The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 6 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 podcast.This podcast is brought you by outreach, the leading sales engagement platform, andthey just launched outreach on outreach, the place to learn how outreach well doesoutreach? Learn how the team follows up with every lead in record time aftervirtual events and turns them into revenue. You can also see how outreach runsaccount based plays, manages reps and so much more using their own sales engagementplatform. 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 salesengagement podcasts. I'm Ro Pachesta, your host and current employee here at outreachdot io, and it seems like the old default, certainly before the pandemic, was if you wanted to scale your business, you hired more people andthen 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 andnot just their head count. To Talk About Matt I'm joined today by JasonRing, Global Head of sales for emerging companies. That global shares, themarket leader in providing both STASS and enterprise greade software solutions to both private andpublic companies. The help and drive effective cat table, share plan admin andemployee 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 Irishchapter revenue collective. Very busy man that, Jason. It's lovely to chat withme to day. How are you? I am fantastic and I think yoursales pitch of global shares is better than me. So don't see myjob anytime soon. I hope there's nobody globe shares watching this. I'm livinghere. I did it justice. But while we're talking about it, forthose who may not be familiar, and I gave the the sales pitch onit. But you share a bit more about your role at global shared whaty'all do and yeah, what a yeah, of course. Oh, what doI do all day for? You don't know that. There's the workanswer and then there's what I really do. Play playstation from so yeah, Ithink you can you touch on a bit of it. They're so there'stwo kind of to to prompt attack on mackrobechers do. So global cheers havebeen around fifty years. It's all around employee ownership. So a big partof what we do is we help companies that have equity structures and share plansto effectively manage those share plans further shareholders, investors, employees, and we dothat for at the enterprise level, for the biggest public and private bypure 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 bigmarket for us, Europe, Japan, so, Korea, Middle East,China. So we're a truly they're the... shares. It is a trueglobal company and I think it we just announced yesterday, was it, ourfive hundred employee and I think we've got them across twenty seven nationalities. Ithink something like that. So really very cool noble global thing. Where Iwas, 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 inthe intro and that is very much geared towards the startups, the scaleups, the CO founders, founders, high grow companies. So I spenda lot of my day talking to founders. I got startups, investors, lawfirms, entrepreneurs, even the odd employee and these companies who want tofigure 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 allaround 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 prettymature 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 andthemselves, and ice was building something from the ground up and it being kindof the only thing we did. So what was interesting about the role andglobal shows was you're building something new in a really well established company already andwhat we're building is quite new because it's a SASS offering to a different segmentof the market. It's a new product, new target audience, and also theway we sell it is very, very different, which is probably partof what we talked about today. Is this one hundred percent building a SASSbusiness from the ground up. So quite quite interesting. I think if youlook at the big challenges or kind of things I've taken from the first twoyears is looking at the tools that exist in the business today, looking athow we market today, looking at how we sell, looking at in whatregions we sell and then analyzing, like what can we take from the existingtext, act and approach and drop in, and then what need to what,you know, what we need to, you know, say no to andcross off very, very quickly business just not a fit. And thenwhat other tools do we need? So, you know, one of the thingsI 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 bigfan and not like anything. But I spent a lot of time analyzing,you know, what the text that needs to look like? What are thetrends and implementing that, and that takes a lot of time, even withoutreach, as I mentioned, your broken or just about to implement outreach,which is exciting, but again understanding how that fits into an str team andan inside sales team that didn't exist before. How does that plug into tools likeare call and Linkedin, sales navigator and refract or gone, you know, all these tools and none of these existed. Prayer to so was whenI joined, which is all new.

So it takes with the time.I love to have everything in straightaway, but common sense means that you haveto prove that you're educated enough to get a return on investment of tools sothat you can get the ability to go on to the next one. Sothat's been pretty a big part of the first, you know, two yearsis building that process from scratch, implementing all these new text acts and everythingneeds to talk to each other. Like I'm a big, big believer onworkflows and sequences and streams and APO integrations and doing a little time spent onimplementation and on boarding as possible. So big thing for the lakes of outreachor are call was, you know, how does that plug into the toolsI have today? How does it plug into our curm? Because, youknow, if I'm buying a tool to save me time, it should saveme time. so that's the premise, you know. Yeah, yeah,and I think it's so often we talked about like hey, how can weget more done? If I think about SCR ors, there's always an emphasison like okay, like how can we get more out, but get moredone and less time? But you really think, you think that's the rightmindset. I'm just like more I think it's you know, I like I'ma big advocate of like there was so many of these linkedin groups like strdefenders and I don't know if you see them, and which I'm a massiveadvocate for, an I speak to so many great people are really big advocatesof vest yours and stuff, and I think, you know, I've workedin organizations that really get it and I've worked in organizations that really don't getthe value vest yours and I think it comes down to the metrics of whatthey expect from inside sales or strs. I think when I spoke to youoriginally, like one of the things I said to you is I don't necessarilybelieve the right metric is how many calls. kind of str may because if Iyou know, if I tell someone to make a hundred calls, theymake ninety nine or a hundred or a hundred one. But if I askabout 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 executivecreates two opportunities? And the target in the month is not the number ofcalls, 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, verydifferent, 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 thatthese 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 endup doing is just expecting an str to do more and more and more andmore and more. Hey, you only made this amount. The cause andsent this month the emails. Has No direct correlation to performance. Like,obviously, if they do. If they do, no work right, letme 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 andmeasuring it, you know, in the right way. Like a lot ofpeople, 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 mewrong, you know, I can flag if nobody's making any calls, butI'm more interested in the quality and the output of those cards and I thinkif you do that then you don't get hung up on the you know whatwe were speaking with last time about the...

...sales capacity piece, or need toget more so I'm going to hire five more people. Read you don't needto hire five more people, just get more out of his team. Youhave totally and I remember, like when I was an str back in theday 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 justsay, 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 thatwe really can dig into our data and like your very specific feedback. Butall of that comes back to like where the heck do you start with atext like there's so many things that you could look at, like how thisis a very broad question when it comes to building a text act. Likewe'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 identifyingthe time the Sam so targets totally rest of the market. Your service beendressed market, and that's the first thing you need to do. Like whereyou 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? Andthen 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 addresswith 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, bevocal, but have a bit of savvinus about a personalization which we all talkabout, which is huge, and also the omnichannel approach, like not justbeing on one platform. Not Everybody's on Linkedin, not everybody's on twitter oron Instagram, and you get things like content syndication and your partnerships in yourfiliation programs. So there's a lot of different things to build out. ButI think to your point, the text APP cree built on like where amI 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 useto us because they're very big relevant on, you know, public companies and thatkind of thing we're looking for. We're looking for a completely different marketsegment. So then they need to find okay, what what's the data thatbacks up that time and how can you know? How can we get infront of those people? And they want to do that, then you havean idea. Well, how am I going to manage that process and howmany people are you know, are relatively speaking, the head count am Igoing to put in place initially to facilitate that time? And then what amI going to give those people to do that? And this is where alot 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'mgoing to go after. I'm just going to hire ten people and off theygo. And I think when I spoke to you the last date, thething I said was in a lot of places I've work before it's the hiringthe person is not the end product. That is just okay, you've hiredthe person. What tools are you're going... give them to? No,execute. Right, there two different things and for me that's the other toolsyou bring in, like your linkedin sales, now your outreacher, are call yourrefract Dardan kind of more the execution tools. So you've kind of got, you know, identify the market, identify the foundation, bringing the peopleand 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 followeda logical sequence. And also not just for me, like I report tothe 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, thatI 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 Gongand refract and air call and these tools, because it's best practice, not becausethere was a remotion work, workload and all that a neating, butit just happened that during the pandemic, like my team was so productive.Everybody, you know, I hired fourteen people on this team, joined thepandemic. Everybody was very, very transparent and how they were working. Everybodyunderstood their jobs and I had never met, I still haven't meant, most ofthese people. We do. Yeah, it probably to everybody. And whatI think that's like? All those things are really important and that takesa long time and I don't think you'll ever be finished. I think it'salways 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 crucialand you can't just have independent tools of like a piecemeal thing, like,okay, we needed this ser tow reps. go learn. Yeah, and thatbrings 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 goabout building a business case that says, HEYC rrow, not only I wantone tool, but I need these ten and I needed the work together andI need budget for that in the next several quarters? I think because we'rebuilding it from the growned up, we've already, you know, looked onthe data that we have to analyze, like where our bottlenecks. So Ithink 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 kindof 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 sixmonths of the date in the C R N and this year we can seethat the lead time is maybe slower or Lord and we wanted. The conversionrates are not as high as we wanted. We drill into it. Why isthat the case? We look at lead conversions. We look at thenumber of touches. So, like I had a stat at the start ofthis year which really drove the business case for for outreach. And what itwas was we implemented a one of the SDR teams brand new day, camein and everything that they were doing was was manual. They had the toolsbut they weren't in a, you know, a logical kind of workflow or inone platform. And I knew that...

I was taken up a lot ofmanual time. So if someone asks, well, why are we not creating? Is Enough pipeline or how could we create more pipeline, you everybody alwayswants to create more pipeline. You will never have anyone. I've never satin a meeting more the like yeah, we've got a no, we're good. No more pipeline. Like it. You know that always happens. Sofor me then it was like okay, well, like what tools are outthere 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 wasin 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 isthem going into the crm twenty sevenzero times, adding in their calls, their emails, their activity, and that was a start I could pull from thecrm because they were, to be fair to them, they're such a goodteam they're actually taken the time to go in and do it. So nowmy business cases. Well, okay, we can now alleviate that twenty sevenzerotasks and off Loa that somewhere else so that they're spending their time just prospectingand 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 I might thing was, well, we don't need any morepeople. Well, I don't need another five or ten SDRs to get thepipeline creation or bringing that. I just need to make the people that arethey're more efficient than that was the business case, and they pulling a statlike that and just having that in your back pocket where they can even goand read this 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're going to back thatup. Just have the data or ready to go. And to that point, I mean excellent to have data. A hundred percent agree that that iswith drive decisions. But say you're super early stage and like you don't evenhave an SDR team. Do you think it's possible to make a case beforehandof like, I don't have the data yet, but I'm pretty sure thatif we did, yeah, this would be in trouble. Oh yeah,that's so like, you know, if you see like. So, goon to the RIVENU cleft it, for example. Lots of companies and lotsof people are to join the revenue collective. Are just starting out right and thefirst thing they're looking for is they want to talk to other people ina 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 firstfifteen challenges you're going to get? You're in the fintext base. You sella SASS product. It's a high volume no contract. What are the kindof things you need to be aware of and getting that from other people inyour industry, getting their business cases, like how have you built the businesscase on absolutely no data? Like when I joined here, we had noproduct. 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 reallygood relationship, I think, with the CEO. I hope, hopefully,after this call, stays the same and I think there's obviously that trust factoron. Like you're brought into a job and you have to be able tobe left to do that job. And one of the things that I probablyworked in my favor. Wise, I...

...try to save the company money byhaving, as you know, tools that don't cost a hundred thousand dollars sittingthere doing nothing for us. So in my first month I actually sat thereand said, we can get rid of these two is that cost us xevery year and all I want to bring in our tools that cost a tentto that price, and this is why. So it was actually cost saving,not an expenditure. I think that breeds a okay, this is someonethat's trying to look at the business in the right way. They're trying toimprove processes but actually do it in a cost effective way, and I thinkthat obviously helps the people in finance to buy into it helps obviously the peopleare ultimately sit on the board way into it it because you're not asking formore, you're actually saying will give me less, but I get to chooseand position how I use that. And I think if you do need datain because you're automatically just talking about changing maybe what's there already or ultimately comparingbest 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 thingsthat are going to be right for your business in your team and not necessarilywhat's hot just because everybody else has it. But, like you said, likeif your team is not using something, feeling comfortable to say, I knowother floats are using this, but we are not, so let's let'sbeen also you can kind of using it. Yeah, I think like ultimately youhave to is a fine balance then as well, between having too manytools that conflict and actually overload someone. So I think I I'm very consciousof I only will implement something that has a clear you know, fits intothe 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 messagesall the time about a million tools. If I spend all my day justbecause, oh well, Jason, you know, every other sales leader outthere can increase their str efficiency or revenue by five hundred percent by implementing mytool, I'd get no work done. Because everybody claims that they can transformthe world. But I know where my team's gaps are and I know whatI need and that's really what I need to focus on, not, youknow, not what's being pitched on linkedin every two seconds everywhere, or becauseyou get nothing done. It's true. So I guess that brings me tolike 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, wouldbe a big like your biggest know now, or what would be your Selos?Yeah, I would see, you know, like one of the thingsthat, like, I think you know, I love about this job in particularslike I work very closely with the product team, the marketing teams andobviously I have my own teams customer success, and the big thing is, youknow, allowing them to get insight into how we work, and thatcomes true to text act. So like I work very closely with the SALESOPSteam here who built all of the CRM and the've done a great job andthat. But I need to kind of bring them on the journey at we'retrained to do as well, and they're telling us what we can and can'tdo 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 technologylevel 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 theSALESOP team are using dynamics and in the inside sales reps are using this tooland then the stars using this too, then nobody's making like the same kindof tunnel the decision for the right reason and you actually spend more time explainingwhat you're doing then less time. So I think breaking down those silos ata 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 nowjust 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, thinkthey're our most important person but you have to be runny, mindful of thefact that you're not, and a lot of the time there's lots of functionsbehind you that kind of get you to your goal. And they have tobe involved in any tech decision that you make and be involved in the accountabilityof the outcome of it as well, which is equally important. Yeah,yeah, okay, last question for you. One last piece of advice for folksif they're thinking about building a text act like one last takeaway. Whereshould they begin to think about? I know, go to reach over eachare really get our reach and not I'm not scripted, I'm frogmen. TheNot scared. No, I think I think the best the best piece ofadvice I can give is no advoice is really analyze the markets. That you'rein 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 havegot no use out of it because it just doesn't fit into their either theproduct market, fish or where where they're boy, your personas are, soI think you kind of need to make your text act decisions based on thatrather than emotion or reputation. Of all. Well, the company down the roadhas 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 textact with the intention of how you're going to acquire your customers or routine yourexisting customers. Solid advice. Well, thank you, Jason. I havelearned a lot. Folks. If you want to talk about life or implementinga text act or whatever, Jason Work and they find you linkedin. II kind of live on it most of the time. My wife gives outto me pills, a bunny, finished work, a Guant to linkedin andand but yeah, like, if anyone wants to reach out to me,I won't give my email air because I get spammed. But Anyway, Linkedinis the best place to find me and we can go from there and havea good chat from there. Yeah, awesome, all right. Well,Jason Ring from global share talking about text DEC implementation. Thank you so muchfor 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 engagementpodcast. To help this get in front of more eyes and ears, pleaseleave us a shining five star review.

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

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