am I going to give those people to do that? And this is where a lot of people get kind of caught up, is that they think, okay, found the address the market, I've kind of got an idea who I'm going to go after. I'm just going to hire ten people and off they go. And I think when I spoke to you the last date, the thing I said was in a lot of places I've work before it's the hiring the person is not the end product. That is just okay, you've hired the person. What tools are you're going...

...to give them to? No, execute. Right, there two different things and for me that's the other tools you bring in, like your linkedin sales, now your outreacher, are call your refract Dardan kind of more the execution tools. So you've kind of got, you know, identify the market, identify the foundation, bringing the people and help them execute. But at all the times when I was doing that, I wanted to make sure all of the text AC integrated and I followed a logical sequence. And also not just for me, like I report to the MD and the CEO if they want to get a report any given day. I want to have confidence that I can just get that report, that I understand the output and that they understand the oput and that everything is very, very clear and transparent. And I had that philosophy long before the pandemic. His you know, I looked at you tools like you, the Gong and refract and air call and these tools, because it's best practice, not because there was a remotion work, workload and all that a neating, but it just happened that during the pandemic, like my team was so productive. Everybody, you know, I hired fourteen people on this team, joined the pandemic. Everybody was very, very transparent and how they were working. Everybody understood their jobs and I had never met, I still haven't meant, most of these people. We do. Yeah, it probably to everybody. And what I think that's like? All those things are really important and that takes a long time and I don't think you'll ever be finished. I think it's always evolving. That that's a big piece for sure, and I think, like what you're getting at is that, like the stack itself is so crucial and you can't just have independent tools of like a piecemeal thing, like, okay, we needed this ser tow reps. go learn. Yeah, and that brings me the like when you're building a business case like you building. You hired fourteen people, building a team from scratch. How do you go about building a business case that says, HEYC rrow, not only I want one tool, but I need these ten and I needed the work together and I need budget for that in the next several quarters? I think because we're building it from the growned up, we've already, you know, looked on the data that we have to analyze, like where our bottlenecks. So I think data drives decisions. Is kind of what my metric, you know, there's only my mantra that that's a big thing. So I don't just kind of get all emotion goal when my team. Are you doing this, this, this, because I don't know. It's like we've analyzed the first six months of the date in the C R N and this year we can see that the lead time is maybe slower or Lord and we wanted. The conversion rates are not as high as we wanted. We drill into it. Why is that the case? We look at lead conversions. We look at the number of touches. So, like I had a stat at the start of this year which really drove the business case for for outreach. And what it was was we implemented a one of the SDR teams brand new day, came in and everything that they were doing was was manual. They had the tools but they weren't in a, you know, a logical kind of workflow or in one platform. And I knew that...

I was taken up a lot of manual time. So if someone asks, well, why are we not creating? Is Enough pipeline or how could we create more pipeline, you everybody always wants to create more pipeline. You will never have anyone. I've never sat in a meeting more the like yeah, we've got a no, we're good. No more pipeline. Like it. You know that always happens. So for me then it was like okay, well, like what tools are out there that help us scale or ramp up and our outreach or open prospecting, but isn't a significant impact from an ftee headcount? And I was like, well, there's lots of too out to the help plug all the gaps. So we sat down, we analyzed the and like this that I had was in Queed. This year my str team had conducted twenty seven thousand and one, so twenty four thousand and one manual touches for sequences. So this is them going into the crm twenty sevenzero times, adding in their calls, their emails, their activity, and that was a start I could pull from the crm because they were, to be fair to them, they're such a good team they're actually taken the time to go in and do it. So now my business cases. Well, okay, we can now alleviate that twenty sevenzero tasks and off Loa that somewhere else so that they're spending their time just prospecting and ultimately, you know, we go back to what we were talking about earlier. If you give them the tools, they can go and do the job. So I might thing was, well, we don't need any more people. Well, I don't need another five or ten SDRs to get the pipeline creation or bringing that. I just need to make the people that are they're more efficient than that was the business case, and they pulling a stat like that and just having that in your back pocket where they can even go and read this themselves. They can go and look at the data. That just alleviates any like you know. Well, I don't really get what you're saying or I don't believe what you're saying or how you're going to back that up. Just have the data or ready to go. And to that point, I mean excellent to have data. A hundred percent agree that that is with drive decisions. But say you're super early stage and like you don't even have an SDR team. Do you think it's possible to make a case beforehand of like, I don't have the data yet, but I'm pretty sure that if we did, yeah, this would be in trouble. Oh yeah, that's so like, you know, if you see like. So, go on to the RIVENU cleft it, for example. Lots of companies and lots of people are to join the revenue collective. Are just starting out right and the first thing they're looking for is they want to talk to other people in a similar industry to understand what's going to come down the line. Okay, your cro you've just walked in. You're the first time cro what's the first fifteen challenges you're going to get? You're in the fintext base. You sell a SASS product. It's a high volume no contract. What are the kind of things you need to be aware of and getting that from other people in your industry, getting their business cases, like how have you built the business case on absolutely no data? Like when I joined here, we had no product. There was there was a it was a new product. And Yeah, you're putting things in place, but I think like I have a really good relationship, I think, with the CEO. I hope, hopefully, after this call, stays the same and I think there's obviously that trust factor on. Like you're brought into a job and you have to be able to be left to do that job. And one of the things that I probably worked in my favor. Wise, I...

...try to save the company money by having, as you know, tools that don't cost a hundred thousand dollars sitting there doing nothing for us. So in my first month I actually sat there and said, we can get rid of these two is that cost us x every year and all I want to bring in our tools that cost a tent to that price, and this is why. So it was actually cost saving, not an expenditure. I think that breeds a okay, this is someone that's trying to look at the business in the right way. They're trying to improve processes but actually do it in a cost effective way, and I think that obviously helps the people in finance to buy into it helps obviously the people are ultimately sit on the board way into it it because you're not asking for more, you're actually saying will give me less, but I get to choose and position how I use that. And I think if you do need data in because you're automatically just talking about changing maybe what's there already or ultimately comparing best practices, which repairs for sure. And I think what I'm hearing, it seems to be the theme, is just the intentionality of like picking things that are going to be right for your business in your team and not necessarily what's hot just because everybody else has it. But, like you said, like if your team is not using something, feeling comfortable to say, I know other floats are using this, but we are not, so let's let's been also you can kind of using it. Yeah, I think like ultimately you have to is a fine balance then as well, between having too many tools that conflict and actually overload someone. So I think I I'm very conscious of I only will implement something that has a clear you know, fits into the segment and is actually going to be a driver rather than a blocker. And I think the other thing is like absolutely you know, I get messages all the time about a million tools. If I spend all my day just because, oh well, Jason, you know, every other sales leader out there can increase their str efficiency or revenue by five hundred percent by implementing my tool, I'd get no work done. Because everybody claims that they can transform the world. But I know where my team's gaps are and I know what I need and that's really what I need to focus on, not, you know, not what's being pitched on linkedin every two seconds everywhere, or because you get nothing done. It's true. So I guess that brings me to like when you're thinking about if we put this the other things to avoid, would you say that, like things that don't talk to each other, would be a big like your biggest know now, or what would be your Selos? Yeah, I would see, you know, like one of the things that, like, I think you know, I love about this job in particulars like I work very closely with the product team, the marketing teams and obviously I have my own teams customer success, and the big thing is, you know, allowing them to get insight into how we work, and that comes true to text act. So like I work very closely with the SALESOPS team here who built all of the CRM and the've done a great job and that. But I need to kind of bring them on the journey at we're trained to do as well, and they're telling us what we can and can't do and how it integrates with hub spot and Microsoft dynamics and all these things, and that's a big piece, because breaking down those silos at a technology level also breaks down the silos at a...

...decisionmaking and cultural level as well. And if you kind of have all well marketing are using hub spot and the SALESOP team are using dynamics and in the inside sales reps are using this tool and then the stars using this too, then nobody's making like the same kind of tunnel the decision for the right reason and you actually spend more time explaining what you're doing then less time. So I think breaking down those silos at a tech level also does that add a team and cultural level as a yeah, yeah, so I think the takeaways that I'm hearing are, you know, be super intentional with your text act and the outcome, focused right now just the volume, and that when it comes to building a business case, it's not just within your one department, because we all were cross functionally. So you got to make its yeah, everybody, everyone in sales, think they're our most important person but you have to be runny, mindful of the fact that you're not, and a lot of the time there's lots of functions behind you that kind of get you to your goal. And they have to be involved in any tech decision that you make and be involved in the accountability of the outcome of it as well, which is equally important. Yeah, yeah, okay, last question for you. One last piece of advice for folks if they're thinking about building a text act like one last takeaway. Where should they begin to think about? I know, go to reach over each are really get our reach and not I'm not scripted, I'm frogmen. The Not scared. No, I think I think the best the best piece of advice I can give is no advoice is really analyze the markets. That you're in and talked to peers and understand where your costomers are going to buy. Speak to a lot of people that have bought a lot of tools that have got no use out of it because it just doesn't fit into their either the product market, fish or where where they're boy, your personas are, so I think you kind of need to make your text act decisions based on that rather than emotion or reputation. Of all. Well, the company down the road has that too, it, so I'm going to buy it as well. I think that's the wrong thing to do. So always buy your text act with the intention of how you're going to acquire your customers or routine your existing customers. Solid advice. Well, thank you, Jason. I have learned a lot. Folks. If you want to talk about life or implementing a text act or whatever, Jason Work and they find you linkedin. I I kind of live on it most of the time. My wife gives out to me pills, a bunny, finished work, a Guant to linkedin and and but yeah, like, if anyone wants to reach out to me, I won't give my email air because I get spammed. But Anyway, Linkedin is the best place to find me and we can go from there and have a good chat from there. Yeah, awesome, all right. Well, Jason Ring from global share talking about text DEC implementation. Thank you so much for joining us today and everybody's listening. Have a wonderful rest of your day. Thanks, broken thanks everybody. This was another episode of the sales engagement podcast. To help this get in front of more eyes and ears, please leave us a shining five star review.

Join US at sales engagementcom for new episodes. Resources in the book on sales engagement to get the most out of your sales engagement strategy, make sure to check out outreach. That ioh, the leading sales engagement platform. See you on the next episode.

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