Finding sales unicorns and fixing a struggling team are two of the biggest hurdles founders and sales leaders face when trying to scale a business. Without the right playbook or onboarding structure, hiring top-tier talent and turning around underperforming reps can quickly stall growth. In this Office Hours episode, host Mark Cox and guest Dave Hanley, author of The Delusional Founder, break down proven strategies for recruiting performance-driven salespeople and revitalizing team performance. They address real listener questions on securing equity-based sales hires, transitioning founders out of day-to-day selling, and managing team turnarounds during leadership transitions. Tune in for actionable insights to build a resilient, high-performing sales organization.
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Office Hours - Episode 8: Finding Sales Unicorns And Fixing A Struggling Team
Dave, welcome. Looking forward to the conversation. How are you doing?
Mark. Great. Looking forward to it. We've got some really good questions. I’m so excited to dive in here.
Let's get at it.
Number one, we've got a question here from Greg, and Greg says, “I'm the founder of an AI business, and I'm trying to hire my first head of sales. Our product is great, but I need someone to help me figure out the sales side. I'm having trouble finding a candidate who will come on with a performance-based comp to start, which includes equity. How do I find these types of unicorns?”
Hiring First Sales Hires & Overcoming Startup Skepticism
Greg, when you figure this one out, please start your own podcast and share with everybody. There are a couple of challenges, maybe, Dave, that we could talk about that Greg needs to think about. First of all, your first sales hire is always going to be very difficult. Just a couple of thoughts. For startups, I do not like the idea of hiring one sales hire. The idea of hiring a couple at a time because, first of all, they'll boost each other's performance. They'll raise the level of the game.
Get two people doing it. They'll have a little bit of community. They can share some learning, and so when you think about this, see if you can grab the budget for two salespeople. Secondly, I think the challenge is if you're a startup, your value proposition does not yet resonate in the marketplace. It's highly risky for a salesperson to take a job with your company because, as a founder, you might believe in the value proposition, but you have no social proof.
It's going to make their job very hard because nobody wants to take a leap to be the first couple of clients of a new startup. It's just too risky. It's too hard to sell it. One of the things you might want to think about, Greg, is when do you bring somebody on board? Do you first try and take on that sales role yourself? I know a lot of founders. You're your EOS systems, your strategic coach. Everybody says it's who, not how.
The truth of it is if you're a startup, you actually have to prove out your own value proposition before anybody else can come on and replicate it. You have to create your sales playbook. By the way, those of you who have not read the book, The Delusional Founder by Dave Hanley, you should check that out because Dave's done this at least two times and then built companies that he sold for a really significant number. It will not embarrass them, but that's what he did. Dave, you can speak to this more than me.
I appreciate the shameless plug there, Mark.
If you're a startup, you actually have to prove out your own value proposition before anybody else can come on and replicate it. You have to create your sales playbook.
You came out of the gate. As the founder, I think you've got to go out and just prove your value proposition in the marketplace. Beg, borrow, and steal to get your first 5 or 10 clients. Once you've got a value proposition that resonates in the marketplace, then you can teach other people to communicate that and try to sell through other people. The last thing before I love to hear your opinion on this, Dave, the other thing to think about, Greg, when you're bringing somebody on board is no one's going to be as good at selling your value proposition as the founder.
If you cannot do it, they're only going to be 50%, 60% as good as you for the first couple of years. There's no chance they're going to come on board and be successful. There's also very little chance that a very successful salesperson wants to go from making whatever it is, somewhere between 250K and 500K, where they can count on what they're doing every year. They know they're going to be successful by coming with a startup to take equity that has no value to begin with.
I know we're not answering the question or making it easy, but really it's a very difficult situation you're in. My recommendation would be maybe get some marketing support first for attention, awareness, get a decent website up, get some basic LinkedIn messaging up to get some, a few inbound leads perhaps but see if you can get out there and first get your 5 to 10 clients. You have a referenceable client that new salespeople can leverage to get more clients. What do you think, Dave? What do you think?
Mark, as you mentioned, this one's right. This is a fastball down the middle when it comes to what I've been thinking about and what my book's about. The thing that really hit me, I think, with Greg's question is that the product is great, but I need someone to help me figure out sales. There's nobody coming, unfortunately, to save you, Greg. As the founder, your job is sales. You do not have a business right now if you do not have a sales capability, and you have to figure that out. I do not think I've ever seen a successful scenario where a founder's like, “I'm going to bring in this great salesperson. They're going to figure it all out and run with it, and this thing's going to take off.”
Why Founders Must Own Sales Before Scaling
You have to figure it out. You have to prove the market. You have to prove the value proposition. You have to build the playbook. Once that's proven, you can bring somebody in and say, “Look, I've already got this started. You need to take the ball and run with it.” The most successful actual way to execute this, as you said, isn't like hiring some “stud” from Salesforce or somebody to come in and do that because those people, they do not have that skill set. They're going to come in and go, “Where's my lead? Where are the accounts? How do I farm this stuff? There's nothing there. You do not have a brand. You do not have clients.”
The best approach is to say, I, as the founder, am going to run sales, and I'm going to bring somebody in to support me. Whether that's like lead generation, and dealing with all of the like sales admin stuff. As part of that person doing that role, they're going to pick things up. Ideally, at some point you go, “I'm going to move you from, like, lead generation into more full cycle.” Typically, somebody who's a little bit younger, hungrier, doesn't have all the experience, but they can come in and really run with it. I've seen that, and I've done that right. Created that sales talent yourself. Unfortunately, Greg, it's on you, buddy. You've got to really get the ball started here.
By the way, team, Dave's done this very successfully. When we think of what I've been good at, I've actually been good at coming into a company that's like a two out of five and has something, and then we can blow that up. Dave's been very good at going from 0 to 2, and then blowing it up to 5, and then great things happen. Here's the real positive news, though, Greg, I think, just to take away from this conversation. You started your company for a reason. Presumably you saw a problem in a marketplace or an industry. You created the company. You got out of the gate.
Great on you. You've got this passion and enthusiasm for a problem you're solving in the marketplace. My recommendation would be to have as many conversations as you can with buyers about that problem and get their validation that the solution you bring to the table could resonate and can actually address that problem. As the founder, those initial conversations are easy to get because you do not have to come out and say, I'll just pick a name. We're not going out and saying, “We built the ITF Academy, Dave Hanley.”
I'd like to have a conversation about how we're going to help your business grow. I could reach out as the founder and go, “Dave, I see you've got a scaling business.” We're contemplating a technology that actually enables your sales teams to sell much better with self-directed learning on their time, at their pace. I'm not sure it resonates with your business. I'd love your opinion as the CEO yourself, because we're in the process of refining the offering.
Finding Sales Unicorns: No matter what stage of your career, the most important thing is: am I going into an environment where I can be successful and where I can learn?
I wonder if I could pick your brain for 30 minutes. There's something about leaders where they really appreciate being asked to collaborate. They do not want to be “pitched at,” but they'd love it when people reach out and say, can I get your opinion? Try that. That literally starts that conversation. That's a good conversation starter for sure. You have that conversation 50 times in the next 90 days. After that, “You're going to find some opportunities.”
Those people, when they're collaborating with you, are always sure to say, “Who else do you think I should speak to?” If at the end of it, they go, “This was a really interesting conversation, thank you so much.” Given what we're trying to do here, is there anybody else you might recommend we speak to? Most people do not think clearly in the moment. When they're in the middle of a conversation, they cannot actually process everything.
What you might want to do is just follow up a week later and go, “Dave, loved our conversation last week. Thank you for suggesting that I speak to David Pittman and Dave Da Costa. I've got them on my list. I just wanted to follow up.” Oftentimes when I do this, about a week later, a whole bunch of other ideas come to somebody. Does anybody else come to mind? You give them a week or two. You keep checking in with them. Greg, it's a great question. By the way, good on you. We love entrepreneurs. Good on you for getting out of the gate.
Greg, know best of luck with that, taking that sales burden on yourself. Once you get to the point where you've built a great sales capability, maybe you've got a small team, you need to bring in whole sales leadership. That's the whole other challenge. Hit us back when that time comes. We'll talk about that, and we'll try to be helpful. Awesome question. Thank you, Greg. Number two here, we've got a little bit of a different one here from Sherry. Sherry says, “I started listening to your show a few months ago as I'm graduating soon. I wanted to get into B2B sales. I've already learned so much. What's the best way to get my foot in the door to get a great start in my sales career?”
Breaking Into B2B Sales: Advice For New Graduates
Great question. By the way, Sherry, thank you for this question. I get this question or conversation, Dave, I'm at that age now where I have friends whose kids are going in there or clients whose kids are going into the marketplace. They reach out. I love this conversation with new entrants to the marketplace today. Like, “What should you look for?” At the end of the day, team, no matter what stage of your career, to me, the most important thing is, am I going into an environment where I can be successful and where I can learn?
Obviously, with every job, Sherry, you're going to have for the next 30 years, the most important determinant of your satisfaction on that job is going to be your immediate boss. We're going to make sure we've got alignment. Who's the person? What culture is it going to be? Are you going to enjoy learning from this person? The second thing is, what am I going to learn? The truth is, larger companies tend to invest more in training and developing their teams.
You want to think about that. Second thing, you want to ask them about what the onboarding plan is. In the first 90 days, what's the formal onboarding plan? Even some very large companies have very poor onboarding plans. They leave it to you. They throw you in the deep end. You've got to figure out who to talk to and who to learn from. They go, “Go travel with a couple of people.” You're traveling with Mary and then Sue, but there's no real formal onboarding program except trying to observe them in the field. Go to a company that's got a training program.
Go to a company where you have alignment with the leader, and then go to a company where the sales cycle is reasonably attractive. By that, I mean, what are you selling, to whom, and why should they buy it? There are very attractive sales cycles out there. I'd really love to work with the head of retail banking to understand how to grow their business. I've got a technology that can do that. Very unattractive sales cycles out there that are very tactical in pitching. I say, tell me about the sales process. How do we, from getting a lead to close, what does that look like? What does the process look like?
In the early stages of a career, I think it's really important to learn, and then given the fact that it's your first job, I think it's important to get some company on your resume where the rest of the world would know they invested in you, that if you succeeded there for three years, it would be very clear to somebody else that they taught you how to sell, they invested in you, and you stayed current with important technologies. The problem with smaller organizations, they do not always have the money to invest in sales hires.
As the founder, your job is sales. You don't have a business right now if you don't have a sales capability.
They're actually taking more from you than they're giving you. I'd almost think of your first role as it's part of your continuing education, but it's a paid part of your continuing education. Go to a company. A lot of times, those are bigger companies. The sales forces of the world, the HubSpots of the world, the Microsofts of the world, the Oracles, the SAPs, at least you can have some comfort that they have something to teach you in the first couple of years. What do you think, Dave?
I was coming at this a little bit more. My thoughts are around how do you get and how do you actually land that role? It's really tough today to actually get someone's attention in the hiring process. As we know, Mark, you put a posting up there from a company perspective, you're going to get hundreds of applicants because it's so easy now on LinkedIn to just click a button and apply. Cutting through the noise, and then it goes into the applicant tracking system. It's all filtering and AI to figure out who the candidates are, and everybody looks the same. I talked to some younger people that are looking to get into sales from time to time.
How To Prospect Your Way Into A Sales Career
The approach that I recommend to them is to treat this job search like a sales process. Actually, do not just throw your resume into the ring. Literally go after it and prospect and reach out to people, connect on LinkedIn, go above and beyond and do something like, reach out, “Joe, I saw you posted for this sales role, wanted to share top five targets that if they're not already in your client base, I think that would make sense for your company,” or, “I came up with this potential outreach script based on what I know about your company. I would love to hear your thoughts on this.”
Great idea.
Basically, you're doing what you would do as an SDR, which is probably where you're going to land in an entry-level sales role. You're showing that person who's on the hiring end that you've got what it takes to do that job. You're willing to think outside the box, go above and beyond, provide solutions, sell yourself into that company, which I think is like, guess what? Nobody else is going to be doing that. It's so rare. If they've got 200 candidates in the applicant tracking system and they get an email from Sherry here who's telling them, here's what I think my first 90 days would look like in your company. It's a no-brainer. “Sherry, get in here for an interview. We want to talk to you.”
Crazy good idea. Actually building your 90-day onboarding plan, sharing it in advance. I would count speaking to members of the existing sales team. Send them a LinkedIn note and say, “Listen, I see your company's hiring. I wonder if I can pick your brain for 30 minutes. I just want to understand what the culture is like.” See if you can do that. One of the best interviews I've had was with somebody who was going to become a sales leader, actually not an entry-level, but I think it could still apply. I actually went and spoke to three clients and said, “Tell me about your impression of XYZ company.”
Let us say these companies were on your website. I called them because I said, “I was investigating your firm. I wanted to know what the experience was like, just knocking our socks off.” I love that idea, Dave, of just going above and beyond. A couple of tactical tips. I call HR a necessary evil in this process, where, by the way, I love people in HR. We have a lot of clients where a lot of the training comes through HR. At the end of the day, do not be afraid to go to the chief revenue officer or the hiring manager or other people on the sales team. They'll understand a little more about the day-to-day.
That's what you're going to be doing in that role is reaching out to people that are all over the organization and trying to find the right person to talk to. They're not going to be like, “Do not talk to me, talk to HR.” They're going to be like, “This is some serious initiative.”
They'll appreciate it because that's what you're going to be doing. Whereas HR sees it as if you're professionally persistent on LinkedIn, HR, they may not see it that way. They're recognized. They're an influencer in the decision, but they're not really the economic buyer for you. I love that idea, Dave. Here's another thought, team. Do not spray and pray. The same way we recommend this old-school world of trying to sell by spraying and praying and working on everything.
I sent out a hundred CVs, and three of them came back. They won't send out 15, but do it properly, and you get a buy. Really zone in and focus, increase your win rate, and keep learning from the process. Remember, there is this professional persistence required, and that's what you're to be doing professionally once they hire you.
Finding Sales Unicorns: Do the research and discovery first. Gather data from clients, sales, marketing, and product before coming to the table with your assessment and playbook.
I would say lastly, do not hesitate to just focus on the companies that are posting jobs. I would say find companies that you think would be great to work with and reach out because I've got news for you. Everybody's always looking for good salespeople. Have you come across a company yet where it's like, “No, Mark, we do not need any more sales. Our revenue is good.” I haven't yet.
That's it. The conversation I've yet to have. I have a time machine, and it's never been that case. I got a time machine. It's my memory. First of all, Sherry, I'm so glad you're going into the industry. We're in a different world now. 30 years ago, 25 years ago, when I started, nobody left college or university saying, “I want to go into sales.” By the way, your parents weren't tapping you on the shoulder saying, I think it's a really good idea for you to go into sales. They weren't.
They also were not saying 30 years ago, “Mark, why do not you start your own company?” They were going, “What's wrong with you? Why did I invest hundreds of thousands of dollars in your education?” It's all different now. The number of venture capital buddies I have. My pals are presidents of banks. They're running major top three law firms. All of them go, actually I've suggested my son or daughter start in sales because every one of those jobs, the most important thing is still sales.
It's true.
We do it literally twice a week. I've got two conversations. Twice a week, we're talking to friends, neighbors, clients, children, anything of that nature, new people going into B2B sales. I just love these conversations. You're going to the right spot, Sherry, just let's make sure we learn ramping up. Dave's advice is fantastic in terms of getting that first opportunity.
Mark, sales might actually be cool now. Who knows.
Philip Squire in the UK. Team, his book's going to come to me in a second. Check out the other episode. We've interviewed him twice. He's a fellow. He runs a company called Consalia in the UK. He actually got professional sales identified as a formal profession in the UK. It's the University of Middlesex where he did his work. His tagline on his LinkedIn page is, “Check him out and connect with him.” He's a fantastic guy. His tagline on his LinkedIn page is, “Making sales the world's most sought-after profession.” Isn't it great? Just fantastic. He's a superb guy, a great individual.
I love it, Mark. Cool. We got one more. This one, I think the first two were more in my wheelhouse, but this one's definitely in yours, Mark. This is from Rajiv. Rajiv says, “I'm starting a new role as a sales manager next month at a large global software company. There's a lot of potential, but the sales team is struggling with both people and process. I'm expecting to make some significant changes right out of the gate. How do you think I should approach the first 60 to 90 days? I'm worried about making changes before fully understanding the problem.”
The First 90 Days: A Playbook For New Sales Managers
Great judgment, Rajiv. Great question, by the way. One of the things I'd suggest is to get in and not be afraid to let everybody know, “For the first 30 to 45 days, I'm in listen and learn mode.” Too often we come in, and we want to say, I'm going to put my stamp on it, context matters for every type of business. Being in that listen-and-learn mode of sitting down with all your direct reports with a formal way of assessing what's going on, get out into the field, make sure you've had 30, 25 conversations with clients.
One of the things I love about being a new leader in a business is I could be on for three days and reach out and go, “Dave, it's Mark Cox. Just took over running the sales team at the Hanley company. I wanted to get a chance to introduce myself and perhaps take 30 minutes of your time. I'm looking to do a bit of an assessment of how we're doing. Before I learn everything about our business, I want to get the customer's perspective. I'm reaching out to some of our most important clients to see if I can get a little time on your calendar.”
Treat this job search like a sales process. Don't just throw your resume into the ring, literally go after it and prospect and reach out to people.
That's huge. It's almost like triggering that health check conversation with a new set of eyes. Guess what? That client's going to feel pretty important if you're one of the first people they're calling as the new head of sales. I like that idea a lot.
People often say to me, Dave, they say, “Listen, I do not feel comfortable doing that mark until I know a little bit about the company I just joined.” I'd say, “No, the sooner you go out, the better.” When you come in and say, “Listen, I want to be very clear. I'm two weeks on board. I'm still with my business, but I'm here to listen to you. How are we doing?”
You do not have to have all the answers. You're just there to learn and ask questions, and you're going to absorb a lot and probably learn a lot quicker about the real status of the business than you would talking to the internal team members, I think.
If you looked at it, Rajiv, and said, “Listen, I'm going to give myself 30, 45 days to gather data and input. I'm to target 60 days, where I definitely need to go back to the team with an assessment.” You think, “I'm going to put everybody in the team room. I'm going to talk about what I've seen.” What I'd want up there is this first slide that says, I've talked to 30 clients. I've talked to everybody on the sales team. I've talked to everybody on the marketing team. I've talked to everybody on the product team. I talked to everybody in HR. I've had these discovery interviews.
I've done some work. Now here's my assessment. Here are the core elements of the playbook. Here's where I think we're knocking the ball out of the park. Here's where I think we've got an opportunity. Here's what we're going to do in the next 90 days to capitalize on these things. It's that research, discovery, and evidence that I think is super important. The second thing is to have a process. Think about that timeline you're on a boarding plan because both your team and the people you're reporting into, they want to know you're working on a process to come to the table with your game plan.
What's your playbook going to be moving forward? I definitely lived through this a couple of times, Dave, but one's very poignant where we had a very reasonably successful company where I was a contributor. I was a first-line manager, let's call it. A new chief revenue officer came in and, in the first week or two, just told everybody what was wrong and what they were going to do. They had come from IBM. Huge global company, 400,000 employees, everybody in their super high-level talent. They had no context on us, our business, our customers, but a lot of us did it this way. We're going to do it this way here.
A pretty good way to start off on the wrong foot and burn a lot of credibility out of the gate.
Just check, and then you're also making your mouth start writing checks. Your capabilities cannot cash. You're saying, “We're going to reinvent the product development cycle, and we're going to get products to market faster.” No, you're not. It is an IBM. Get some context first. In this particular case, by the way, the individual had left the business within 90 days. There's always the story, well, this crazy good opportunity came up, but the truth of it is, I think they've gone in and had this belief they could just take everything they learned at IBM and transfer it down to a much different company with a much different culture.
It just did not work. A little bit of caution. The book I love in this category, Dave, this one, because I'm working from home, is called The First 90 Days by Michael Watkins. This is just a standard template for any senior job you take over where you're managing people. What are the strategies to shrink your time to value, and how do you build that plan to ramp up? It's such a great read. If memory serves, he's a Harvard professor, and this thing's been a best seller for fifteen years. I suggest it to everybody.
It looks like a good one for Rajiv here. Mark, what would you say? Rajiv comes in the door, sales team, probably certainly some people on the team know there's issues and he comes in and says, “I'm to take 30, 45 days to really get the lay of the land.” If there are people out there on the sales team that are like, “I might be on my way out the door,” or “I do not like what I see here. There's changes coming down the line.” How do you set those people at ease while you are out there getting acquainted with the business and the customers and the team?
Finding Sales Unicorns: As a new manager coming in, you've got to earn the team's support and show that you're there to help them grow and succeed.
Building Trust And Managing Team Dynamics As A New Leader
First of all, I meet with everybody in the direct reporting line immediately. Let's say if I start on a Monday, I'm literally asking my admin assistant or whoever to book meetings with these people three hours after I get there. I have a bit of an agenda for every meeting. The first one is just tell me about you. Who are you? Tell me why you enjoy working here. Why are you here? Tell me a little bit about your career aspirations. First, I just want to get to know people, to start to get to know the team and why they're there.
I might have a couple of quick questions in these initial meetings. Things like, tell me a little bit about what our competitors are providing our clients that we're not. Where errors you'd think about focusing if you were me in the first 90 days. Tell me about some of the priority things you're working on right now. High-level stuff after we learn about them. The first thing is to build a bit of rapport and learn about them.
Secondly, ask a few questions, and third, share your plan and say, “Listen, my first 30 days here, I'm going to be just learning. We'll have a few more of these meetings. We'll start to set up a sales management cadence. I'd like to know the five clients in your portfolio that are most important to you, your top clients, because I'm to reach out to them and go meet them. Please give me their names, emails, and phone numbers, because I'm to book those meetings.” Here's how we'll stay in contact moving forward. Just set that cadence up. If you spent the first couple of days immediately doing that, let's say you've got 8 or 9 direct reports. First of all, it's going to tell you a lot. Secondly, I think you owe it to the team to give them a sense of what's coming.
That's important. You build that trust. You're interested in them as a person. They're like, “This isn't just some this isn't Hatchetman Cox coming in the door here. He's a person and he cares about me and the company.” That's huge. Just build that trust out of the gate.
The other thing I forgot to mention, Dave, we said, “Why are you doing this? Why do you love your job, and why do you do this?” Tell me a little bit about where you're taking your career. I'd also share why I took the job. Here's why I'm here, a little bit about what I've done, and here's what I thought was exciting. Here's why I took the job. You're probably validating the company's value proposition to the marketplace. Communication is a good way to do it. It doesn't mean anything. It's going to be easy. We're still going to be challenging people. We're certainly going to be trying to grow people. I do think that the fear of the unknown is really distracting and paralyzing.
A hundred percent. That's when you get people who cannot be productive because they're too worried about their job, or they just get up and say, “I do not feel secure here. I'm going to start looking for something else. Maybe it's a top performer on the team,” or whatever the case is. I like that approach for sure, as opposed to on the other end of the spectrum, getting up in front of the team going, everybody, we're going to whip this place into shape. You're not really getting to know the individuals.
I wouldn't do this. That's a bad idea. Why would we do this? Why didn't we do this? All this stuff. Do not forget if you're in a sales organization and you got brought in to be a manager, or you've got it brought in to be second or third-line leader, nine other people wanted that job. They had an existing team. Those people wanted it to be the manager, and they didn't get it. Now somebody else is coming in. The truth of it is you've got to earn their support because some of them might be more interested in seeing you fail.
That's a really good point.
Sorry, Rajiv. Not trying to. I've done this a number of times.
Communication is key. The fear of the unknown is distracting and paralyzing, so give your team a clear sense of what's coming.
Watch your back.
Rajiv, I've done this a number of times. By the way, the endgame to that thing, truthfully, is after a reasonable period of time where you give people a chance. Whether they wanted the job or not, they didn't get it. Now we are executing the learn love selling, the Mark Cox model. That's what we're going to do because I'm at work. You either get on side, and you get in and be supportive of that, or you're going to need to look for a career somewhere else. One of the mistakes I have made is certainly as an early new manager day.
I took too long to make those kinds of conversations while two or three people who wanted my job were trying to chip away at my confidence, not supporting the team. Once you've done this a few times, you go, “Make it very clear you're supportive, give everybody the opportunity.” If somebody declares they do not want to play the breakout that I organized for our hockey team, I cannot have them on the ice doing their own thing. I got to get somebody else. You can go play for the other team.
It wouldn't be an office hours episode without a hockey analogy. We've got to the point where we're good.
That's right. Great questions.
Some good stuff. I love it.
Greg, Sherry, and Rajiv, thank you so much for the great questions. Team, by the way, thanks a lot for your support of the show. We're at the Apple Marketing Top Ten show. That's the first time we've been at that level. Thank you. If this is helpful, please let us know, and then like, share, and comment when we do post promoting it, and tell your friends about the show. At the end of the day, we are trying to help people in B2B sales have a better life. We actually want to improve the lives of people in B2B sales. If your friends keep those comments coming in or those questions coming in through the LinkedIn posts, they can email me at MarkCox@InTheFunnel.Com. Dave, thanks as always. This is awesome.
Mark, thanks. Have a good one.
