The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 3 months ago

How to Implement a Proper Tech Stack


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, apodcast, this podcast is brought you by outreach, the leading sales engagementplatform and they just launched out reach on our reach the place to learnhow out reach well does out reach, learn how the team follows up withevery lead in record time after virtual events and turns them into revenue. Youcan also see how out rewins account based plays, manages reps and so muchmore using their own sales engagement platform. Everything is backed by datapulled from out reach processes and customer base when you're done you'llbe able to do it as good as they do had to outreach on io son out reach to seewhat they have going on now, let's get into the day's episode hello, everyone and welcome to thesales engage in Podcast, I'm R Acesta your host and current employee here atout reached o Io and it seems like the old default. Certainly before thepandemic was. If you wanted to scale your business, you hired more people,and then you figure it out. However, is revenue? Efficiency becomes ever moreimportant. It's clear that business and leaders need to scale with tach andprocess and not just their head count to talk about that. I'm joined today byJason Ring Lovel head of sales for emerging companies at global shares,the market leader in providing both CASS and enterprise grate softwaresolutions to both private and public companies to help them drive. AffecteCAP table share plan Edmond and Employe Ownerships Tradesies and over a hundredcountries worldwide. Jason has an impressive background, is both a cellarand a leader and the CO founder of the Irish Chapter Revenue Collective, avery busy man that Jason, it's lovely, to chat with me today. How are you I amfantastic and I think your sales pitch of global shares is better than me, sodon't seem a job any time, so I hope there's nobody in Govan shares watchingthis, I'm glad in her. I did a justice awhile we're talking about it for those you may not be familiar. I now I gavethe the sales pitch on it, but you share a bit more about your role andglobal shares. What you all do and yeah what a yeah morback? Oh, what do I doall day? Oh you don't there's the work answer and tendersWhin! I really play play station job so yeah. I think you kind of to touch on abit of it there. So there's kind of two to prom the pack on mock obligers do sogoethes have been our own fifty years, it's all around employee ownership, soa big parent of what we do is we have companies that have equity structuresand share plans to effectively manage those share plans. Further shareholders,investors, employees and we do that for at the end of prise level for thebiggest public and private PR companies, and we do have different in multiplelanguages and currencies jurisdictions globally. So we've got offices in theUS. Obviously is a big market for us: Europe, Japan, so Korea, Middle East,China, so we're truly the the global...

...shares. It is a true global company andI think we just announced yesterday was there a five hundred employee and Ithink we've got them across twenty seven nationalities. I think somethinglike that. So my very oblegate, where I I was where I entered to the fall backin two thousand and nineteen, was to build the SASS privet company, offeringwhich you kind of touched on in the Intro, and that is very much gearedtowards the started up the scale. UPS. The CO founders founders, high growcompanies, so I spent a lot of my day talking to founders. I got startupsinvestors, law firms, entrepreneurs, even the Adempte, and these companieswho want to figure out about their equity and shares yeah. So quite warranconversations tend to go on a lot of different ways, but it's all aroundmanaging your equity and 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's been around for fifteen. I imagine joining a prettymature company and then building out something new, and that was aninteresting ride like what was that journey like when you drawing a supequestion. So I think I've like price was prayed to my gobettes role. I wouldhave come from companies that were high gross unicorns themselves and, Isuppose, building something from the ground up and it being kind of theonything we did. So what was interesting about the role and gobletswas you are building something new in a really well established company alreadyand what we're building is quite new, because it's a SASS offering to adifferent segment of the market. It's a new product, new target audience andalso the way we sell. It is very, very different, which is probably part ofwhat we talk about today. Is this one hundred percent building a SAS businessfrom the ground up? So, quite quite interesting, I think if you look at thebig challenges or kind of things, I've taken from the first two years is looking at the tools that existed thebusines today, looking at how we mark it today, looking at how we selllooking at in what regions we sell and then analyzing like what can we takefrom the existing text, tack and approach and drop in and then want me,you know what do we need to you know say nor to and cross off very veryquickly because it's is not a fit and then what order tunes do we need? Soyou know one of the things I do with the revenue collective is, I speak tolots and lots of people, so Tom Tom, you know who's in no reach in the UK,big family, an not like anything, but I spend a lot of time analizing. You knowwhat the text act needs to look like what are the trends and implementingthat, and that takes a lot of time even without reach, as I mentioned youbroken or just about to implement out reach, which is exciting but againunderstanding how that fits into an SR team and an inside sales them thatdidn't exist before now hold this up plug into tunes like air call andlinked in sins, navigator and refract or Gong. You know all these foods andnone of these existed prayer to expose...

...when I joined, which is all new, so ittakes a bit of time. I love to have everything in straight away, but commonsense means that you have to prove that you're educated enough to get a returnon investment of tools so that you get the ability to go on to the next one.So that's been pretty a big parent to the first. You know two years isbuilding that process from scratch. Implementing all these new tictacks andeverything needs to talk to each other, like I'm, a big big believer on work,floors and sequences and streams and APO integrations and doing as littletime spent on implementation and on boarding as possible, so beating forthe lakes of out reach or air called. Was You know? How does that plug intothe Tuns I have today hold is a plug into our corm, because you know, if I'mbuying it to and to save me time. It should save me time. So that's the thepremise you know yeah yeah and I think so often we talk about like hey. Howcan we get more done? If I think about SCR or there's always an emphasis? I'mlike okay, like how can we get more out but get more done and let in? But youreally think do you think that's the right mind set I'm just like more. Ithink it's you know, and I like I'm a big advocate of like there is so manyof these linkin groups like Sr defenders, and I don't know if you seehim and which I'm a mass I advocate for, and I speak to so many great peoplethat are really big advocates of Avestar and stuff, and I think you knowI've worked in organizations that really get it and I've worked inorganizations that we don't get the value esters and I think it comes on tothe metrics of what they expect from inside sales or as ours. I think when Ispoke to you originally like one of the things I said to you was. I don'tnecessarily believe the right metric is how many calls kind of Sur Ma, becauseif I you know, if I tell someone to make a hundred calls day, make ninetynine or a hundred or a hundred one. But if I ask about the quality of the Opot,can you have five good conversations every day? And can you have five goodconversations where the inside sales rapper account executive, creates twoopportunities and the Tarrega in the Mond is not the number of calls? It's.The piping creation and qualified leads to very, very different things. A timespent on a call and a quality or are very, very different, which is wherethe Oder parents of the text ackit in, which is why you have things like aircall or gone or refract to these tons. Does you want to analyze the quality,not the quantity, and I think, if you get hung on the quantity, then what youend up doing is just expecting an SR to do more and more and more and more andmore hey. You only made dismount the cause and sentio. The emails has nodirect correlation to performance like obviously, if they do, if they do nowork right, let me go look if they do no work, there's going to be no results,but there's doing no work and then there's doing work the right way andmeasuring it. You know in the right way like a lot of people. You know stilllike analyze. How many cards we made it's something that I can look at. If Ineed 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 gods, and Ithink, if you do that, then you don't get hung up on the you know the bout,what we were speaking with last time...

...about the sales capacity piece or Ineed to get more, so I'm going to hire five more people right, you don't needto hire for more people, just get more out of his team. You have totally- andI remember like when I was in Sr back in the day and then a nest year managerwithout our reach, because I did not have it before. I came to work here.That was the movie. You just say. Well, if you didn't hit your number likedouble your calls, double amount of people that she email but you're rightnowadays, like the text, Af is so sophisticated and the role is soadvanced that we really can dig into our data and, like you very specificfeedback, but all of that comes back to like where the heck do you start withthe text like there's so many things that you could look at like how this isa very broad question when it comes in building a text back like where, wheredo you start? I think where are you first Tarte wise, like one of the firstjobs all had when he came in, was identifying the Tim, the Sam, so targit, totally us or the market,your service, man dress Marke, and that's the first thing you need to dolike where you going to sell whatever you're building and does the productfit the market and how much of the market does a fish and who yourcompetitors and then you kind of come to some sort of a number great.Obviously you go true it and, and that's the number were going to goafter you like, okay, how we going to go after that totally dress fit Americaand like undecided, the business, it's a high volume nor contract, it's a sashproduct. So it's very much volume driven. We have a very big time rateand it's land grab it. It's like you know, get out there get in front ofthese customers be vocal, but have a bit of savines about a personalizationwhich we all talk about, which is huge and also the Omni channel approach likenot just being on one platform. Not Everybody is on Linkin, not everybody's,on twitter or on Instar, and you get things like content indication and yourpartnerships and your affiliation programs. So there's a lot of differentthings to build O, but I think to your point: the text stop cree built on like.Where am I going to actually go with it and then what tunes do we need? So wehave tunes like Dean, room or pitch book or Leda these kind of tools thathelp us which are contact details on the Harmar, like we don't use thingslike zoom or DB, 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. Lookingwe're looking for a completely different market segment. So then Ineed to find okay, what what's the day an a the backs up that time, and howcan you know? How can we get in in front of those people and then want todo that? Then you have an idea. Well, how am I going to manage that processand how many people- or you know or, relatively speaking, the head count? AmI going to put in place initially to facilitate that time and then why arewe going to give those people to do that, and this is where a lot of peopleget kind of caught up is that they tangle okay, phone, GA or Samarcand? Ikind of got an idea who I'm going to go after I m just going to hire ten peoplein off. They go, and I think, when I spoke to the last at the thing I saidwas in a lot of places. I work before it's the the hiring. The person is notthe end product that is just okay, you've hired the person. What tones areyou going to give them to no execute...

...right? There's two different things andfor me, that's the order to a you. Bring in like your Lincoln sales. Nowhave your outreach, your air call your refract, dear Dan kind of more theexecution tools, so you've kind of got. You know, identified Americasidentified a foundation, bring in the people and help them execute, but atall the times when I was doing that, I wanted to make sure all of the text ackintegrated, and I followed a logical sequence and also not just for me, likeall reports to the M D and the CE if they want to get a report any given day.I want to have confidence that I can just get that report, that all youunderstand the O put and that they understand the O put and thateverything is very, very clear and transparent, and I had that philosophylong before the pandemic. His you know I looked our you know, tunes like givethe Gong and refract and air call and these students, because it's bestpractice not because there was a remote work, Work Lord and all that anything,but it just happened that during the pandemic, like my team was soproductive everybody. You know I hired fourteen people on this team. Duringthe pandemic, everybody was very, very transparent in the holdy were working,everybody who understood their jobs and I had never met. I still haven't meantmore to these people, retail yeah, probably to everybody, but I think that's like all thosethings are really important, and that takes a long time and you, I don'tthink I'll ever be finished. I think it's always evolving yeah, that's a bigpiece for sure and I think like what you're getting at is that, like thestack itself is so crucial and you can't just have independent tools oflike a piecemeal thing like okay, we needed this ser o reps go, learn ityeah, and that brings me to like, when you're building a business case likeyour building, you hired fourteen people building a team from scratch.How do you go about building business case? That says he cro? Not only do Iwant one tool, but I need these ten and I needed to work together and I needbudget for that in the next several quarters. I think it because we'rebuilding it from the grown up. We've already know, looked on the data thatwe have to analyse like where our buttle, so I think data drivesdecisions is kind of what my metric. You know the one we Ma Montrat, that'sa big thing, so I don't just kind of get all the motion go on when my team-or you know doing this this in this because I don't know it's like we'veanalysed the first six months of date in the corm and this year we cansee that the lead time is maybe store or Lord, and we wanted. The conversionrates are not as high as we wanted. We drill into what way is that the case welook at lead, conversions. We look at the number of touches so like I, I hada stat at the start this year, which really drove the business case or foroutreach and waterwashed. We implemented a one of the SR teams brandnew D C in and everything that they were doing was was manual. They had thetools, but they weren't in a you know, a logical kind of work flow or in oneplatorm, and I knew that I was taking...

...up an a lot of manual time. So ifsomeone asks well, why are we not creating? Is enough pipe line, or howcould we create more pipling? You, everybody always wants to create morepipling. You will never have anyone. I've never sat in the meetin murderlake ye out enough or men. No we're good, no more pie plane like it. Youknow that always happens so for me, then it was like okay well like what tois out there, that head bus scale or ramp up and our out reach or openprospecting, but isn't a significant impact from an FTE head cot and it waslike well there's lots of twos out ere that had ploonder, so we sat down wehandline and, like the START I had was in c on a this year my str team hadconducted twenty seven tosend and one so twenty to and one manual touches forsequences. So this is them going into the corm twenty seven thousand times,adding in their cause their emails TOR activity, and that was a stat. I couldpull from the CR because they were to be fair to he me there was such a goodteam they're. Actually, taking the time to go in and do it so now my businesscases well, okay, we can now we leave you that twenty seven thousand tasksand all flow that somewhere else so that they're spending their time justprospecting. And ultimately you know we go back to what we were talking aboutearlier. If you give them the tools, they can go and do the job. So all youMitin was well, we don't need any more people. I don't need another five orten str to get the piping creation or bringing that or just need to make thepeople that are there more efficient, and that was the business case and theypulling a stat like that and just having Thash in your back pocket wherethey can even go and read it themselves. They can go and look at the data thatjust alleviates any like you know. Well, I don't really get what you're sayingor I don't believe what you're saying or how you going to back that up justhave the data ready to go and to that point I mean excellent, to have data. Ahundred percent agree that that is what drives decisions but say your superearly stage like you, don't even have an str team. Do you think it's possibleto make a case beforehand of like I don't have the data yet, but I'm prettysure that if we do yeah, this would be in trouble. Oh well, yeah! So, like youknow, for you so like a so going to the river, you can have did, for example,lots of companies a lots of people that join the revenue. Collective are juststarting ouvre and the first thing they're looking for is they want totalk to other people in a similar industry to understand. What's going tocome down the lane, okay, you're, a cro you've just walked in you're the firsttime syour. What's the first fifteen challenges you're going to get you'rein the FINTAC base, you sell a sauce product, it's hi volume contract. Whatare the Clino things you need to be aware of and getting that from otherpeople in your industry getting their business cases like? How have you builta business case on absolutely no data like when I joined here? We had noproduct, there was there was it was a new product and yeah you're puddingkings in place, but I think, like I, have a really good relationship. Ithink with the COU after the call stays the same, and Ithink there's obviously that trust factor on like you're brought in to doa job, and you have to be able to be left to do that job and one of thethings that I probably worked in my...

...favor was I tried to save the companymoney by having, as you know, tons that don't cost a hundred thousand dollarssitting there doing noting for us. So in my first month I actually sat thereand said we can get rid of these two. Is that cost us x every year and allthey want to bring in our two? Is that cost a tent to that price? And this iswhy so? It was actually cost saving, not an expenditure. I think thatbreathes a okay. This is someone toes train to look at the business in theright way, they're trying to improve processes, but actually do it in a costeffective way, and I think that obviously helps the people and financeto put into it. It helps obviously the people are ultimately sit on the boardway into it, because you're not asking for more you're, actually saying well,give me less, but a you get to choose and position how I use that man, if youdo need dated ten, because you're automatically just talking aboutchanging, maybe what star already or ultimately comparing best practiceswith your pairs for sure, and I think what I'm hearing it seems to be. Thetheme is just the intentionality of like picking things that are going tobe right for your business and your team, and not necessarily what's hatjust because everybody else has it but, like you said like if you're keen isnot using something feeling comfortable to say, I know other future Udos, butwe are not so let's ousing it yeah. I think like, ultimately, you have tofine balance, then as well between having too many tools that conflict andactually overload someone. So I think I am very conscious of I one willimplement something that has a clear you know fits into the segment and isactually going to be a driver rather than a blocker, and I think the otherthing is like absolutely. You know I get messages all the time about amillion tools if I spend all my day just because oh well, Jason, you knowevery other sales leader out there can increase their s our efficiency orrevenue by five hundred percent by impermeate. I get no work done becauseeverybody claims that they can transform the world, but I know wheremy teams captor, and I know what I need and that's really what I need to focus.I'm not you know not what's being pitched on linked in every two secondseverywhere or an because you get nothing done it's true. So I guess thatbrings me to like when you're thinking about, if we flip this other things toavoid. Would you say that, like things that don't talk to each other would bea big like your biggest now now or what would be your Senos Yeah? I think o you would see. You know, like wonderthings that, like I think I know I love about this job in particulars, like Iwork very closely with the product team, the marketing teams and, obviously Ihave in all things, custom success and the big thing is, you know allowingthem to get insight into how we work, and that comes true, detect ack. So,like I work very closely with the sales ops team here who built all of theCarman, have done a great job and that, but I need to kind of bring them on thejourney. Yet we're trying to do as well and they're telling us what we can andcan't do and how old integrate with hope, spot and the Microsoft Dynamicsand all these things and that's a big piece because break and don't do Solosat a technology level, also breaks down...

...the sailors ate the decision making andcultural living as well, and if you kind of, have or well marketing orusing Hob spot and the sales up team are using dynamics and in the insidesales, reps are using DIS to Nan. Then dasturs. Using this tune, then nobody'smaking like the same kind of tonal decision for the right reason, and youactually spend more time explaining what you're doing than last time. So Ithink, break and Dong those solos at a tech level. Also does it at a team andcultural levelism, yeah yeah. So I think the take away that I'm hearingare, you know, be super intentional, with your text ack and the outcomefocused right, not just in the volume and that when it comes to building abusiness case, it's not just within your one department, because we allwore cross functionally. So you got to Mak o yeah everybody. Everyone in salesthink they're no most important person, but you have to be very mindful of thefact that you're not and a lot of the time there's lots of functions by INJA.That kind of get you to your go and they have to be involved in any techdecision that you make and be involved in the accountability of the O come ofit as well, which is equally important, yeah, yeah, okay, last question: forYou, one last piece of advice for folks: If they're thinking about building atext ack like one last take away, where should they begin to think about? Whynot go to reach O recharge over is not I'm not scripted, I enos. No, I think Ithink the best. The best piece of advice you can give is no advice. It isreally an aloys, the markets that you're in and talk to peers andunderstand where your customers are going to buoy. You speak to a lot ofpeople that have bought a lot of tunes that have got no use out of it becauseit just doesn't fit into their order or product market face or where they're byyour person is there. So I think you kind of need to make your text act.Decisions based on that, rather than emotion or reputation of all well, thecompany down the road has that to, and so I'm going to boy in as well. I thinkthat's the wrong thing to do so, always boy, your text, tack, with theintention of how you're going to acquire your customers or retain yourexisting customers, solid advice. Well, thank you, Jason. Ihave learned a lot folks if you want to talk about life or implementing a textback or whatever Jason Work, and they find you linked, and I I kind of liveon is most of the time. My wife goes out to me because the money finishedworking cantolina but yeah like if anyone wants to reachout to me, I won't give my email. Er episode gets spanned, but anyway, ifLinkin is the best place to find me and we can go from there and have a goodJaz from there. Yea Awesome all right, well, Jason Ring from Gobal sharestalking about text deck implementation. Thank you so much for joining us todayand everybody as listening have a wonderful rest of your day. Thanksbroke fast everybody. This was another episode of the Sales Engagement podcastto help this get in front of more eyes and ears. Please leave us a shiningfive star review join us at sales...

...engagement com for new episodes,resources in the book on sales engagement to get the most out of yoursales engagement strategy, make sure to check out out reached out io theleading sales engagement platform, see you on the next episode a.

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