The Too Good To Ignore Outbound Methodology

0:00Ask everyone what their favorite sales methodology is and you'll get a bunch of different answers. You'll get answers that sales methodologies are not important. You'll get answers like people that really like the challenger methodology but couldn't explain it to you or how to apply it. You got people that really love MedPIC or Medic but they say it's not a sales methodology, it's a qualification framework and vice versa. the reason why I bring this up though is that there really isn't an outbound methodology. The same budget and time, effort, energy that's applied to the sales process. You have CROs on down leaning into deals and participating in deals.

0:40But most of our clients that we work with, I couldn't tell you, most of the CROs haven't participated in any part of the outbound pipe gen process in forever, maybe since they had to do it themselves back in the day. It's not a knock on them. It's just that we treat pipeline, this, the lifeblood of the sales organization. We treat it like an after fact. It's, it's something that you're just expected to do. We don't train on it. There's no methodology. There's no common language, none of that kind of stuff. There isn't an update or a refresh on what's working right now, this year in this moment.

1:16And that's what we're going to talk about today in this episode at At Outbound Squad, we've introduced what I believe is the first outbound methodology, something that could be applied across an org. And we are the only outbound methodology to my knowledge at this point as well. So let's talk about it. Before we dig into that, my name is Jason Bay. Thanks for tuning into Outbound Squad. I'm CEO here at Outbound Squad. We've had the privilege of working with some really great clients like your Shopify, Zooms, Ripplings, Gongs of the World, all the way down to your startups that are building out their first SDR orgs.

1:48So the number one thing that we help with is outbound pipe gen. So in some cases, it's building that process from scratch for an SDR team. Maybe you want AEs to self-source more pipeline, that sort of stuff. Or we're walking into a situation where an organization is already doing that, but we need to optimize how they leverage the phones, how they coach against it. Maybe their onboarding process for finding new SDRs and everywhere in between. So in today's episode, I got together in person. We had Amanda Long, who is one of our pipeline consultants, come out. She's a previous client to Seattle about a month ago.

2:24And we got in studio with her and Clara Johnson, who is our head of client transformation. So Clara manages all of our client-facing engagements. And we just got together and we talked about our methodology to get to ignore. So I really arrived at this methodology because I noticed a trend that every stat that you look at shows that, you know, cold email and cold calls, all of this stuff is just less effective, right? It's harder to get people on the phone, harder to get them respond to an email. It's harder to book a meeting. And we realized that there are three distinct things that our top clients do three areas that they really do great in.

3:03And I'm going to give them to you here before we dig in. These three areas are the things that they do drastically different from the average teams. The first one is disqualified. That's pillar number one. They actually don't outbound into most of their accounts. They cherry pick the top 10 or 20 % that are the closest ICP fit, have triggers, et cetera. The second thing is offer. They put really good value driven offers in front of these folks. So there's ways that they entice them to take a meeting and it's not paying for their time or giving them gift cards or anything like that. It's giving them actual strategic value.

3:37And then the third one is really this area around messaging and it's called provoke. So how are we provoking with really strong messaging using a framework we call reason to meet, which is trigger attention trust. We're going to dig into that in depth in this episode. So without further ado, let's, let's get to the episode.

4:04this week has been really awesome it's our first official off-site which feels weird to call it an off-site because clara and i live here i i am off-site you are off-site we are like on-site essentially um but it's been really cool because you know i've we've gotten to meet you in person for the first time, which has been really cool. And then you two have gotten to spend more time. You've met Sarah several times, but that was really special for us to be able to do that. And I'm really glad that you two got to spend some good time with Sarah too. I loved meeting Sarah. I thought she was so interesting.

4:42One of the things that I really love about her is the questions that she asks. And not just creative questions, but it's questions intended to get to know the other person. And I think that as a skill set is just so valuable because people are more willing to open up when you actually care. And that's where you build connection. So I loved meeting Sarah. We also did a hip hop dance class yesterday. We did. That was really fun. What did you guys think of that? I loved it. It reminded me of my inner child. I'm like, I'm going to go back to dancing. I need to do some hip hop classes. For everyone in the audience, Claire used to be a dancer.

5:18Like a real. I did. I did. And so I was in my happy place yesterday in our dance class. For me, I would have liked to be more graceful than I was. I expected more from myself. I just like my brain just struggled to connect the dots sometimes. Kick, kick, crossover kick. Yeah, I think I'm going to stick to like the Carlton on the side. I don't know that hip hop is my future, but I would like to say it could be. You know? Yeah. Never stop trying, y 'all. Team bonding exercises, you know? Try your best to try your best, people. Yes. That's all you can do. So I'm really excited for this episode because we have not created a lot of content together as a group.

6:05That's a really big initiative for Outbound Squad this year is, hey, we have this really awesome delivery team with, you know, if I'm being totally candid, much more related experience to what our clients do than I do. I don't come from tech. You two come from tech. you've sat in the seat of the people that we work with. So I'm excited to get that out. And today we want to talk about our methodology because up to this point, there has never been a methodology for outbound pipe gen. And it's always just been this, let's just create a talk track and a sequence and just load reps up for this. So we're going to talk about that.

6:41We're going to unpack it and we're going to give a bunch of examples and all that stuff. So I'll let you kick it off, Claire. Yeah. I want to take us back to 2018. Take us back. Take us on a journey. 2018, I was an SDR grinding and I get this opportunity. I meet Mark Kosaglo. He is leading the sales team at Outreach. And I get this opportunity to be the fourth SMB AE at Outreach. And I was like, I've hit the jackpot. Like this space is blowing up. Everyone is talking about purchasing a sequencing tool right now, making it easier for sellers to reach their buyers, seeing reply rates of like 25, 35, 40 % sometimes on these sequences.

7:29We literally called ourselves the pioneers of the space. I love that. Like that was the energy to paint the picture around this moment in time. And I was like, wow, I've hit the jackpot. Like this is going to completely reshape the space of sales. And it did. but not in the way that we all thought it would, right? So sales engagement platforms allowed sellers to add automation into their efforts of going outbound, but what it also resulted in is everyone doing that at a mass scale. And it created this environment for buyers to be inundated with so much noise. It also created this space for sellers to mass spray and pray all of their accounts.

8:18And what was missing in all of this was relevance to the buyer's world. What did they actually care about? And it's caused where we've gotten to today. A big part of where we're at today is really low reply rates, really low connect rates. And we're over-indexing on things that helped us in the past, and we're not focusing on what actually breaks through that noise. When I was a rep, what I think about is we had an engagement platform and we were so excited about it. And the reason that we purchased this platform was so that we could do more faster. And so the expectation was kind of around this spray and pray, like one size fits all approach.

9:06You load all your accounts and you might only get a few responses, but hey, at least you got those responses and now go close it. But really where I saw my success as a rep was when I deviated from the plan and I really focused on showing up and being prepared and leaning into relevance. And I just think it's so fascinating and interesting that that mechanism of one size fits all messaging is very much still at play with a lot of sales orgs today. Yeah. And that's why it's so hard to do outbound. Like it's brutal out there. So Jason, bring us back, paint the picture. I want to hear your point of view.

9:47So what I was thinking about as you were sharing that is if you take an app like Yelp or Google Maps or Belly, right? You love Belly. You talked about it last night. These are apps that the more people use them, the better that they get. Outreach and Sales Loft and the sales engagement tools are in an unfortunate position that the bigger they get, the worse it gets for everyone else. So there was like a ticking time bomb, I think, at some point. But in 2011, Predictable Revenue came out and Aaron Ross had basically said and commercialized and popularized this thing that Salesforce was doing. And it was, we're going to treat the sales org like an assembly line.

10:30We're going to separate the outbound motion and the building of pipeline from the closing of pipeline, the account executive. And then we're also going to create a third role for the account manager. We're not going to have, you know, hunters and farmers, like the person doing those same two same things. We're going to create separate roles. And that like really spawned the sales engagement gold rush, right? That was from like 2016 to 2022 outreach and sales loft, multiple billion dollar valuations. Sales loft sold for like four and a half billion. Yeah. That's how big these companies got. And then what do you guys notice about every sales tool now?

11:07Gong's got sales engagement in it. Zoom Info has sales engagement. Clary's got sales engagement. And then they joined with, you know, they had Groove and then Groove joined with SalesLoft. It's become table stakes. Yes, it's become table stakes. So that's the first thing, right? You talked about the sales engagement. It's one of those unfortunate things that the more people use stuff, the worse it's gotten. The buyer inbox is just absolutely crazy. And that sort of bit us in the ass. The second thing that's very unique right now, we're extremely AI forward. Oh, yeah. Yes. And if you're not using AI, you're behind.

11:40Yeah, exactly. The unfortunate part about being a software company right now is that people talk about the moat all the time. And the moat is, how do I future-proof the business? Well, Cloud Code basically made it impossible for a software company to use their software at least as the moat. because we can vibe code. Literally, we can vibe code features. We can be releasing multiple features every single week. Jason's very into vibe coding right now. This is like a topic of discussion all the time. I wish I had more time for it, if I'm being honest. But so if you think about it from the buyer's perspective, okay, we have all of this noise.

12:22Now it's incredibly complex to buy stuff because if we take the HR category, You know, Rippling was a big client of ours. It's like, well, hey, they have a lot of great competitors. And Rippling's a world-class product, but so are some of the other ones. And there's all these point solutions. And as a buyer, you're like, holy shit, there's dozens of great enterprise solutions for me to choose from. And then Gartner's got that stat that 53 % of buyers experience buyer's regret. So half the time they make the wrong purchase, and there's so many different options. The third thing is economic uncertainty.

12:54And it would be foolish of us to ignore this as a factor in the sense that, you know, America has had the longest bull run, record bull run from 2009 to 2020. We had a little blip with COVID and it spiked up again around 2022. But long story short, it's the best economy that America has ever had. How things happen in America, it does inform a lot of software and how it is purchased across the world. And you know what? People aren't buying like it's 2022 anymore. Oh, no. All of the stats that we share with our clients is it takes longer to buy stuff. People want to buy fewer of it. And then there's 13, 14, 15, 16 stakeholders involved.

13:34The purchase threshold is much lower for approval. So a VP of whatever doesn't have as much purchase approval anymore. They got to get CFOs, etc. So it's basically amounted to this environment that's like really confusing for the buyer. There's a lot of noise in there and there's a lot of economic uncertainty. So because they are proactively buying less, inbound is – this is the story we hear from every client, right? Way down. We got an uptick in outbound because our business historically has relied on this, but there's a huge shift. We're not going to hit revenue targets. Exactly. And then cost of acquisition has skyrocketed.

14:11And then people are trying to figure out AEO and how do we get stuff to show up in our AI searches when people search for our stuff on chat GPT or cloud or whatever it might be. So there's this huge need for outbound. Like we've never needed in software, especially outbound more than ever. And it's never been harder than it's ever been. So we're in this really unique place at Outbound Squad where we've worked with 250 clients. sales teams in the last five or six years, everything from iHeartMedia, which you've led most of the engagement with, to a startup like a prepared that has five reps and then everywhere in between.

14:52And what we've gotten a really unique advantage point is that we get to see how these orgs are structured and we get to see the patterns across 20 ,000 plus reps now that we've trained around what's working. So this is really how the methodology was born, was that we're really in this era now where we had the sales engagement era that sort of ended in 2022. We had the great correction in 2022 and 23, where VC and PEs were like, yeah, we're not going to give you any more money because the SDR org isn't actually producing a profit. A third of teams at that time eliminated their SDR org. Now we're in the AI era, or what I like to call the displacement era.

15:30So people are looking to figure out how can we use AI agents? How can we replace some of the stuff that we're doing? And for us, what that has meant is that as a rep, you now have to be too good to ignore. You can no longer send an email that's like, hey, Amanda, I saw that you live in Nashville. That was really cool, like six or seven years ago where you could point out stuff and where you went to college. Yeah, the college thing. Hey, we went to the same university. We started at the same company, like Nordstrom. I worked at Nordstrom, big company. People are like, oh, my God, there's so much relevance there.

16:05I actually had someone reach out recently and was like, hey, I'm a fellow alum of this college that I have never even heard of. So I'm like, wait, you got your trigger wrong. But also, did you even look at my LinkedIn? Because I went to UT. I did not go to, like, wherever this college is. So relevance is important. Yeah, it's kind of like an online dating with men that are not six feet, which I was like joking yesterday. I'm actually 5 '11 and three quarters. I still put six foot on my Tinder profile. You should. You can round up, okay? Yeah. Yeah, the confidence takes you further. And it's like this like fake fakeness where we're trying to project something that we are not.

16:45And it's in these outbound messaging. We're trying to project a level of effort that we really did not put into this. So this methodology really, what we were finding is we looked at these teams and like, hey, when we blow it up for like iHeartMedia, for Shopify, for Zoom, for a lot of these startups, like what are the patterns in this? And there's really three prominent patterns that we're going to discuss today. And there's a couple of like, I would describe these as an attitude. Sassitude. Yeah, the sassitude. It's an attitude and it's a mindset. Sassitude. It really is.

17:25disqualify is the first thing that we're going to talk about. And what we see in the very best reps, they fit into this archetype that we call the owner, right? They're not the grinder. Like that was me as a rep that they're always going to hit their activity targets. They're not the automators. They're not the people that are like really crafty at using AI for every single thing. And they're certainly not the procrastinators, the people that only do pipe gym when they need to. It's the people that own their sales pipeline. They treat it like a business. And that's an attitude of I'm going to disqualify 80, 90 percent of the accounts that I've been assigned because only 10 or 20 percent of them are deserving of my attention.

18:02They fit exactly what we were looking for in our next best client. And the second thing we're going to talk about is the offer. And the key idea around the offer is, hey, when the entire economy and the buyers are not proactively buying, they're not just looking for solutions to fix all of these problems. Like we really have to give them a reason to take that meeting. And if they choose not to purchase our service, they're going to still get some value. So we're going to talk about that. And then the last thing that you're going to kind of take us home with is the provoke pillar. So this is the messaging.

18:37So it's not good enough to say, I saw that you lead a sales team. We sell a sales engagement tool. I saw that you're hiring. We sell an HR tool. It's not good enough to do that anymore. It can't just be like, I saw that you do this and I want to sell you a thing that I don't know if it can help you or not, but it's related to your job. So, Clara, you want to kind of tee us up for the let's let's talk about the first disqualify, disqualify. I think the attitude around this is like really important, but let's let's kind of dig into it and talk about how we're seeing this in the marketplace right now with our clients.

19:13Yeah. Attitude, sassitude, mindset, sassitude. Wait, is that like a play on sassy and sass? Yeah. Yeah. You really liked that one, Jason. I know. I feel proud about that. Yeah. I was telling Amanda, I was like, you're kind of funny. I want to see a little bit more of that. But only kind of. Yeah. Not all the way funny, just kind of. Don't inflate my ego. Keep me humble. Yeah. You talked about reps like looking at their role as like their own business owner. Like they're the CEO of their book of business. Yeah. And if we just set that frame of this space of outbound being the most difficult that it's ever been, the most noise that has ever been there, like how do I as a rep have this attitude of like, okay, this is really hard, but I still have to find success in the efforts that still have to be at scale, right?

20:05Yep. What do I do? Where do I go? How do I look at this? And Jason, you talk about this concept all the time of the martini glass shape funnel and pipeline. And it's really landed well with our clients. It's this concept of we have to look at our books of business and understand which accounts are worth us going after. Because let's be real. We get an account. We get a book of business of, what, 400 accounts, sometimes 100. Dude, even enterprise, like they'll have a 500k ACV and have 100 accounts. Yeah. And of those accounts, how many of them are actually going to become clients? It's like 10 or 15.

20:51Yeah. So I'm not going to spend all my energy and effort on all 100 accounts. What I'm going to do is I'm going to look at this book of business and I'm going to treat it like a martini glass. I'm going to narrow in my focus on those 10 to 15 accounts and the 100 that I have. And I'm going to go super deep in those 10 to 15. Yeah. And the other ones I still pay attention to, but in a much different way. Right. There's not as much effort and intentionality. The attitude behind those other accounts is not of the same degree as the attitude for the accounts that are actually going to buy from us.

21:26And some things that go into this are all around like, how do I identify my best, truest fit customers based off of historical insights and data? So some of the things that we work with our clients around in this martini glass shaped funnel and disqualifying is look at the last 10 to 20 deals that your team actually won. And look at the criteria of those opportunities, right? What industry was it in? Um, what, what was the employee count? Uh, what was the revenue? Where was the location? What was their funding like? What resources did those businesses have? And from there, how do we take all that data and apply it to our own book of business?

22:12And from there, we can even go deeper, right? Then we can get into subcategories of like, okay, I know that I've won five deals in this industry with about 1 ,000 employees having this much funding. Now, who bought from me? Who championed for me? Who was the final decision maker? And how do I create a strategy of my outbound approach around those individuals knowing what I know from the account level? Yeah. We've seen this with a lot of our clients, right? We've helped partner with our clients in identifying these. Most recently, you've worked. Can I interject real quick? Yeah. We have this really cool thing now called AI that can do all of this analysis for you.

22:58Yes. It might take you an hour to maybe pull some data of what you want it to look at. This is no longer a thing that you give to RevOps and wait until the end of the quarter to get back from them. It does not need to be that deep. It could literally be an hour of sitting down, taking all of this information, taking it out of the places that it lives, putting it into AI and getting an analysis. And I think also one thing to add on to that is you can ask, you know, Claude or Perplexity or ChatGPT, what patterns do you see across these accounts? The conversational intelligence tools like Gong, you can ask it these questions also because it's going to have all of the persona-based information.

23:41We had a client, I don't know if they actually became a client, but for instance, with multi-threading, they just noticed that, hey, when we get one of our sales engineers, because they sold a cybersecurity solution, when we get one of our sales engineers on the first call, the win rate is like twice as high. wow so it's like if you're gonna the reason why this is so important is if you're gonna have dedicated resources like a sales uh like a an se team se's are so expensive to bring in and they're always like being requested of their time and never have enough of it if you've done this work up front and you're like we know that if we can break into this account they're probably going to become a client yep and if you know that with certainty it just makes sense to like make that ask and to know that this is a good investment of our time and resources.

24:28So you have AI at your disposal for this. Like this is a super straightforward, very simple thing to do with AI at this point. Yep. I think that also goes back to the attitude of the rep. It's like, hey, we've identified that these accounts are most likely to buy. And these people, if we get them involved in the sales process, are going to be the ones that get us to the finish line. Now, like let's let me bring in all of these resources that I have at my disposal because I am the CEO of my business to win this deal bringing in SEs right asking execs to align to execs power to power whatever it may be so like I was saying Amanda you did this with iHeart yeah so so to set the scene iHeart historically I mean it's a huge logo and they can really support so many different types of clients and different categories and verticals.

25:24And what was happening for their team is they didn't have that laser focus on who they were reaching out to. So honestly, within their book of business, they could be selling against 12, 15 different categories. And the conversation is different in different verticals. What personas care about is a little different. There's nuance as you go from vertical to vertical, subcategory to subcategory. So what iHeart has done, and they've seen a lot of success with this, is they've shifted gears. Instead of expanding the focus and this do more spray and pray approach, which you kind of have to do if you're managing 400 accounts, they've shifted and they really want reps to focus on a top two category.

26:14So what's your one to two categories where you actually are interested? Because I think genuinely being interested is a really important starting point because otherwise you don't come across with authenticity. But on top of that, what are the categories to your point that perform really well in this market? And not just the categories, but the subcategories. What are the big ticket like niche? Can you give me an example of a category and a subcategory? So for example, one of the categories that works really well with iHeart would be home improvement, but that is so broad and there are so many different types of companies that fall in that bucket, but the vertical or the sub vertical, I guess, that works really well is roofing.

26:59It's a big ticket item. Homeowners make these purchases a few times in their life. But what's really important is getting proactive brand awareness before the homeowners need to make that purchase. And that's really where iHeart has seen a lot of success is what are the verticals that we see success in in this market? And then how can we really focus our attention on the niche verticals that see the most success with our platform? Yeah, I find this so interesting because Because you said, like, instead of expanding the focus, how do we go super deep? When I was selling at Outreach and we were pioneering the space and, like, blowing up, they were like, all right, we're having so much success.

27:42Let's go outside of our ICP. Like, let's broaden the types of companies that can leverage our software. And they started a pilot team. And they were like, we're going to expand our focus. And I was having so much success in the space of other tech companies leveraging sales engagement and like sequencing tools. And I got put onto this pilot team and they're like, all right, Clara, you and four other reps are going to go after non-ICP accounts. We've created a list of a thousand accounts. We've divided it between all of you. Go do your thing. Right? And I'm like, go do my thing. I'm like, okay, I obviously know how to sell this product and I know how to speak to the buyers.

28:24but these are completely different buyers that care about completely different things. And use different language. Oh, completely different language. And I wasn't prepared necessarily to walk in and find success there. And so we tried it. We did it for six months. In those six months, our sales cycles averaged in like the SMB space, you know, like one to two months. Which is a shit ton of time. Guess how many deals we closed out of those 1 ,000 accounts. five reps total guess how many deals we closed based on your energy I'm gonna feel like it's not a lot one yeah one out of all of those one and it was a bridal company I'd like to say I did it I did sell that deal it was called bride side they were doing some online thing of like getting bridesmaids online dresses and I was like I can help you with that I can send emails we can we We can make phone calls, that type of thing.

29:20And they were like, okay, look, it works. But it was like, no, it actually didn't work. It worked because I got gritty and scrappy and creative in that deal process. But we did not continue to go down that motion because the ROI wasn't there. Sticking to actually what works and going super deep in it is the message here. You've seen this with some of the clients you've worked with as well. Yeah. A couple points to make there. Expansion into a new ICP, especially what's really common in tech is we're going tech to tech usually. So when people go tech, outside of tech, this requires a whole marketing engine that needs to educate the marketplace before you go outbound.

30:06I think that's the most underrated thing these big companies don't think about. is the market being educated on the offer and the problem is a really big part of like warming them up to the outbound calls. The second point, I can't remember what I was going to say. So the – The first one was so good. Yeah. Oh, what I was going to say was from a leadership and enablement standpoint, you got to remember when you're giving reps accounts across multiple industries, like we had a client one time. I was like they sell into fintech, so they have banks like U.S. Bank, let's say. in their account list, and then they're selling to Nordstrom, and then they're selling to Mercedes.

30:45I'm like, dude, you are not setting this person up for success. There's no way that you could possibly be an expert in all three of those industries. So it's hurting you from a sales standpoint by not doing this as well. The example I wanted to give though was Armus, a cybersecurity company. They just got bought out actually by service trade. Good for all the sales leaders there. Yeah. That's a big one. Dude, this was as simple as there's six industry verticals that you sell into. Manufacturers and medical devices. These are like the two where your bread and butter is made and you have five different personas.

31:20But really, it's a cybersecurity persona. And then there was like this plant manager, like the person that's in the actual manufacturing plant who is managing the equipment that can get hacked. These are the people that actually care about it most. We increased meetings, qualified meetings set from the BDR team by like 26 % in like 30 days, mostly just by doing that. Just saying, hey, we're just not going to reach out to any of these other ones. And everyone here, and this is a good lesson for BDR teams too, is like, they're still building the business acumen. Don't unleash 12 different industries on them all at once.

31:54Get them really, really good at the one or two where it matters. Yes. It's also very difficult from a rep standpoint to constantly be context switching. Oh, God, it's exhausting. It's difficult from any perspective. For all of us. Yes. Yeah. But I think about like teams are like, oh, we're going to do these call blocks. We're going to cold call for an hour straight. But there's no guidance. And so if reps aren't vertically aligned or have a very strong focus, they might end up calling across 12 different verticals in an hour time frame. And it's so hard to lock your talk tracks and feel really good and show up with relevance when you're constantly switching gears of, okay, what do they care about in manufacturing?

32:40And how do I break in there? And what about this, like, FinTech? Like, what do they care about? It's really hard to do that at scale. So if we come back to this disqualify bucket, it's really around being the CEO of your book of business, right? And going super deep and narrow on those accounts that are going to bring you the highest ROI. I think the next step to that is like as a rep, if I have my focus, right? Now what does my messaging look like? It has to be too good to ignore. Our prospects are like, whoa, we were just talking about that this week. I've been focusing on this really big project that is so relevant because there's so much noise.

33:32We talked about how hard it is to break through in this notion of like, okay, we understand who we have to go after. now from a messaging standpoint, now from an actioning standpoint, I have to make my messages way too good for my buyers to ignore. I want to talk a little bit around how do we make our buyers feel irresponsible for not responding to us, for not taking a meeting with us. So that's our offer bucket, right? The thing that I really started to analyze, Because we have clients, our promise is, hey, within 90 days, we're going to help you increase qualified pipeline by 20 or more percent.

34:14Some of them increase it by 120 % sometimes, but that's the promise, right? Or 44 % with iHeartMedia. And I was really looking at for the ones that really blow it up, like let's say Shopify, for example, what is it about those clients outside of like, hey, they have reps and the training stock and all of this other kind of stuff? What is sort of outside of their control? And it was the company has put a lot of thought into like what they're giving the buyer in return for their time. It's no different than none of us listening to this are going to give our email address on a landing page unless there is some sort of like, oh, it's a newsletter that's really good.

34:54It's a lead magnet. It's a cold call talk track template. Like there's this inherent understanding with marketing stuff that when you give your information to someone, you're going to get something in return for that. Yet when we do outbound, it's like we just ask. We just ask for time. We don't offer to give anything in return for their time if they're not interested in buying our stuff. So the key idea is you got to really think about how could I make them feel irresponsible for not wanting to take this meeting? Because buyers take meetings for two reasons. One is to fix a problem, which three to five percent of your target market has an active problem and they're actively pursuing a solution to it.

35:37So most of your target market is not actively pursuing solutions. Let's call it 95%. So that 95 % is only going to take a meeting if there's some sort of FOMO in there around, hey, am I going to learn something that could be really helpful for me? Or am I going to learn something about a competitor maybe that might be really helpful? And you do that through the offer. So there's three different types of offers. The first one is what we call the blind, selling the blind date. So have either of you two have been set up on a blind date before or set up a friend? No. I was introduced to my husband.

36:13That was sort of a blind date. In kind of a blind date capacity. I was so awkward and I ran away and left behind the bar and took tequila shots. I didn't handle it well. So I don't thrive in that capacity. But I think I guess technically it was like a blind date, blind meetup situation. Yeah. When you're trying to set up friends together, you hype up that friend. Yeah. And like so-and-so is like so cool. They have their shit together. He's a really good dude, whatever, right? Yet when we set up a meeting, we don't really hype up the meeting and like how excited we are for them and what they're going to learn from it, right?

36:51So that's the concept here is like there's so many ways you can get the buyer excited for the meeting. So I'll give you a couple of really practical examples. The one I like to use a lot, we worked with a company that sells an automated welding solution. So imagine like the largest trailer parts that would be hauling around like really large equipment. Like people have to weld those things like inside of a factory. and it's really hard for companies to figure out how to automate some of the welding because blue collar trades right now, there's a major shortage of talent. Like people don't want to get into blue collar trades.

37:28So there's two huge macro problems going on for every buyer. It's we need welding talent because no one wants to do it anymore. And then the other big thing is we have to figure out how to leverage automation in order to fix this problem. And like, we kind of can't figure out how to automate these really large things that are not like small and repeatable. So this is, that was selling the blind date for them. Their SDR team, what we had a lot of success with is they'd say, Hey, I want to set you up with Amanda, their account executive. Amanda has a decade working with companies most recently like Caterpillar.

38:01And what she's going to talk to you is how they're handling the labor shortage around welders. I don't know if you're experiencing that or not, but that's what we're hearing. And the buyer was always like, yeah, definitely. And I noticed that you guys, you know, build a lot of these really complex trailer parts. And if you're like a lot of our clients, they've really struggled to figure out how to, you know, automate some of those so that they can reduce like the amount of time it takes, the cost, et cetera. So she's going to talk about those two things. If there's an opportunity for us to help you, we're going to let you know that too.

38:29And when I watched the gong recordings of the sales calls, they 100 % delivered on that where it was just like, holy shit, right? The first 10 minutes was like all of this great education around their industry and the biggest problem that they're facing. So if you're an SDR, that's how you sell the blind date for your account executive. Every single person listening to this can do this like immediately. It's like, what's their experience? What logos have they closed recently? What problems are they going to talk to them about? Like, it's really simple stuff. If you're an AE, you can sell your own experience.

39:00If you bring an SE in, hey, I'm going to set you up with, Claire's also going to be on the meeting, she's actually got 20 years of experience in cybersecurity. She's going to talk to you how like PepsiCo and Costco are dealing with some of this stuff inside of their warehouses. Buyers love that when they get to talk to someone that they actually know. And if you set up a meeting with an executive and you're able to get your exec, you can pitch the executive. So selling the blind date is a really, really key part. That's the first type of offer. When I think about my blind date experience, Sean was our mutual friend and he was hyping up Zach.

39:35He was like, you're going to love him. He's so cool. He's so kind and he's thoughtful. What he did not say was, Hey, Zach is really excellent at math and he can do long division in seconds. Like that wouldn't have sold me, you know? And I feel like a lot of reps have a tendency to lean into the functionality and the features and not the actual like value. He doesn't even have to use a scientific calculator. Yeah. We've got that on our phones now. So that skill set wouldn't have sold me. So being relevant really to like your world and what you might care about and something that's like, I think sometimes what we forget is that I know you have a take on relationships and sales.

40:15Like my take is like, sometimes you got to show that you're going to be a good hang too. And the good hang is like for executives, especially it's like, am I going to have an intellectually stimulating conversation with this person? And do they understand my world is how we have those stimulating conversations. You're speaking peer-based language, right? It's not just language around the product and pitching and selling. It's like, I understand your world so much. Let's just chat about it. See if there's some synergy. See if I can help. If not, at least you understood what the rest of your peers are doing or what they're doing in this industry.

40:49And maybe timing will be right in six months. When I think about it, I think about the fact that our buyers are so busy. They are pulled in a million different directions. And so I think the most important thing is to answer the question of whether or not the conversation is even worth their time. And if that is not so abundantly clear, then why should they take the time to meet with us? You know, that's what I think about. Make the implicit explicit. Yeah. That's what we like to say a lot. So that's one type of offer that everyone listening or watching to this can do right away. The second type, and this is where it starts to get pretty fun, there's like an insight, like a one-to-many insight.

41:32So this is an insight that can be repurposed across a lot of the personas or accounts that you're reaching out to. You guys did this at Winolo actually really well. So Winolo was essentially solving this problem of, you know, we have these really big warehouses where we're doing a lot of the fulfillment. like the stuff that really blew up, like the e-commerce stuff really blew up through COVID. So how do we staff this? This is an extremely hard thing to staff. People are not usually happy with the staffing companies that help them with this. People don't stick around long enough. How do I trust this person?

42:10How do I quickly get them on board? There's this massive, massive problem. And I remember with Winola, when we worked with you guys, that was the first thing that the account executives would talk about. They would talk about staffing and like, just educate the customer and like all of the different options out there. And like, how you can essentially do this like on-demand approach and like educate them on this. So that was like a really good thing that we led with another client. They sell an e-commerce solution or they sell to e-com, but it was like a customer support, like outsource your customer support to us because all of the studies we've done is that, hey, if I go to Nordstrom to buy something and the chat is not available 24 seven, I'm going to go to, I don't know, what are the other, used to work at Nordstrom, I'm with the retailer competitors.

42:55Neiman Marcus. Neiman Marcus. I'm going to go to Neiman Marcus and buy it there instead. And what they did is they mystery shopped 300 e-com companies. So they built these benchmarks around like, do you have 24-7 coverage? Yes or no. Do you have chat, email, and phone? Yes or no. What's the average response time via chat, via email? How long am I on hold for? and their reps would cold call and say, hey, Amanda, it's Jason. I was calling you because I'm not sure if you're aware, we benchmarked you with Columbia and North Face and your average response time to chat is literally 10 times longer. It's Jason, by the way.

43:36You got a minute for me to share the reason why I called you specifically. And immediately it was like this emotional, visceral reaction of like, whoa, wait, wait, wait, wait. Wait, who are you? Like, what's up? And they could educate them on like what was happening in the marketplace. that requires a lot of alignment between marketing and sales to create something like that. But that is like, that is a hell of an offer right there when I can come in and like provide these benchmarks around this. What I'm hearing from that is like, you have to challenge status quo. A hundred percent. Because a lot of our buyers, I think everyone can agree.

44:09A lot of our buyers are doing things that could be more effective if they used our product or if they made specific changes. But what happens a lot of the time is they just get so used to the way things are. If it ain't broke, don't fix it. And I almost refer to it as like a mosquito bite versus like this gaping wound. And I think in sales, what we have to do well is we have to challenge the status quo. And we do that by like educating and bringing these trends and really bringing a lot of that vision to the organizations. You mentioned Winolo. And so what I think about that is all of the HR teams we were selling to, oh, we have never had to use staffing agencies because we do everything in-house.

44:55We get tons of applicants. So what we found ourselves having to do is challenge their norm and say, hey, I know you used to do it this way and it has worked for 30 years, but why isn't it working now? And it was a moment where they had to kind of sit in that tension. And then it opened the door for us to actually educate and expand their horizon and ultimately obviously lead to our solution. But it did take reworking their narrative on what works and what doesn't work. Yes. I want to touch on something you said because you were like, okay, in this example of the one to many, sometimes it takes a lot of partnership between marketing and sales.

45:35I don't think it has to be that. It definitely doesn't have to be. All the time. I think about my days at Outreach. I used to sit next to this awesome rep. He was just like crushing on all cylinders, closed some of the biggest logos like Tableau at the time, Zillow, those types of things. And he was like, we were selling to salespeople, right? We were selling to CROs, VPs of sales. Sometimes operations came in and there were marketing individuals sprinkled in, but there was this whole other subcategory of like marketing automation platforms that like did different things in different ways and he was like go after marketers i was like really and he was like yeah go after marketers you want to know the easiest way to do it and i was like yeah tell me give me anything you have i want the tea and he was like go to their website and fill out a demo request like fill out an inbound motion and then go to their five other competitors and do the same thing yeah and i would do that for those big accounts in my hundred account list, I would go and do that for like my top 15.

46:40And I would take notes and then I would email and call with that message. So I didn't have to necessarily partner with my marketing team. I could take it upon myself to be like, hey, you know, I filled out a demo request on your website and I didn't get an email back with how to set that demo up for 15 minutes. But all three of your competitors emailed me back within 60 seconds. I think I can help you here. Yeah. It was a great play. And so I think there are create, there's creative agency that we can take as reps in different types of offers without reliance on slowing down that process or other parts of the business.

47:17Yeah. It's the competitive benchmark. There's so many different ways that you can do that. So the last type of offer is, is really like a custom offer. It's which you were essentially doing a miniature version of a custom offer. It's like, I'm going to go do something on your business specifically. A custom offer is, this is really reserved for your largest accounts or like an enterprise sales rep or a strat rep. We worked with another e-com company that they would go through like a Home Depot, like the buying process. They would go through the entire thing and then buy something and they would build out like a slide deck on like all of the, hey, we noticed that when we went to check this out, same day delivery, you've been marketing that as a thing, but it was not available in like my zip code.

48:05We noticed that there were no upsells. When we went to add a hammer into the cart, you didn't also suggest gloves and the nails and like all of this other stuff. And like your average order value is about half of probably what it could be based on all of our work with X, Y, and Z logos. So the custom offers, whether that's experiencing the brand like you did, signing up for something, thinking of something that you can like actually purchase of theirs. It's offering to do a workshop, some sort of analysis. If you're watching this or listening to this and you're like, well, I can't go on their website.

48:41I don't sell something on their website. I don't sell a marketing or sales tool. Talk to people on their team, right? There's so many different ways that you can do this. So to kind of summarize this, the offer, and I really should have led with this in our analysis of 85 million cold emails with Gong, the offer, this is the best type of call to action. It will increase reply rates by up to 28 % when you use it effectively. Asking for time at the end of a cold email will actually reduce your reply rates by up to 44%. So there's a huge delta between like asking for stuff versus, you know, offering to give something.

49:19So that's why this is so important. What I hear from what you just said is actually two things. And it's a theme that we've talked about is ownership mentality. So Clara, you owned your approach and you reached out and you aggregated the data on your own. And Jason, that's exactly what you were just describing as well. Are we as reps, are we as salespeople, are we taking it on ourselves to go above and beyond or are we doing the opposite and leaning more into like a spray and pray like mass canvas approach that we know doesn't work in today's environment yep and this concept of like one-to-many it's really about like not don't do it to your entire total addressable market do one-to-many on roofers yeah it's these sub niches I can use the same message if I'm bringing the audience tight enough.

50:16And proof of this is advertising campaigns. We've all seen ads that really speak to you, but they don't know anything about you personally. It's like demographic data and stuff that you look at. They don't actually know very much about you as a person. That's the offer. So we've talked about disqualification and narrowing down the focus. The offer was thinking about what you're going to give them. the provoke piece. The third part is it's really the most tactical element of this and it's, well, what the hell do I say? Yeah. You know, and the provoke pillars, the reason why we call it provoke is you have to provoke action.

50:54This like really vanilla, like, Hey, I think we might be able to help. And because we sell a solution, it's like, no, like there's some things that I found that are going to answer these, like, Hey, why now? Why change? Why us? Why should you trust in us? So walk us through some of the framework and where it came from, and we'll dig through some examples. Yeah, absolutely. So to touch on the Provoke pillar, we talked about status quo bias and how a lot of our buyers can kind of be numb to the challenges, the tension that they're facing, just kind of get used to the way of the world. and I think it's further compounded by the fact that most of our audience is not actively in buying mode but where a lot of reps get it wrong and this is actually something that we teach against with our reason to meet framework is you have to show up with relevance there has to be a reason for this conversation to happen in the first place but where a lot of teams take it is they get so excited.

51:59They know that you look like a good fit client on the front end. And they're like, I can sell you a solution. Just sign here. They got that commission breath. Yeah, exactly. They jump straight into, well, this is what my solution does. This is how I can solve your problems without actually ever understanding the reality, without showing up with relevance, and actually without even confirming the tension that they're leading with. So a lot of reps want to sound smart and want to lead with the shiny object. And that's why most reps aren't booking a lot of meetings in their outreach. Average performance, reps are booking meetings less than 5 % of the time, which is interesting because less than 5 % of your addressable market is actively making purchases.

52:45So when we are working with sales teams, we've talked about relevance a lot. And relevance for us is not a buzzword. It is a state of mind. It is an action. And we do that through the reason to meet framework. The RTM. The way, yeah, the RTM. Too good to ignore. Too good to ignore. We break it down into three Ts and that is literally it. If you can just memorize these three Ts, this will scale your success across the entire out of emotion, regardless of who you're reaching out to, whether it's a net new client or upselling existing clients, regardless of the vertical or category or channel. This is the framework that scales success because we show up with relevance.

53:32So I think to double click on the why for a second, we've talked about the fact that the buying environment has changed and buyers have a lot more regret than they used to. So they're kind of jaded and they're really skeptical. And if If you sound like every other sales rep out there, you're going to be treated like every other sales rep out there. The reason to meet framework is that differentiation that is going to set us up for success. So if we break it down, the three T's, and this is what I would memorize. The three T's trigger tension and trust. And it answers three critical questions. Our trigger, this is our green flag for timing.

54:13Like why now? What makes this conversation relevant? Why should we be engaging? It's the timing signal here. And triggers are really important. We talked about social triggers. We went to the same college or I see you have a work anniversary. Those are icebreakers. There's nothing about those type of triggers that signal change that's happening in the organization. When a trigger is done well, like, hey, Jason, I noticed that your law firm just expanded into the Nashville market. That's specific. And that's also something that I'm really only saying to you. I'm not saying this to my repertoire of 250, 400 accounts.

54:57It's relevant and specific to your world. And when we think about triggers done well, it increases our reply rates by three to five times. So why are we not leading with triggers? Well, it's because we default into immediately pitching our solution. The second T that I think is really critical for us is tension. And tension is easy to gloss over because tension is that undercurrent, the business pressure that arises because of this change, because of this trigger, what's underneath the surface. So if we're building on that example, you just launched your law firm in the Nashville market. But I can tell you on authority, Nashville's pretty crowded from the legal landscape.

55:42And there's a lot of very established firms that have existed in this market for decades. So a new name in this space really has to build brand awareness, has to build trust and credibility quickly. Otherwise, you're going to constantly be playing catch up. And so naming that tension makes the buyer feel seen. It provokes this uncomfortable tension with their status quo. And really, when tension is done well, that is where we build urgency. And that is the why change component. I want to double click on that. Tension, the easiest way for me to come back to tension in my statements is the emotion that's behind it.

56:31Yeah. You the way you just articulated that is like, OK, I'm a business owner. I'm launching. I'm growing. There's probably so much excitement. Right. Yeah. And maybe there's a little bit of pressure there, too. Like, OK, like we're growing. We got to hit these targets like we got to succeed. and the way you articulated to me of like, hey, awesome, you just launched into Nashville. Here's what I know about that market. It's really saturated and it's probably going to be very difficult for you to like capture all of the market that you can unless you're doing brand awareness, focusing on all these things.

57:06That immediately brought me into like, oh, okay, there's going to be some chaos here. There might be some overwhelm here. Let me like lean in a little bit more to understand, can you help? How should I think about this? The best way as a seller for you to align to the tension bucket is think of the emotion that that trigger causes for that individual or like within the business structure. Yeah. What's at stake if they get it wrong? What's at stake if we don't make a change? What's the opportunity cost of status quo? I think that's really the purpose of tension. And when we name the tension, our prospects feel seen.

57:48And it feels like a relevant and intentional conversation. It disarms. Yeah, it really does. It's like, oh, we talked about like speaking peer-based language, right? And understanding their world. It's like, oh my gosh, somebody's here to help. Like, oh, they get it. Like, they've seen it. Like, oh, it sounds like you're speaking from experience. Tell me more. This is too good for me to ignore. Yeah. Yeah. And what's kind of sad, actually, is Gong did some research and came up with a stat that 91 % of prospects of buyers don't feel understood by the sales reps that are selling to them. It's wild.

58:28It's really – It's not surprising, but it's just like, oh, that sucks for them. Yeah, it's really discouraging from a sales career standpoint because the way I like to see myself as a sales professional is I want to be a trusted advisor. I want to add value. I want to shape the perspective of your business. I don't want to just sell you something because I have a quota to hit, something that's not relevant and going to impact your business. So when we lean in and we name the tension, not only are we fundamentally differentiating the buyer experience, we're landing in that 9 % bucket of reps that actually give a shit.

59:06But on top of that, it's where we build urgency. If there is no tension, if there is no problem, then we have no urgency. There's definitely no meeting. Yeah. And there's no reason to reach out. There really isn't. And so the trigger is what helps us understand the tension. And the tension is where we basically start to create the emotional undercurrent for our prospects. I always say that buyers buy from logic, but back it with emotion. If they don't feel it, they won't make a change. So tension is the why change bucket. And then the last T is trust. So we have to realize that buyers have been burned.

59:48More than half of our prospects have high regret when it comes to a recent purchase that they've made. So they believed that this solution, these flashy features would fundamentally change their business. And in reality, it really fell short from their expectations. And I think a lot of that is the quality of the conversation leading up to the buying process was not relevant or aligned or intentional. It was, I have a quota. I need to hit my number. When we think about trust, what is so important is not just saying, hey, Clara, our product is the best solution. Trust me. It works. Over 3 ,000 customers.

1:00:33Yeah. And we've worked definitely with people in the construction industry just like you. Yeah. It's like, trust me, it works. And I don't trust you because I have been burned. I've made bad decisions. And so when we think of trust, it's like, how do I de-risk this conversation for you? How do I make it easy for you to say yes and have at least the conversation to explore if it's a fit or not? And we do that with social proof. It's very impactful, especially when we don't know what we should do. We want to know what others in our role, in our shoes, in our experience have done and the success that they've seen.

1:01:13Because that means I can expect that to be at least somewhat of a reality for me. And social proof is the vehicle for doing that. So in a situation like this, like you want to lean in and build that credibility. So Jason, let's say you just opened the law firm, right? And I've named this trigger. You just expanded into Nashville. And I want to name the tension. Now, Jason, when I'm working with other legal teams, what they tell me a lot is building brand awareness, especially in a really crowded market like Nashville, that's mission critical. That's top priority. But Jason, I noticed that your team's leaning pretty heavily into billboards, which a lot of legal teams do.

1:01:53But what I hear is that just creates one static impression that doesn't build long term, deep, impactful awareness or trust. So why should they decide? Yeah. Sign here. And then I want to top it off with some trust because you're like, why should I trust you, Amanda? And the reason is, Jason, like we work with legal teams constantly, especially teams that are in flight, in transition, in new market. And what we do is we open an entire new acquisition channel. We get you in front of consumers before they are even considering reaching out to a lawyer in their market. And you don't have to wait for them to drive by your billboard.

1:02:36We helped other legal teams increase their consultations by 30%. I'm curious, Jason, is that relevant for your world at all? Or am I just completely off base here? And I know it's relevant because I've done my research. And I've shown up with a reason to meet. And really what our reason to meet is it's a point of view. And we just have a framework to make it scalable. And that's the three T's. And that can be applied across cold calls. The framework of an email. You start with the trigger. You go into the tension. The trust, it can be applied in how you reach out on LinkedIn, how you comment on posts with tension statements.

1:03:13It's so simple. Three T's, RTM, apply it everywhere you go. To any persona, any use case, any channel, you just have to show up with relevance. And the three T's is the vehicle for doing that. Before we take off in a couple minutes, can you talk about like the cheat sheet? Yeah. And kind of the idea of like, hey, if you were to gather all of this in a way that makes it really easy to scale it across a team, what does that look like usually? Yeah. So obviously we teach the reason to meet framework. That's one of our, that is our core pillar. It's the most important aspect of our program. And one of the things that we do that has landed really well with a lot of the teams we work with is we create an RTM cheat sheet.

1:04:02And what that does is it takes the guesswork out of the equation for reps. So I can move quickly at scale, but still show up with relevance. So what I mean by the RTM cheat sheet is for each persona that we are actively pursuing, we've done our closed one analysis. I know who my champions are. I know who I'm reaching out to. I've done the legwork there. Now, what do I say and how can I do it quickly? So we break out by persona. What are the top triggers that you could be looking for? But more than that, what is the tension underneath the surface? And we name the most prevalent tensions, top three usually.

1:04:41And then we proactively layer in trust statements that are relevant and aligned to the tension, basically to prove that we can solve this problem for your team. So if I'm a rep and I'm moving fast and I can't do a ton of research, if I have my RTM cheat sheet in front of me, I have the roadmap for success. And all I have to do is make it conversational and make it my own. And the tension, to be clear, there's like buckets or themes usually. There's probably two to three for each persona. And then if you've done the verticalized by industry kind of thing, you might even have these per persona per industry.

1:05:17But if the, whoever's watching or listening, if you, if you could imagine a sheet where it's like the tension buckets are in the middle and the triggers kind of drive into each of the tension buckets, and then you have these trust statements. It's again, literally the thing that you open up with in your cold call, it is the same framework with the emails, et cetera. Exactly the same thing. It's money. It's how we leave voicemails. We play into it with iOS screening, gatekeeper strategy. I mean, we are bringing the three T's into every aspect of the outbound motion and it works because it is hyper relevant.

1:05:56Yep. So to kind of bring this home, outbound is, it's the hardest that it's ever been. Yeah, that's fair. Besides the time when you had to, when we weren't really using phones and a lot of stuff like that, and you had to go through the phone book maybe, or like do a lot of in-person stuff. White pages, door to door. In the digital era, yeah, the digital era, it's arguably as hard as it's ever been. It's never been easier to get contact information, but never been harder to get ahold of someone. And the way that we really need to stand out is by being too good to ignore. Like we have to do this in a way that AI is not going to get us all the way there.

1:06:30It's not going to save us. It's going to do a lot of the grunt work of finding the triggers and help tee us up for some of the messaging. But we have to be able to execute that. So we need to disqualify, really shrink down because it takes a shit ton of effort from an outbound standpoint. So we're going to say we're going to be really picky about where we put that effort in. We're going to go really deep on fewer opportunities. We're going to think about the offer and we're going to think about how we can provoke through great messaging. Let's really quickly kind of rapid fire. and we'll start with you, Clara.

1:07:00So I'll give you a couple seconds to think about it while I'm explaining it. What's like one thing you wanna leave with everyone that's like something actionable that they could do after this? I would say I would take any sales transcript that you can get your hands on at your company, download it, upload it into AI and ask AI to spit out one to five priority statements that are in your buyer's language. And from that, I would use that in your reason to meet statements. You can translate, hey, like what I hear from a lot of CROs is that they're really nervous, not about hitting this quarter's number, but Q4 because their AEs are not generating enough pipeline.

1:07:45That can be put into tension. We can put that into the trigger statement. We can even align that into trust. If you can start speaking your buyer's language a little bit more and weave that into the three Ts, leveraging the tools and assets you have at your fingertips, I think it's going to make a really big impact. Yeah. Amanda? I think that the most critical first step is to put ourselves in the buyer's shoes. And I think that when we do that, the kind of qualification question that we should be asking ourselves before we hit the phones, before we send an email is knowing that our buyers are so flooded with noise and bad noise, bad sales pitches constantly.

1:08:31If I was this buyer, this persona, would I actually read this message? Would I respond to it? Is there anything about this that feels relevant and specific to me? And if the answer is no, then the answer is do not send it and rework it and make it your own and have a perspective. Because like I said, if you sound like every other sales rep. And if it is so clearly a sales pitch, you're going to be treated like every other sales rep and you're not going to see the success that you want to see. Yep. My action would be the disqualification steps that we talked about. Take your ICP, or sorry, take your closed one and closed loss data, run your ICP and like literally from that information, just disqualify the majority of the accounts that your reps are going to reach out to and say, just focus on these and then give them the RTMs.

1:09:23Here's what they care about. And just go all out on those. Yep. So if you're listening, watching this, and you're like, hey, dude, it would be really cool to start applying this stuff. I have two things for you. So one of them is free. We spent three hours in a studio very much like this one, and I recorded an Outbound Mastery course. So if you want really tactical stuff, our best content on how to implement it, check it out, outboundsquad.com slash masterclass. It's fire. And if you want some help implementing this stuff from one of our very qualified pipeline consultants, Aaron's not here, but Aaron helps as well.

1:10:01And you're like, hey, this sounds really good. I want to implement this. Send me an email, Jason at OutboundSquad.com, and I can give you a little bit more details on how that typically works. Again, we work with companies as large as your Shopify, Zooms, Gongs of the World, and then your startups launching their first SDR team and everywhere in between. and our promise is that within 90 days, you'll increase qualified pipeline by 20 % or more. So we build the playbooks, we get our hands dirty tailoring that content, we train your reps and we train your leaders. So Jason at outboundsquad.com. I wanna double click on that because I actually am a client.

1:10:34I first was a client. And so my first exposure to Jason and to Outbound Squad was as a sales leader, bringing you in to lead and train our team. And y 'all, we saw our strongest months of self-source pipeline ever, like category breakers. So I know it works. I've seen it firsthand as a client. But it's also really cool to see the impact that it has for all the clients that we're working with.

1:11:14Thank you.