0
SPEAKER_00
Welcome to the Sell or Die podcast.
0
SPEAKER_00
I m your host, Jeffrey Gittimer.
0
SPEAKER_02
And I m your host, Jen Gittimer.
0
SPEAKER_00
Well, in this podcast, we re going to help you attract more qualified, unbelievable, ready-to-buy clients.
0
SPEAKER_02
We re going to help you build loyal relationships.
0
SPEAKER_02
And the one thing you re hoping for, close more deals.
0
SPEAKER_02
Let s get into it.
0
SPEAKER_02
It s time to sell or die.
0
SPEAKER_02
Welcome back, Diehard.
0
SPEAKER_00
And welcome to this edition of Sell or Die, because we have an angel of mercy today.
0
SPEAKER_00
And he is going to explain to us not only how his company works, but how it benefits you.
0
SPEAKER_00
Now, I will tell you that for the first six months I knew this guy, I mispronounced his first name.
0
SPEAKER_00
But I also found out so does everybody, correct?
0
SPEAKER_01
Most people, yeah.
0
SPEAKER_01
They can t get it right.
0
SPEAKER_01
For some reason, my parents decided to spell my name L-A-V-I-E.
0
SPEAKER_01
So, like the restaurant, the JFK Airport, L-A-V-I-E.
0
SPEAKER_01
So it s like lobby, you know, people pronounce a lobby, but it is pronounced Levy.
0
SPEAKER_00
Well, at least it s not lobby like latte.
0
SPEAKER_00
It s Levy.
0
SPEAKER_01
I can take a latte right now, but no, it s not a lot.
0
SPEAKER_00
I don t like anything in my coffee.
0
SPEAKER_00
I just like it.
0
SPEAKER_02
Welcome to the show.
0
SPEAKER_02
You re here.
0
SPEAKER_01
Awesome.
0
SPEAKER_01
I m happy to be here, Jen and Jeffrey.
0
SPEAKER_01
You re like the OGs of the sales world.
0
SPEAKER_00
Yeah, we re, as they say, in your world, we re macho.
0
SPEAKER_01
It s not just my world, it s your world as well.
0
SPEAKER_01
So yeah, we re definitely connected on many levels.
0
SPEAKER_00
You know, we got those of you who don t understand that word, it s a Yiddish word that means your rear ends touch, but you re not actually related.
0
SPEAKER_00
Yeah, that s the best way to describe it.
0
SPEAKER_00
It s like Tush cousins.
0
SPEAKER_00
Yeah, exactly.
0
SPEAKER_02
Oh boy, okay, so.
0
SPEAKER_00
Maybe explain to the audience what you do and why it s so cool.
0
SPEAKER_01
Yeah, of course.
0
SPEAKER_01
So essentially, you have businesses that are looking to grow.
0
SPEAKER_01
The hardest role to help grow a business is the SDR role.
0
SPEAKER_01
It s just a lot of pain around that role.
0
SPEAKER_01
It s that simple.
0
SPEAKER_01
And if anyone has gone through it, then you know.
0
SPEAKER_01
It s a matter of finding the right talent, getting the fit, coming in under budget, getting them onboarded.
0
SPEAKER_01
not having them churn, developing out a team of these SDRs and BDRs, sales development representatives and business development representatives.
0
SPEAKER_01
So you could do what?
0
SPEAKER_01
So you could prospect and you can qualify, qualifying inbound warm leads that you re generating through lots and lots of great marketing efforts.
0
SPEAKER_01
And you re prospecting to your ideal customer profile.
0
SPEAKER_01
Ideally, a lot of companies get that wrong and they don t prospect to their ICP, but ideally.
0
SPEAKER_01
So ultimately there s lots of pain around that.
0
SPEAKER_01
And that s what we set out to
0
SPEAKER_01
do is to solve that problem of being able to find and deploy not just sales development representatives, but the ones that actually fit your mold, exactly what it is that you re looking for.
0
SPEAKER_02
So let s back up.
0
SPEAKER_02
Like how did you even get into this?
0
SPEAKER_01
So I started 13 years ago, retail power and gas in Brooklyn, New York, a company called Empire Energy.
0
SPEAKER_01
I founded that company.
0
SPEAKER_01
Prior to that, I was in the real estate business, like real estate management.
0
SPEAKER_01
So it was like a total, you know, full departure of what I knew and what I was doing.
0
SPEAKER_01
And I, you know, in the real estate management business, you re not selling anything.
0
SPEAKER_01
when it comes to retail power and gas, you re selling a lot.
0
SPEAKER_01
You re not just selling a lot, you re having to do QA, you re having to bring customer service, you re having to do retention, you re upselling, you re doing lots and lots of retail front end, frontline activities.
0
SPEAKER_01
So entering into that, not only do I have to figure out how to create an ESCO, it s called an ESCO, Energy Supply Company, but also figuring out how to actually build out the front lines of the organization.
0
SPEAKER_01
So hitting my head against the wall multiple times in many different states and countries in many different formats as well, right?
0
SPEAKER_01
Third party, direct, in-house, overseas, going out to Philippines, going out to Dominican Republic, getting burnt,
0
SPEAKER_01
Going through that entire experience, I was like, okay, this is not rocket science.
0
SPEAKER_01
It shouldn t be that difficult to put these teams together and to be able to optimize them and train them and have them actually fit what it is that we re looking for with the right experience of selling retail parent gas.
0
SPEAKER_01
I m like, no, there isn t anything out there where you could just like
0
SPEAKER_01
click a few buttons digitally and tap into that other than the Upworks of the world, right?
0
SPEAKER_01
So you have Freelancer or you have Upwork or you have Guru, but they are not geared towards sales.
0
SPEAKER_01
It s that simple.
0
SPEAKER_01
They re not geared towards SDRs and BDRs and even customer service.
0
SPEAKER_01
Their thing has always been around content, copy, developers, marketing,
0
SPEAKER_01
folks, they do that very well.
0
SPEAKER_01
But there are nuances around customer engagement work, around SDR work, around sales specifically, that if you don t have your lens around SDR, around sales from a product perspective, you re not going to build out the flows and the experience for your two-sided marketplace that is conducive to what they re trying to accomplish.
0
SPEAKER_01
It s that simple.
0
SPEAKER_00
So it s basically a missing link inside of many companies that they don t know how to fill properly.
0
SPEAKER_00
And it s really the entry level to any customer.
0
SPEAKER_00
I want to get a person who could potentially do business with me and I need to treat them in a way where they re excited to get to the next level, not simply setting a lead.
0
SPEAKER_01
Yeah.
0
SPEAKER_01
I mean, I think that if you break it down, business, everything in business comes down to one thing.
0
SPEAKER_01
The way I see it is fit, FIT.
0
SPEAKER_01
And I think where majority of the businesses where they fail, it s not because of budget.
0
SPEAKER_01
It s not because they run out of runway.
0
SPEAKER_01
It s because FIT.
0
SPEAKER_01
It s because they don t have a fit
0
SPEAKER_01
product market fit.
0
SPEAKER_01
They don t have, based on the thing that they re building, they don t know who they re building it for.
0
SPEAKER_01
They re not learning from the people that they re building it for, and they re not messaging and marketing properly to those people.
0
SPEAKER_01
And guess what?
0
SPEAKER_01
Fit is also how you hire.
0
SPEAKER_01
You are hiring sales.
0
SPEAKER_01
You are hiring SDRs, not just because they have a pulse.
0
SPEAKER_01
but because they fit your customers, they fit your product.
0
SPEAKER_01
And some people, they might know that even, they might not realize that, but they don t have many options.
0
SPEAKER_01
Because if you re hiring locally, we call it the Dalai Lama s, if you re hiring within the two, three, five, 10, 20 mile, whatever radius from your office, how many options do you have?
0
SPEAKER_01
Like, yeah, sure.
0
SPEAKER_01
Maybe I could find the right person
0
SPEAKER_01
from a rate perspective, from a budget perspective, or probably not even, or, or maybe I could find a person that, you know, might meet one of the qualifications, but I can t ask for more than that, because I m only relying on what s local.
0
SPEAKER_00
Can I just throw something at you?
0
SPEAKER_00
Yeah, every
0
SPEAKER_00
marketing person, every sales manager misses the mark on one question.
0
SPEAKER_00
How much does it cost to acquire one lead?
0
SPEAKER_00
And that number can be frightening.
0
SPEAKER_00
And that s why a lot of people don t want to, don t want to recognize it.
0
SPEAKER_00
And then I asked the second question is how much does it cost to lose one customer or one employee?
0
SPEAKER_00
And those are questions that are at the fulcrum point of what you do.
0
SPEAKER_00
The customer has to know those costs so that you can start the conversation with them.
0
SPEAKER_00
And if they don t,
0
SPEAKER_00
that tells you where they are in their own knowledge of their own business.
0
SPEAKER_00
And if they do, that gives you, I think, one solid foot in the door if they know that.
0
SPEAKER_01
I love that.
0
SPEAKER_01
Biggest problem is around awareness.
0
SPEAKER_01
People don t even know what are the things that I need to be tracking.
0
SPEAKER_00
Right.
0
SPEAKER_00
And if you can help them with that, you win.
0
SPEAKER_02
So what are the things that you recommend an SDR tracks?
0
SPEAKER_01
Well, for one,
0
SPEAKER_01
you say the SDR track, it s about the sales manager or sales director, whoever s leading the charge when it comes to building out this team.
0
SPEAKER_01
So for one, it s the general things that they want to track, but you need a fuel, you need a gas, you need that fit in order to actually move your numbers in the right way.
0
SPEAKER_01
So I m not the expert when it comes to the metrics, but I could tell you some of them.
0
SPEAKER_01
You re engaging with the contacts, with your prospects, you want to move it to deals.
0
SPEAKER_01
What s your conversion rate to opportunities?
0
SPEAKER_01
That s a function of a couple of things.
0
SPEAKER_01
So that s a function of, well, am I marketing to my ICP?
0
SPEAKER_01
If I m marketing correctly, what kind of quality flow am I bringing in to begin with?
0
SPEAKER_01
But if we re comparing apples to apples, for instance, and we re like, okay, obviously a better, talented individual, an individual that has real experience actually connecting with that type of buyer, you re marrying their traits with the buyer traits, then they ll have an increased probability of being able to actually move deals to opportunity.
0
SPEAKER_01
And ultimately that s what we re trying to achieve.
0
SPEAKER_01
And then of course a conversion rate from opportunity to close one.
0
SPEAKER_01
So it s all a matter of like moving deals, you know, from qualifying, from prospecting into opportunities and into close one.
0
SPEAKER_00
So Diehard, we re getting somebody here who understands how to acquire that customer, that potential customer, and then get them to cross the threshold into the next element or the next phase of the sale.
0
SPEAKER_00
And most people have no idea
0
SPEAKER_00
what the value of that is.
0
SPEAKER_00
And I can give you a couple of examples from my own experience.
0
SPEAKER_00
The other day I was in our Barnes and Noble in Charlotte, and I said, how much does it cost every time a customer walks in the door?
0
SPEAKER_00
And he looked at me like I was from Mars.
0
SPEAKER_00
Like, why am I supposed to know that?
0
SPEAKER_00
Well, you know that so when your sales guy on the floor pays, you know, nevermind, and doesn t have any concept of why you re there, because they re busy stacking shelf books on a shelf.
0
SPEAKER_00
That s an idiot s response.
0
SPEAKER_00
Because that guy, if you walked in with $100 falling out of his pocket, because that s how much it costs, you treat that guy hell.
0
SPEAKER_00
Oh, sir, you dropped your hundred bucks.
0
SPEAKER_00
No, I didn t.
0
SPEAKER_00
It cost me 100 bucks to get here.
0
SPEAKER_01
It s so interesting you re saying this, and I love what you re saying because that s exactly correct.
0
SPEAKER_01
And I ve dealt with business leaders and sales managers and sales directors that don t think in that way.
0
SPEAKER_01
And they think, let me get the cheapest talent, not focusing on quality, but they re willing to pay thousands and tens of thousands of dollars around their marketing, millions, hundreds of thousands around the marketing efforts and around bringing in high quality leads.
0
SPEAKER_01
or around the product, right?
0
SPEAKER_01
They re investing heavily in the product, heavily in marketing, all to do what?
0
SPEAKER_01
To convert, to grow revenue.
0
SPEAKER_01
But there s that conversion point that I m not willing to invest in.
0
SPEAKER_00
That s correct, which is the biggest mistake.
0
SPEAKER_00
And I ll give you a classic example of it.
0
SPEAKER_00
Marriott spends millions of dollars a day in branding and advertising.
0
SPEAKER_00
And a guy shows up at the hotel, talks to a clerk making $14 an hour,
0
SPEAKER_00
And the clerk says, checking in?
0
SPEAKER_00
I said, no, pal.
0
SPEAKER_00
I m here for my hair transplant.
0
SPEAKER_00
What do you think I m doing?
0
SPEAKER_00
Like, why?
0
SPEAKER_00
Is that the way to greet the guy I ve spent a million dollars trying to bring in the door?
0
SPEAKER_00
No.
0
SPEAKER_00
Mr. Gittemer, we ve been expecting you.
0
SPEAKER_00
Here s your cup of coffee.
0
SPEAKER_00
Go over to our Starbucks place and have a free cup.
0
SPEAKER_00
You re going to have the best day you ve ever had here.
0
SPEAKER_00
Oh, I am?
0
SPEAKER_00
Cool.
0
SPEAKER_00
Or they could say checking in.
0
SPEAKER_00
Now, it s the same when you re trying to build a lead for somebody, there s an expectation.
0
SPEAKER_00
And that expectation is either met or lost in the initial conversation that you have with the guy.
0
SPEAKER_00
And salespeople all the time will go into a prospect and go, well, who are you using right now?
0
SPEAKER_00
Well, how are they treating you?
0
SPEAKER_00
Uh-huh.
0
SPEAKER_00
Do you have a contract with them?
0
SPEAKER_00
Uh-huh.
0
SPEAKER_00
Well, do you think I could bid on that when it was over?
0
SPEAKER_00
Because I think we could save you some money.
0
SPEAKER_00
And that s their pitch, because they re idiots.
0
SPEAKER_00
And when the wrong pitch is made... And let me just explain something.
0
SPEAKER_00
Levy understands how to make the pitch and he s being nice about it and being demure about it.
0
SPEAKER_00
But the bottom line is he understands the nuance of qualifying somebody for your business.
0
SPEAKER_00
It s the fit.
0
SPEAKER_00
And if they don t fit, they don t belong.
0
SPEAKER_00
And if they do fit, let s get them in the door.
0
SPEAKER_00
That s the deal.
0
SPEAKER_00
I love fit, by the way.
0
SPEAKER_00
I think it s the perfect.
0
SPEAKER_00
Yeah.
0
SPEAKER_01
Yeah, I mean, you know, it s not just business, it s everything.
0
SPEAKER_01
You marry the wrong girl, you know, you re pretty screwed there.
0
SPEAKER_00
I have experience.
0
SPEAKER_01
You know, you get in the wrong car, the brakes are broken, right?
0
SPEAKER_01
The brakes don t work.
0
SPEAKER_01
That s a problem.
0
SPEAKER_01
So, I mean, everything in life is fair.
0
SPEAKER_01
It really is.
0
SPEAKER_01
Jen, you re muted.
0
SPEAKER_02
OK, so Levi, there s, you know, this new or not new, but newer concept of work from home.
0
SPEAKER_02
And I think that s changed the way this game is played.
0
SPEAKER_02
And to many employers, it s a blessing and a curse, right?
0
SPEAKER_02
Because now we don t have the overhead costs, but we also have a harder time training and holding accountable and seeing what they re doing.
0
SPEAKER_02
So how do you work around that?
0
SPEAKER_02
Like, what does that look like in your world?
0
SPEAKER_02
And do you have a preference?
0
SPEAKER_02
Like, do you think it s a better fit if they re working in an office or remote or what does that look like?
0
SPEAKER_01
Yeah, yeah, great, great question.
0
SPEAKER_01
So it s interesting because I speak about this a lot.
1
SPEAKER_02
My feeling is that the manager leadership level needs to be more collaborative and should be under one roof, if possible.
1
SPEAKER_02
I agree with that, by the way.
1
SPEAKER_02
Yeah.
1
SPEAKER_02
And then on a contributor level, remote just makes the most sense, especially when it comes to customer engagement work.
1
SPEAKER_02
And I ll explain to you what I mean by that, because two out of three things you mentioned is about accountability.
1
SPEAKER_02
So ultimately, it s about accountability.
1
SPEAKER_02
you know, the more your workday is done digitally, the more accountability you can ultimately have.
1
SPEAKER_01
And the more responsibility you have to take for your own productivity.
1
SPEAKER_03
Wait, that s really an interesting point, because people think if you re in an office, you can be held more accountable.
1
SPEAKER_03
And what you re saying is the more remote you are, the more accountability we can hold on over you.
1
SPEAKER_02
Well, something a little different.
1
SPEAKER_02
So there are certain roles
1
SPEAKER_02
Think about this for a second.
1
SPEAKER_02
There are certain roles, like maybe an HR role, maybe a finance role, maybe even like a marketing designer type role.
1
SPEAKER_02
A lot of it is not done through this, right?
1
SPEAKER_02
A lot of it is not done through Zooms, through HubSpot, through Slack, through digital means.
1
SPEAKER_02
It s not being captured digitally.
1
SPEAKER_02
is what I m getting at.
1
SPEAKER_02
And then there are other roles, like customer engagement, even customer service, but we re focused on sales, right?
1
SPEAKER_02
Especially on SDR, BDR work, where it s like, we got a pound of payment, we got to get to these leads as soon as they quit converting, so that way we could qualify them and move them to opportunities.
1
SPEAKER_02
that s done all digitally and that could all be captured.
1
SPEAKER_02
And that s what Overpass is right now working towards.
1
SPEAKER_02
So it s a matter of putting the marketplace together.
1
SPEAKER_02
Of course, it s phenomenal.
1
SPEAKER_02
The fact that you could get onboard SDRs, BDRs at 35, 40% under budget and still have them to be double as talented as you would be able to find someone locally.
1
SPEAKER_01
and try harder.
1
SPEAKER_01
But that s not harder because they re measured by their successes.
1
SPEAKER_02
Not just that they appreciative.
1
SPEAKER_02
I just got off the phone with the time with a contractor.
1
SPEAKER_02
We re actually I m actually interviewing her to be one of our RSTRs because now we eat our own dog food and we have over
1
SPEAKER_02
20 SDRs right now from the marketplace that work directly for us, that work to onboard clients.
1
SPEAKER_02
And it blew me away to see how much she appreciated what we re doing.
1
SPEAKER_02
She asked me if I have a Wikipedia page.
1
SPEAKER_02
I m like, why would I need that?
1
SPEAKER_02
She s like, you re changing the world.
1
SPEAKER_02
I swear to God, this just happened.
1
SPEAKER_02
I ll send you the recording.
1
SPEAKER_03
Wow.
1
SPEAKER_03
How cool is that?
1
SPEAKER_02
Yeah.
1
SPEAKER_02
And this just happened like five minutes before I jumped onto this.
1
SPEAKER_02
And she s like, you don t say you change my life.
1
SPEAKER_02
And and she s like, I m like, why do you want to do that?
1
SPEAKER_02
Why do you want this role?
1
SPEAKER_02
She s like, because I want to be part of that.
1
SPEAKER_02
I want to help change other people s lives.
1
SPEAKER_02
So I m like, that s that s amazing.
1
SPEAKER_02
But what I m getting at my point before my point before, though, you feel so good standard.
1
SPEAKER_01
I said, you have to feel great when that happens.
1
SPEAKER_02
Yeah.
1
SPEAKER_02
Yeah, I do.
1
SPEAKER_02
And, you know, you bust your butt every day and, you know, you re really trying to put something together.
1
SPEAKER_02
You re trying to actually make a big impact.
1
SPEAKER_02
And I wasn t even trying to pull it out of her.
1
SPEAKER_02
She was just like, you could see it.
1
SPEAKER_02
She was so ecstatic.
1
SPEAKER_02
She couldn t stop smiling.
1
SPEAKER_02
So cool.
1
SPEAKER_02
Yeah.
1
SPEAKER_01
How many of the people that work in your recruitment world or work remote?
1
SPEAKER_02
How many of the people that work for us work remote?
1
SPEAKER_01
Yeah.
1
SPEAKER_02
Yeah.
1
SPEAKER_02
So we have I work at the Brooklyn office.
1
SPEAKER_02
We have nine people in our office here.
1
SPEAKER_02
And we and then everybody else works remote.
1
SPEAKER_01
Wow.
1
SPEAKER_02
And we have over 80 people in the company today.
1
SPEAKER_01
Wow.
1
SPEAKER_01
So you don t really care where they live as long as they have solid internet connection.
1
SPEAKER_02
Exactly.
1
SPEAKER_02
Yeah.
1
SPEAKER_02
You know, we have, like I said, over 20 SDRs and then we, it happened to be that, you know, over time we actually have two of our sales managers that we got from our marketplace too.
1
SPEAKER_02
Cause you know, they came on as an S as an account executive initially, and then they were that great.
1
SPEAKER_02
And.
1
SPEAKER_02
very quickly they moved up to management.
1
SPEAKER_02
So one person lives in Mexico, actually both of them now live in Mexico.
1
SPEAKER_02
And you find a lot of expats that move out to Mexico that are, the cost of living there is what, $0.30 on the dollar, right?
1
SPEAKER_02
Mexico.
1
SPEAKER_02
So I m living out in Mexico.
1
SPEAKER_02
I have all this like 15, 20, 25 years of experience jumping on Overpass, like fantastic.
1
SPEAKER_02
And what s great is that, you know, they, they create their own hours too.
1
SPEAKER_02
So you have some of these clients that aren t looking the hard, imagine this, imagine a client, let s assume you can find someone local.
1
SPEAKER_02
Without a problem, we ll meet all the qualifications, even the rate.
1
SPEAKER_02
You re going to be paying the same thing.
1
SPEAKER_02
But I don t necessarily want someone to come in for 40 hours.
1
SPEAKER_02
I want someone to work maybe 20 hours.
1
SPEAKER_02
Maybe it s a new project I m testing out.
1
SPEAKER_02
So I launch this new project and no one s coming in for 20 hours, especially if they re 40 minutes away.
1
SPEAKER_02
But to jump on for 20 hours, that s like
1
SPEAKER_02
That s perfect for a lot of these contractors because they re able to like create their own hours from wherever they are in the world.
1
SPEAKER_01
Not only that, but people don t understand if you re on the phone all day long, you need breaks.
1
SPEAKER_01
Yeah, exactly.
1
SPEAKER_01
Mental breaks, not just physical breaks.
1
SPEAKER_03
So how can an SDR differentiate themselves online and if they re searching for a job or they want to get hired, like how do they stand out?
1
SPEAKER_02
Perfect.
1
SPEAKER_02
So, in a few ways.
1
SPEAKER_02
So, the first way is what you specialize in.
1
SPEAKER_02
And what you specialize in is based on your actual experience.
1
SPEAKER_02
It s not just because I want to do something.
1
SPEAKER_02
Wanting is important.
1
SPEAKER_02
Having that desire is important because if you don t have the desire, you don t have that will, especially in the SDR, BDR role.
1
SPEAKER_02
That s like so, so, so important.
1
SPEAKER_02
And we re actually going to be launching in two months from now, we re going to be launching an eval on will.
1
SPEAKER_02
prior to even getting onboarded.
1
SPEAKER_02
And that s going to be reflected in the contractor s profile and showcasing the contractor s profile to the client.
1
SPEAKER_02
So around emotional IQ, around will, that s all data that a client s going to be able to see even before they interview that SCR without even having to pay a dollar to overpass, right?
1
SPEAKER_02
Yeah.
1
SPEAKER_01
That s really cool.
1
SPEAKER_01
That shows your belief in yourself.
1
SPEAKER_02
Yeah, that s really neat.
1
SPEAKER_02
So we don t require any upfront money in that way.
1
SPEAKER_02
They come on, they get onto the platform.
1
SPEAKER_02
They even speak with our growth consultants to guide them through the process because a lot of these clients, to be honest with you, they need a little bit of guidance.
1
SPEAKER_01
That s being very kind.
1
SPEAKER_01
Very kind.
1
SPEAKER_01
Because a lot of them, if you ask them what it costs to get a customer, they might be able to tell you, but to lose one, they have no idea.
1
SPEAKER_01
And I can give you a clue, Dyer, if you re looking, you lose a customer, it s going to cost you 10 times their annual ability to buy from you.
1
SPEAKER_01
If you lose a salesperson, if you lose any kind of BDR, SDR, it s going to cost you their pipeline, who they take with them when they leave, because they re going to do the same damn thing when they go someplace else, and morale.
1
SPEAKER_01
Totally.
1
SPEAKER_01
And when you, cause you were vulnerable to lose them.
1
SPEAKER_01
You didn t lead them properly, not manage them.
1
SPEAKER_01
You didn t lead them properly.
1
SPEAKER_01
I can give you a classic example.
1
SPEAKER_01
The hotel business has the largest turnover of any industry in the world.
1
SPEAKER_01
They ll turn over between 40 and a hundred percent of their staff in a year.
1
SPEAKER_01
So a general manager walks into their monthly welcome meeting, their ramp up meeting, whatever our onboarding meeting, whatever buzzword you want to use for it.
1
SPEAKER_01
And they go, Oh, we ve been here for 50 years and we re very proud of our company.
1
SPEAKER_01
And we re going to, everyone s going to smile and make sure you welcome everybody and tell them how happy you are about and go on for 20 minutes.
1
SPEAKER_01
Are there any questions so far?
1
SPEAKER_01
The guy raises his hand in the back.
1
SPEAKER_01
Can I get my paycheck on Thursday?
1
SPEAKER_01
Because my kid s in daycare and I need a, he didn t listen to one fricking word.
1
SPEAKER_01
This guy said, if the general manager was smart,
1
SPEAKER_01
He would have walked in and say, all right, everybody, get out a pencil.
1
SPEAKER_01
This is how you get paid.
1
SPEAKER_01
Paid?
1
SPEAKER_01
I need a pen.
1
SPEAKER_01
Does anybody have a pen?
1
SPEAKER_01
If he would have started out with them, they would have won.
1
SPEAKER_01
But they start out with me and they lost.
1
SPEAKER_01
And that s the example that needs to be set now in the world because the world has changed forever.
1
SPEAKER_01
These last couple of years have changed the sales world to virtual and video as the acceptable mean.
1
SPEAKER_01
And it s changed forever because we re talking right now virtually.
1
SPEAKER_01
Every time we ve talked so far has been virtual.
1
SPEAKER_01
Yeah.
1
SPEAKER_01
But the point is, we re comfortable doing this.
1
SPEAKER_01
We ve made friends virtually.
1
SPEAKER_01
Yep.
1
SPEAKER_03
Yeah.
1
SPEAKER_03
I want to get back to the SDR piece.
1
SPEAKER_03
So did you have more more criteria for how to stand out?
1
SPEAKER_02
Yes.
1
SPEAKER_02
OK.
1
SPEAKER_02
The first thing is industry experience.
1
SPEAKER_02
What s, what do you specialize in?
1
SPEAKER_02
Because if you re coming in with that experience already, that s number one.
1
SPEAKER_02
So the way, just like, just like a company is positioned, right?
1
SPEAKER_02
A company is positioned.
1
SPEAKER_02
Why?
1
SPEAKER_02
Because you re in a category.
1
SPEAKER_02
And when, when a customer is thinking about you or sees your brand within a split second, they have to know what category you fit into.
1
SPEAKER_02
And that s why you need to be positioned and you need to be branded in that way.
1
SPEAKER_02
Same thing with our, with the SDR contractors in the marketplace.
1
SPEAKER_02
They re all positioned not just as another SCR contractor with x-ray, with accent and language and so on and so forth, but it s positioned within a specific industry, within a specific space, and they specialize in that industry.
1
SPEAKER_02
And it s not just because we want to position them, it s because that s meaningful to the client when it comes to onboarding, when it comes to training, when it comes to actually making that impact with their customer base.
1
SPEAKER_02
Think about if an SDR already has all that experience speaking to your ICP, they already know how to speak the lingo.
1
SPEAKER_02
They already understand it.
1
SPEAKER_02
They have the product knowledge, right?
1
SPEAKER_02
These are huge things.
1
SPEAKER_02
So that s step number one.
1
SPEAKER_02
Number two is like what I said before.
1
SPEAKER_02
Will is super important, emotional IQ.
1
SPEAKER_02
Will is super important when it comes to SDR BDR work.
1
SPEAKER_02
So they re taking those assessments as of October, they ll be taking those assessments and that s going to be showcased in the profile.
1
SPEAKER_02
So that s also how you re going to be standing out.
1
SPEAKER_02
And then where the company is heading back to what you were saying earlier around accountability is around work ethic score.
1
SPEAKER_02
So there s the pre and there s the post, right?
1
SPEAKER_02
There s coming onto the platform, becoming live in the marketplace.
1
SPEAKER_02
and taking that emotional IQ assessment.
1
SPEAKER_02
So going into a job, you get an understanding of what this person is about and if they have the will.
1
SPEAKER_02
But then there s the post.
1
SPEAKER_02
Now that I actually am working and I have a client that I m working for, I m now building up data on my profile around my work ethic.
1
SPEAKER_02
So the next client that will hire this SDR, understand it s not just in terms of where they re holding from an assessment perspective, but from an actual experience perspective.
1
SPEAKER_03
And so is that showing like how many hours they worked or how many deals they called on and how many they closed?
1
SPEAKER_03
Like what kind of data does that provide?
1
SPEAKER_02
Great question.
1
SPEAKER_02
So none of that.
1
SPEAKER_02
So you have plenty of tools for all that.
1
SPEAKER_02
You don t need, you don t need Overpass for that, right?
1
SPEAKER_02
You have Gong, you have Chorus, you have HubSpot, you have lots of tools where you can know what it is that they re saying.
1
SPEAKER_03
You have those tools, sorry to cut you off, but you have those tools once they re hired.
1
SPEAKER_03
You don t have the pre-existing data on someone from where they worked prior.
1
SPEAKER_02
Right.
1
SPEAKER_02
No, no, no.
1
SPEAKER_02
You re a hundred percent right on that.
1
SPEAKER_02
But even so, it s still from a qualitative perspective, from a quality perspective.
1
SPEAKER_02
So if I want to coach
1
SPEAKER_02
a STR, I know how to coach them.
1
SPEAKER_02
If I want to know how well they re doing in terms of their quota, what are their conversion numbers looking like?
1
SPEAKER_02
Yeah, there s lots of tools around that.
1
SPEAKER_02
You re right.
1
SPEAKER_02
In terms of showcasing their profile, you re 100% right.
1
SPEAKER_02
You don t have that from a qualitative perspective, from a quality perspective.
1
SPEAKER_02
And that s awesome.
1
SPEAKER_02
And I totally agree with you on that.
1
SPEAKER_02
But what I m more referring to here is from a quantity perspective.
1
SPEAKER_02
work ethic?
1
SPEAKER_02
Are you putting in the effort?
1
SPEAKER_01
You have a scale like a there s 78 work ethic.
1
SPEAKER_01
There s 69 work ethic there.
1
SPEAKER_02
Yeah, it s it s scaling, it s scaling.
1
SPEAKER_02
So so this is this is not live today.
1
SPEAKER_02
But this is what we re working on today.
1
SPEAKER_01
And this is something that s you need to have a work ethic factor.
1
SPEAKER_01
Like he s a 72% work ethic.
1
SPEAKER_01
And we found people that are 65% and higher will stay on the job longer.
1
SPEAKER_01
Exactly.
1
SPEAKER_01
Correlation to the to the rating, not simply the rating.
1
SPEAKER_02
Oh, a hundred percent.
1
SPEAKER_02
A hundred percent.
1
SPEAKER_02
Because because as a human, I m looking at this thing.
1
SPEAKER_02
I m like, very nice.
1
SPEAKER_02
Sixty five.
1
SPEAKER_02
What the hell does that mean?
1
SPEAKER_02
Right.
1
SPEAKER_03
You know, like now what?
1
SPEAKER_02
Now what?
1
SPEAKER_02
How is that informing my decision right now?
1
SPEAKER_02
The three of the button or my clicking that button?
1
SPEAKER_01
What button am I clicking?
1
SPEAKER_01
Yeah.
1
SPEAKER_01
The three of us have a 100.
1
SPEAKER_01
We are the measured scale.
1
SPEAKER_01
I m up at 530 in the morning and I m working.
1
SPEAKER_01
And I think that there s something to be said for that, for what are the results?
1
SPEAKER_01
What can I point to that said I accomplished this because I did this?
1
SPEAKER_01
So I would want to find out from that person whose work ethic I m measuring,
1
SPEAKER_01
is what have their achievements been?
1
SPEAKER_01
What are their outcomes been?
1
SPEAKER_01
And that s, that s everything, right?
1
SPEAKER_01
You know, I ll go back to my, one of my friends has worked for Microsoft, he s employee number 77.
1
SPEAKER_01
And for one year, he was in charge of HR, and their criteria for hiring everybody was the smart, self-starting past history.
1
SPEAKER_01
That s it.
1
SPEAKER_01
He said, if you go to my campus, you ll find 10,000 people smart,
2
SPEAKER_00
self-starting, past history of success.
2
SPEAKER_00
I want happy.
2
SPEAKER_00
I want smart, happy, past history of success and self-starting.
2
SPEAKER_00
I want those criteria in there and that will determine work ethic.
2
SPEAKER_01
Yeah, I understand what you re saying, Jeffrey.
2
SPEAKER_01
And I think that that is key.
2
SPEAKER_01
It s hard to assess ahead of time if they re happy.
2
SPEAKER_01
You can kind of
2
SPEAKER_01
It s hard to assess ahead of time if they re happy, but you can kind of pick that up on the interview as best you can.
2
SPEAKER_00
Tell me about your last job.
2
SPEAKER_00
My boss did not attend.
2
SPEAKER_00
That guy s not happy.
2
SPEAKER_00
No.
2
SPEAKER_00
He s not our candidate because the first thing that s going to happen is he s going to piss everybody else off.
2
SPEAKER_00
But if I say, tell me about your last job.
2
SPEAKER_00
And the other guy says, I wasn t really a perfect fit for this company.
2
SPEAKER_00
And I m looking for someone that will recognize my talent and take advantage of it.
2
SPEAKER_00
That s my guy.
2
SPEAKER_00
That is my guy.
2
SPEAKER_00
And maybe the fit aspect of what you do is brilliant.
2
SPEAKER_00
Just absolutely brilliant.
2
SPEAKER_00
Because if there s no fit, there s no future.
2
SPEAKER_00
There may be a temporary thing, but there s no future.
2
SPEAKER_02
There s no future.
2
SPEAKER_02
That s great.
2
SPEAKER_01
Yeah, that s really good, Jeffrey.
2
SPEAKER_02
Thank you.
2
SPEAKER_02
You got to put that up somewhere.
2
SPEAKER_02
Maybe your next t-shirt, Jeffrey.
2
SPEAKER_00
Maybe.
2
SPEAKER_00
I got it from growing up in Philadelphia, New York.
2
SPEAKER_00
No ticket, no shirt.
2
SPEAKER_02
Yeah.
2
SPEAKER_02
But that s exactly correct.
2
SPEAKER_02
You know, it s like, you know what s interesting though?
2
SPEAKER_02
People are in such a hurry to go nowhere.
2
SPEAKER_00
Yeah.
2
SPEAKER_02
And that s the issue.
2
SPEAKER_02
It s just like, and that s the difference between an inexperienced leader and an experienced leader.
2
SPEAKER_02
If you see some of these young guys, they just want to be running.
2
SPEAKER_02
They just want to be like moving.
2
SPEAKER_02
I don t really care if I m moving in the right direction, as long as I m moving.
2
SPEAKER_02
And that s the idea.
2
SPEAKER_02
If you want to fit, it requires precision, it requires thought, it requires... Dedication and focus.
2
SPEAKER_02
Dedication and focus.
2
SPEAKER_02
Yeah.
2
SPEAKER_02
And imagine being able to have the fit without needing to require all that, with being able to just run.
2
SPEAKER_02
And that s literally what we do, right?
2
SPEAKER_02
So it s like taking the world s talent
2
SPEAKER_02
indexing it in a way where you could click, click, click, filter it down, and then actually get that fit and still be able to run a million miles an hour.
2
SPEAKER_02
Because ultimately, that s what you want to do to hit your next round of funding.
2
SPEAKER_02
That s what you have to do, because that s what the VCs expect.
2
SPEAKER_00
Yeah, that s true.
2
SPEAKER_00
But I want a person to define for me what it is that they re hoping to achieve here.
2
SPEAKER_00
Because if they want to make a lot of money, that s not my guy.
2
SPEAKER_00
If they want to help customers succeed, that s my guy.
2
SPEAKER_00
And so I m looking at that from the perspective of what s going to happen and what s the outcome going to be of this whole process.
2
SPEAKER_02
Yeah.
2
SPEAKER_02
How do you evaluate that just through qualitative?
2
SPEAKER_02
You have to ask questions.
2
SPEAKER_02
Yeah.
2
SPEAKER_02
Yeah.
2
SPEAKER_02
A hundred percent.
2
SPEAKER_02
Yeah.
2
SPEAKER_02
And that one thing I think that s missing from this picture in general is education.
2
SPEAKER_02
Education, yes, sure, on the SDR side, on the contributor level, but on the leader level as well, on the manager level.
2
SPEAKER_02
Managers, sales managers, sales directors, if they re going to be in that role, you have some businesses that just don t have leadership in sales.
2
SPEAKER_02
If you want to grow your company, you have to figure out how to bring in a strong leader
2
SPEAKER_02
sale, sure.
2
SPEAKER_02
But if you want to be in that role, you have to be able to learn from the best, like Jeffrey.
2
SPEAKER_02
That s just the truth.
2
SPEAKER_02
You re not going to figure this out on your own.
2
SPEAKER_02
You don t want to go through trial and error.
2
SPEAKER_00
And you re not the first person to try it on your own.
2
SPEAKER_00
It s been done before.
2
SPEAKER_00
It s a matter of exposing yourself to the right people in the right circumstance.
2
SPEAKER_00
But I will tell you a great question to ask a sales leader is when you made your transition from salesperson to sales leadership, which is what normally happens, how much training did the company give you in management and leadership?
2
SPEAKER_00
And I m willing to bet you it s somewhere around zero.
2
SPEAKER_01
For me, I had to get books.
2
SPEAKER_01
I had to like do my own research.
2
SPEAKER_01
This is before the internet was like that big of a thing.
2
SPEAKER_01
So finding things took a really long time.
2
SPEAKER_01
And I signed myself up for classes because I had no idea.
2
SPEAKER_01
I mean, just because you re good at sales doesn t mean you re good at sales management.
2
SPEAKER_02
Absolutely.
2
SPEAKER_02
Absolutely.
2
SPEAKER_02
You know, it s funny because you find a lot of a lot of these contributors that move to leadership that have no idea what it is that they re doing.
2
SPEAKER_00
Right.
2
SPEAKER_00
And they ll come up with something jackass.
2
SPEAKER_00
He like, I don t need my people to like me.
2
SPEAKER_00
I just need him to respect me.
2
SPEAKER_00
Like, dude, you re never going to be respected if you re not liked.
2
SPEAKER_00
period.
2
SPEAKER_00
Let s start out with that.
2
SPEAKER_00
If you re not likable, now would be a great job, great place to get a job as like a Walmart greeter so you could learn how to do it.
2
SPEAKER_02
Yeah, I definitely would agree.
2
SPEAKER_02
So the question is, you know, for sales leaders that need to up their game to grow their, you know, their revenue, grow the customer base, you know, what are the, what would you say are the top three things
2
SPEAKER_02
let s say a sales leader could really learn to execute what it is that they re doing on a daily basis in a much better way.
2
SPEAKER_00
Collaborate rather than order.
2
SPEAKER_00
Go with that sales guy.
2
SPEAKER_00
Don t tell him what to do.
2
SPEAKER_00
Do it with them.
2
SPEAKER_00
The second thing they need to do is be better than the salesperson so they can make a sale in front of the sales guy that can t close a sale.
2
SPEAKER_00
And the third thing, and I think this is the most important, is be accessible.
2
SPEAKER_00
Don t be doing paperwork.
2
SPEAKER_00
Don t be filling out
2
SPEAKER_00
forms, don t be, I got this report to do.
2
SPEAKER_00
No, you know what?
2
SPEAKER_00
At your funeral, they re not going to say, well, you sure did those reports well.
2
SPEAKER_00
You know, I mean, that s, it s not a criteria for success.
2
SPEAKER_02
Yeah.
2
SPEAKER_02
It s interesting.
2
SPEAKER_02
Cause I sat down last week, you know, I run a solar company called Empire Solar as well.
2
SPEAKER_02
And I was sitting down with the director and he was telling me about
2
SPEAKER_02
you know, breaking out all the different tasks that the solar manager does.
2
SPEAKER_02
I m looking at it and 90% of it is ops work.
2
SPEAKER_02
90% of it is administrative work.
2
SPEAKER_02
I m like, crazy thought here.
2
SPEAKER_02
What if we hire an admin?
2
SPEAKER_02
What if we hired admin, freeze up all his time, and he could be out with the guys coaching them on a sale?
2
SPEAKER_02
Crazy idea that a sales leader actually coaches their guys.
2
SPEAKER_01
And that s the distinction, right?
2
SPEAKER_01
Like they re called sales manager oftentimes, but really what they re there to do is to coach.
2
SPEAKER_01
Exactly.
2
SPEAKER_01
It should be 90-10.
2
SPEAKER_02
It should be 90-10 coaching, 10% admin or ops, and it ends up being the other way around.
2
SPEAKER_02
And, and, and we just got onto a zoom info.
2
SPEAKER_02
I m sure you know, zoom info and they, they bought out chorus.
2
SPEAKER_02
So, you know, we, we, well, we went all in, we went in with the full package, right.
2
SPEAKER_02
Zoom info, chorus package.
2
SPEAKER_02
And it s great because, uh, you know, the, the general excuse of why they don t coach their, their people is because it s too tedious.
2
SPEAKER_02
It s like, I need to do all this administrative ops work to get to the data, right.
2
SPEAKER_02
To get to the insights of what I m going to coach them on.
2
SPEAKER_00
Wouldn t it be cool if somebody just handed you a piece of paper and said, here s the data.
2
SPEAKER_00
Exactly.
2
SPEAKER_02
So we re doing two things, actually.
2
SPEAKER_02
One is we got the chorus tool, which is going to give you those insights, but that s not enough.
2
SPEAKER_02
Next thing we did is we got a sales QA role now.
2
SPEAKER_02
Now we have a sales ops role already, but a sales QA role, which covers five main items around the salesperson s workday.
2
SPEAKER_02
And that s around qualitative messaging, it s around social engagement, and it s around just the actual discovery calls themselves.
2
SPEAKER_02
pinpointing any issues that come up around those.
2
SPEAKER_02
So the sales manager doesn t have to go in and figure all that stuff out himself and pull all that data.
2
SPEAKER_02
The sales QA person goes into each salesperson, pulls all that data, creates a report card, passes it off to the sales manager for his one-on-one with the sales rep.
2
SPEAKER_00
Dyer, if you re listening, you do not want to do one ounce of paperwork other than maybe writing up an order.
2
SPEAKER_00
And then as you re writing up the order, you re figuring out your commission, which is what all salespeople do.
2
SPEAKER_00
I just sold 10,000.
2
SPEAKER_00
My commission is 88%.
2
SPEAKER_00
I just made $800.
2
SPEAKER_00
Okay, great.
2
SPEAKER_00
But your job
2
SPEAKER_00
is to be in front of people that can say yes to you.
2
SPEAKER_00
Exactly.
2
SPEAKER_00
It s your main job.
2
SPEAKER_00
There s nothing more important than that.
2
SPEAKER_00
And once, you know, Levy understands that intuitively, that s why he s not a paperwork guy.
2
SPEAKER_02
Yeah.
2
SPEAKER_02
No, it s, it s so, so important and people miss the boat.
2
SPEAKER_02
And I think for some reason, sales managers just gravitate towards admin work.
2
SPEAKER_02
It s weird.
2
SPEAKER_02
It s like a weird concept.
2
SPEAKER_00
It s used as a crutch for not being able to go out and make a sale.
2
SPEAKER_00
I promise you, I ve seen it thousands of times.
2
SPEAKER_01
Yeah, I agree with that.
2
SPEAKER_01
So Levy, where can people get more information about Overpass?
2
SPEAKER_01
What do you want them to do next?
2
SPEAKER_02
Absolutely.
2
SPEAKER_02
So you can check me out on LinkedIn.
2
SPEAKER_02
Lately, I ve been pretty active on LinkedIn.
2
SPEAKER_02
We also have a show called Evolved Sales Live on LinkedIn as well.
2
SPEAKER_02
We air every Friday for ESL at 4 PM.
2
SPEAKER_02
And then of course, check out our website, overpass.com.
2
SPEAKER_02
You can go through a free registration flow, take you directly into the platform.
2
SPEAKER_02
Like I said before, you could create a job post, you could connect with one of our growth
2
SPEAKER_02
consultants, they could guide you.
2
SPEAKER_02
You could check out all the awesome contractors, SDRs and BDRs that we have within the marketplace.
2
SPEAKER_02
You could interview them all free of charge until the point of, of course, onboarding them.
2
SPEAKER_02
And then we work with you for everything after that point as well.
2
SPEAKER_02
So check us out overpass.com and check me out on LinkedIn.
2
SPEAKER_02
Feel free to message me even if it s not around Overpass.
2
SPEAKER_02
If you want any ideas or you have any questions, I would love to just connect with you all and it ll be great.
2
SPEAKER_02
Yeah.
2
SPEAKER_01
Awesome, and if they re a BDR or SDR listening to this and they might want to sign up for a sales role on Overpass, they can do that as well right there?
2
SPEAKER_02
Yep, exactly.
2
SPEAKER_02
So they could sign up as well.
2
SPEAKER_02
It doesn t cost them anything.
2
SPEAKER_02
It s directly overpass.com.
2
SPEAKER_02
There s a little link right on top, top right.
2
SPEAKER_02
and become a contractor on Overpass Marketplace.
2
SPEAKER_02
Very cool.
2
SPEAKER_00
Diard, if you re on the highway to success, Overpass will not allow you to make a wrong turn.
2
SPEAKER_01
Until next time, I m Jen Gittimer.
2
SPEAKER_00
Thank you so much.
2
SPEAKER_00
Jeffrey Gittimer.
2
SPEAKER_00
And Levi, you want to say goodbye?
2
SPEAKER_00
Yeah.
2
SPEAKER_00
We ll put all of his contact stuff in the chat, so you ll be able to get him as well if you didn t have time to get it down.
2
SPEAKER_00
And we will talk to you soon.
2
SPEAKER_00
Thanks for listening to the show.
2
SPEAKER_00
Don t forget to like, share.
2
SPEAKER_01
Yeah, share with both your friends.
2
SPEAKER_01
And subscribe to the podcast.
2
SPEAKER_00
And remember, we have a free 22 day sales challenge.
2
SPEAKER_00
Just go to gitter.com slash sales challenge to start you on your way.