The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 4 months ago

179: Cultural Insight on Operating a Regional Office w/ Paula Shannon


In this episode of the Sales Hacker Podcast, we have Paula Shannon , Chief Evangelist at Lilt , a machine learning company focused on language translation. Join us for an engaging conversation about language, sales, career success, and embracing cultural differences in leadership.

What You’ll Learn 

- How to open a regional office

- When to use functional heads in lines of reporting

- The importance of understanding company finances

- What has changed in sales over the last two decades

Show Agenda and Timestamps

About Paula Shannon & Lilt [3:02]

The mandate of a chief evangelist [8:10]

Adapting sales processes internationally [12:02]

2 recent changes in consumers and sales [19:14]

Advice to today’s young workers [23:47]

Paying it forward: Shout-outs [30:03]

Sam’s Corner [34:11]

One, two, one, three, three. Hey everybody, it's Sam Jacobs. Welcome to the SALESACER podcast. Today on the show we've got Paula Shannon. Paul is the chief evangelistat little twitches, a machine learning company focus on language translation. Really CoolCompany. She brings over thirty five years of sales experience, a leadership experienceboth at public and private companies. It's a great conversation. She's also accomplishedlinguist and really knows a lot about how company should expand regionally to make surethat you maximize your growth. So it's a great conversation. Before we getthere, we have three sponsors we want to thank. The first is outreach. Outreach has been a long time sponsor this podcast and we're excited to announcethat their annual road show series, unleash summit series, is back in personthis fall in Austin, Chicago, San Francisco, New York City and London. This year's theme is the rise of revenue innovators. Join a new cohortof revenue leaders who are transforming the world of buying and selling by arming theirsellers with a single, unified engagement and intelligence platform. Get more details.Save Your spot at summit dot outreach doto and do it fast, because ticketsare limited. We're also brought to you by pavilion. Pavilion is the keyto getting more out of your career. Our private membership connects you with anetwork of thousands of like minded peers and resources where you can tap into leadershipopportunities, training, mentorship and other services made for high growth leaders like you, wherever you are at in your career. If you're new to your career,join the analyst community. If you're at the senior levels and you've achievedthe VP title, joined the executive community and take one of the courses thatpavilion offers, including frontline manager school, Chief of an officers school, ChiefMarketing Officer School and over ten more full programs replete with certifications. Learn moreat joint PAVILIONCOM. And finally, we want to thank air call. AirCalls a cloud based voice platform that ingrates seamlessly with popular productivity and help ustools from call monitoring and whispering, integrations with your crm and real time analytics. Air Call can help turbo charge your sales reps productivity set a new standardfor sales productivity and performance by switching to a phone system that's best friends withyour serum. Get twenty percent off your first three months at air call,at air call sales hackercom. That's all, one word, air call sales hackercom. Now, without further ado, let's listen to my conversation with PaulaShannon. Hey everybody, it's Sam Jacobs. Welcome to the sales hacker podcast.Today we're excited to welcome Paulishannon to the show. Paula is the chiefevangelist at Lilt, and let me tell you a little bit about her background. She has well over twenty years of sales experience. She served as chiefsales officer at svp from Ninus ninety ninety nine to twenty seventeen. At LionBridge, running their six hundred million dollar, million dollar global sales team. Fromtwo thousand and eight to eleven, she acted as the CO general managerof the core business, managing over twenty eight hundred employees across the world anddelivering profit on a three hundred million dollar pnl. She drove new services insustainable solutions, developed teaching accounts and ensured the continued delivery of innovation and executionexcellence to global one thousand customers. She's also previously served on the board ofseveral Montreal technology startups and is also served...

...on the board, I'll fit figureout if I can pronounce this right way, the phone Reginald de Solderte ftq fieldin Montreal, which is a venture fund arm of the eight and ahalf billion dollar phone de Sila d'rte de Trevelleur de Quebec Development Capital Fund.Paul, you'll tell me if I figured that out, if I said thatthe right way. She's got a deep background, more than thirty years ofindustry experience in languages, including ten years in senior roles with burlits international inCalifornia, Washington, DC and Canada. She's fluent in English, French andDutch and functional in German, Spanish and Russia. Educated in Canada, Belgium, in the US, shields of BEA and Russian and German, with aminor and linguistics from McGill University. Paula, welcome to the show, Sam.Thank you. I'm happy to be here today with you. Thanks forhaving me. So did I pronounce tell me about the fund that you workedout from Montreal. Did I pronounce that correctly. How do you say youwere? You were frighteningly well those you were being on. So yeah,that was I mean you did a great job. It's a mouthful, though, a I mean even even in French and they always love the essentially it'sa pension fund that the court right the FTQ, which is a so it'sa solidarity fund to Pension Fund for workers, for Quebec workers. And then thesmall fund was there for a into having a venture capital fund, kindof someone that would invest more in startups, technology, etc. So we cancertainly talk about that at a later point in the interview, but youcan always imagine that a core pension fund that looks at, you know,how many jobs do we create? What kind of you know, expansion offactories do we create? Might have a hard time thinking about venture financing where, you know, the goal was not necessarily to be creating seats and jobs, right, it was to create value. Yeah, well, well, itshould that. We may get into that, but first we also wantto make sure that we give you an opportunity to tell us about Lilt,and also your role is chief evangelist. So what is lilt? Give usa little bit of background on the company because it's a really interesting company.Yeah, thanks for that chance. It really is. I mean it isjust the the most innovative company I've worked with in my entire career. Solilt has proprietary technology in the field of translation technology. They've created machine translation. So you think of automatic translation, the founders of Lilt had worked.One well, completing a PhD at Stanford, the other his supervisor, also atStanford but now full professor at Berkeley, and they were working within the Googletranslate team. So born of that was kind of, if you will, almost next generation approach to using automated technology with language, and so liltexpanded initial rounds with Zetta and then with sequoia, and they expanded to includeservices. So it's a truly innovative a firm that combines human in the loop, translators, linguists powered by this innovative...

...automated machine translation technology that is bothadaptive and predictive, meaning it learns from the human at a very deep level. So who do you sell to? Tell me about the the business modelfor Lilt. Well, what's exciting is that they're fearless and so really ableto sell to other startups. I mean I think you're probably so familiar withthat, Sam you know that working within the portfolio they've been introductions and crossovers, but they bat well above their weight. So they've sold to a number ofjust large global firms, including Intel, where they swooped in and were ableto win their global business and offered such an incredibly innovative solution that Intelcapital took a look and then came on board for their series be. Sothat's a that's the kind of dream scenario that any entrepreneur or founder would loveto find themselves in, and you can imagine from there. It's just it'sa range of some of the top technology firms, top startups and initially,I think the tech they were focused more on tech and BTC tech companies,but they've really refined their their integrated model with services and technology and they're ableto do some pretty demanding kinds of content like financial services and even medical devicesand pharmaceutical awesome, amazing. And as chief evangelist, what tell us aboutwhat you're what your mandate is? Well, my man date really. I meanit's funny in a way. I find some of it's looking in thepast because obviously my experience and the years that I have spent in the languageservices industry is attractive for little so fundamentally on there to make connections and totruly advocate for them. So there might have been customers initially who are skepticalabout using automated technology. You know, there's a conundrum. You know,can humans do this better? Most people understand automated technology from maybe a poorexperience with something like a Google translate, and the reality when you put ahuman in the center is that it's like a self driving car. I meanthe human could drive the car all the time, they could also decide whenit's better to let the the artificial intelligence take over. That's precisely what lilthas built. So I think I act as an advocate. I certainly makeconnections to people help them also make the jump from maybe an evaluation framework they'recomfortable with to away or Lens or perspective that lets them look at lilts approachto this process, which is which is very different, and I do alot of outreach, writing and webinars and that type of thing. Sam Amazing. Let's talk about how you got here. You know, I read your bioand you have a rich background and in languages. You also spend along time with burlitz. But tell us about a little bit about your career. You know the you've had so many...

...different experiences. What were some ofthe format of experiences and how did you ultimately, because you have a richsales background, how did you translate your language background into sales acumen to helpcompanies grow? Oh thanks, that's that's a fun one to tackle. Iguess breaking it down, I'd say that the my background, as you say, it was languages at an academic level. I had done taken languages and linguisticsat university, but I always had two other areas where I was verycurious and also working, and so I worked summers as a paste up artistin the sense doing desktop publishing at Newspaper and magazine Publishing Company, and thenI also had minor level courses in computer sciences. I was a root onehundred and twenty eight baby. My Dad grew up in the tech boom inMassachusetts. Long before there was Silicon Valley right there was root one hundred andtwenty eight. So those things didn't go together at all. When I wasentering university, language was still very literary. And then I had the computer pieceand the publishing. Well, I got really lucky because after starting mycareer with Berlitz, where they had a classic management trainee program so I wasthe beneficiary of just incredible investment in teaching you about operations, finance, management, HR sales for sure, and marketing. You had a chance to then goout and run a region, a set of offices, a set ofregions, and blitz as well was expanding at the same time, going fromkind of consumer document translation, if you will, to being forced to considerhow to serve the needs of blossoming technology industry that was pretty hungry for someglobal translation services. So all of a sudden software localization became really the biggestgrowth area in the translation market. And now my computer science background, mydesktop publishing and content coupled with six languages seems almost, you know, likeit was planned, but I assure you it was not. It was acomplete accident, as most of the best things in life usually are. Wow, I think in some of the though, the research that I've done, insome of the information you provided, you really are an expert in kindof not just selling but adapting sales and sales process to cultural differences around theworld. Did your language interest and background help propel that expertise? Absolutely,Yes, that's exactly what happened. So you'd asked how I got into sales. I mean as a general manager in the Berlitz model you need to beresponsible for sales and when I first expanded my career in the industry, II guess I started as a global account manager and then as regional sales managerand then, you know, worked my way up to VP and then atLyon Bridge, just chief revenue, chief...

...sales officer, and so working anddoing training, hiring. I realize that my knowledge of languages and my comfortin different cultures and traveling around the world was a huge benefit. And therewere an awful lot of firms coming in those days out of the states,especially technology and software. It was almost all centered in the US and foistingtheir approach on the regional offices or other countries. And early on I tooka very different approach to respect and kind of mine, you know, whatwas different and unique in that market and try to find a way to takeproven sales methodologies that that are valuable and do work. You know, thebasics of needs, satisfaction, the basics of customer centricity, even the basics, on some level, of challenging but adapting it for that given market orculture, and I just found that to be so much fun. And ofcourse the regional offices blossomed with that approach because it was something that they hadn'tbeen offered before. There's a lot of challenges that companies face when they tryto take their existing sales process and really their existing go to market process andsimply apply it to a new country. What do you see is the biggestthe biggest challenges and obstacles, and what some of the advice that you givecompanies that want to open a new office in London, maybe they want toopen on office in Mumbai, maybe they want to open on office in Parisand there are cultural differences. How do you how do you help those companiesadapt or if you were to give advice to those companies, what would youwhat advice would you offer? Oh, that's that. I mean, that'ssuch a big question, but let like thinking about this just in a levelmaybe of my own experience. I think that one of the things I wouldadvise against. I was never a great fan of having expatriates be kind ofthe leader or the manager. It's a shortcut, you know, it's comfortable. Maybe back twenty years ago it was. It was kind of the default becauseit was very difficult, you know, to find truly global citizens that werealso perhaps adept in your line of work or service. It just setsthe wrong tone. I mean, if you're, if you truly are readyto invest in a region or a locale far better to take the time tohire slowly someone who represents the absolute culture bridge that you're trying to create andhave that local person, or at least that regionally local person, run theshow for you. Otherwise, you're right. I mean, Sam it just becomesa clone of your central or your domestic operation and it bleeds into everythingyou do. It means you're going to be pushing not just US or whereveryour company's headquartered. You're going to push your internal processes onto a new market. You're going to be less likely to be open minded about adapting your productor service and I think these days you when we look at customer experience,I'm so jazz because we're finally entering an...

...era where there's a notional idea ofa global customer experience officer or kind of Global Cxo. And what we findis so few companies really look at what the experiences across the entire buy ourlife cycle for all of their regions and locale. So yes, my experiencein North America might be I have these touch points in my journey, butthe German client may already be failing because four or five of those touch pointsdon't even exist in their markets. So I think if you're not ready togo global and open an office, partner, you know, colocate, do somethingthat's maybe a halfway measure. But if you are ready, then youshould be ready to hire locally and staff locally. One of the challenges thatpeople exactly to your point, the challenges that companies faces. They feel likeif they don't have the expat running the office, they lose what they thinkis special about their company, which might be the culture. At the sametime, if they bring on somebody completely you know but to the point,maybe they can't adapt to the local culture as well. And there's always alsoa question of functional reporting lines and is it better to have the head ofthe European office and all of the different disparate responsibilities and functions. Marketing,sales, product report to a regional head, or maybe there's a global head andyou know you got somebody working in London that's reporting back to somebody inNew York, even though, in the time zone, they're dealing with challengesthat only their team in London can help solve. Do you have a pointof view on or chart and organizational design in that reality? Oh, Imean yeah, because I've I've probably executed limitless number of flawed organizational plans,you know, along those lines. I think, Sam it is just anabsolute pendulum that is always swinging back and forth, but not where you wantit at the moment. You know, you just at are constantly evolving.So, to be more specific and answer your question, I think if you'rein an environment where control is paramount, meaning cost your thin margin. Growthis not the story. Compliance is perhaps part of your DNA, then akind of geographic command and control organization makes a lot of sense because you're goingto be managing all of the leases, you know, hr issues, thethings that the hygiene, the corporate hygiene, is going to be perfect if growthand culture are more the focus than I think the pain of having afunctionally aligned organization, meaning sales reports into regional sales or or product line salesand then rolls up globally marketing the same thing. It's a much more richorganization. And going back to the very first point you made, it isvery hard to hire locally and it is really hard to indoctrinate inculcate your culturewith a local person, but it is...

...what is needed and it's so muchmore valuable than having a cookie cutter expad approach. That's one of the thingsthat you've mentioned is just sort of the evolution of customer experience. But youknow, you've worked in so many different capacities. You've worked at Burlitz,you've worked at I think it's called Lion Bridge. You're now at an earlystage company. What do you think's change the most about how people buy andhow companies sell over the last, you know, one or two decades?No, that's that's great. I think two things I if I'm looking atthis different axes. You know, one is just the consumerization of everything.So the demands that used to be present only in real B Toc companies,you know, who were directly interacting with their consumer, are now everywhere.Because we expect to interact with Bob experiences should be a seamless and flawless asour BTC experiences in our private life, right. So we have that expectation. So that's kind of behaviorally, I think, what's really changed. Andwhen I impose global language and culture on that, it means, you know, it really has to be that same level of ease of interaction that Imight have with a big brand like an Amazon or an Ebate in my beto be interactions. And then the second is technology, and I think thatwhen I was first starting out, a broad range of languages for a givenproduct. You know, in the early days Microsoft Windows was in four languages, which was just huge, right. IBM used to do too. Thenyou had peripherals and devices like printers and you quickly went out to ten languages. And then there was a golden moment where anybody like a Hewlett Packard,a compact, early days, Dell and HP, they were issuing their productsand forty plus language is forty fifty, let's say. And then all ofa sudden mobile devices come along, smartphones, nooky elites the pack with language andboom there's not a product that's release that is not ninety languages base,and then Microsoft, with games and the next generation of mobile devices, takesthat almost table stakes number up to about a hundred and twenty seven. Sonow you have consumers around the globe who absolutely demand and get access to technologyin their local language, sometimes even regional languages, and so they've put tremendouspressure on experience that they expect at bigger brands. So it's kind of crazybecause you had a mobile device available in a hundred languages, but you mighthave had back then British Airways online web presence available only in ten languages.So there was a huge gap and that's closed quite quickly now. Amazing.Yeah, it really is fascinating. You've got a lot of really interesting perspectiveson growth and one of one of the perspectives that you have is, youknow, in this in this environment that were currently in work, capital isabundant and companies are so fixated on becoming...

...the next you know, even beyondunicorn or a dec of corn. Your perspective is sometimes this growth mandate isa real impediment, it's a real challenge and it can really sabotage, youknow, the health of a company. Talk a little bit about your perspectiveand what you've seen. When people have a growth at all cost mandate.It's very hard, Sam to see that, because I have to constantly ask myself, you know, is this a valid observation that I'm having, oris it me being out of sink and out of step because I haven't beensuccessful at that or didn't? Didn't, you know, flourish and that environment? So jury still out on whether it's my own personal weakness or a reallygood conviction. But I do see this and I find it sad. Andwhat I'm talking about is that you know that growth grow fast at any cost. You know. So let's say you're in an early stage investment, maybeVC somewhere, you know, certainly series a or be, and your partner, your investor, is putting enormous pressure on you with all of the Clicheis, you know, we're going to keep you lean so that you youknow, you innovate, you've got to grow exper center, you're not goingto be interesting. So the reason I find that sad is that sometimes thereare great ideas that need to kind of perkly a bit and change and adapt. They need experience and they need a little bit of time or you knowyou're trying to catch a big fish. Sometimes you don't real that fish andright away you tease the line a little bit. Well, the the investorsare looking at this in a completely different way right they understand that a certainnumber of their investments in a given portfolio will fail and they want to getto success as quickly as possible. So what's good for the investor may notbe good for the entrepreneur or the founder who's pushed to es faster than isnatural and winds up failing because of that. So I don't know what the solutionto that is. You know it's a function of the capital markets,but it is sad to watch when it happens. Completely agree with you,Paul it you know you've had such an incredible career. One of the questionsbefore we go that I would love to dive into is just your advice.You know, your advice for for maybe yourself, where you to enter theworkforce? You know in two thousand and twenty one for people that are newto their sales career. What's advice that you give to to young people thatare just entering or beginning their careers as they look at navigating a twenty orthirty year career and hopefully finding the same level of success that you have.Well, it's such a fun thing to be able to do with people whoare really receptive and I just I don't think there's anything I enjoy more thancoaching and being involved. I think that's why it's so fun working at liltright now, because they are incredibly young right just nimble, agile problem solvers. But I offer and find that I want to give the advice. Youknow that it's completely healthy and appropriate to not be focused on that trajectory.I find that a lot of people are so hyper focused on the perfect linethat's going up to the right hand corner...

...of their career. You know thatevery job change has to be a salary increase, you know, a promotion, the title increase, and they're often very afraid to try things or toexperiment. And I think the thing that I learned the most is that detoursand even steps backwards, certainly step sideways, are some of the most important thingsyou could do. So, as I said, when I first enteredsoftware localization it didn't even exist. On some level, stepping out of Berlitzhas core business, which was managing language schools and publishing materials, you know, CD realms and books. Looked kind of silly, like why would younot want to be in the core business and jumping over to this new kindof peripheral activity? I wound up being a brilliant thing to do, butit could have failed. And then the other thing is I had an amazingopportunity in two thousand and eight to step out of sales and to take onwith a CO general manager, the running of the entire three hundred million dollarpl at Lion Bridge for all of their translation services business. So I preppedfor that, I did some external training and leadership skills and boom, I'mready to go and the downturn hits, the crash hits. So it probablywouldn't have been offered to me as an opportunity had we been in distress atthe time. But once in the job we had no choice. We hadto figure out a way to, you know, cut costs, lay peopleoff. The business had a thirty two percent downturn in revenue within the spaceof three to four weeks in January of two thousand and nine. It wasit was you know, we all went through this. We all know whatit was like, but it was just horrendous and so I learned a lotfrom that. I learned that sometimes these detours are the most important thing.And then the final answer Sam coming out of that, I realized how importantit is to understand how your company makes money and if you haven't had thefundamental training on MBA background and finance, get it somehow, whether you doa university kind of, you know, certificate program you take a finance fornon financial managers. I mean it's not that hard. You know, youneed to just be able to go beyond operations and a pnl level knowledge andreally understand how your board is looking at it, how your investors are lookingat it. So I was really lucky that in the last five ten yearsof my career I sat as a as a management representative, you know,within our public company board. I interacted with our board and participated in thenumber of very large mergers and acquisitions that led up to the sale of Lionbridgeto private equity. I learned so much in that process about how other peopleoutside of the sales and marketing function look at revenue and Growth and I neverwould have been in a position to do...

...that if I hadn't bolstered my financeknowledge. That is such an important point and you know, we talked aboutit before we recording and something that we actually teach in my my company,Pavilion. We have the Siro School. In the first course is called atheory of enterprise value, because so many sales leaders just do not they don'thave a fundamental understanding of how value is created and how that translates into money, and I think that's if you don't have that understanding, it just reallylimits your upside in terms of your executive potential. You are going to beputting on a very different persona when you interact at the highest levels of yourcareer with a board or with investors. So it's a fine line because thereis, of course a need for you are representing the optimism about making astretch number or a revenue growth, but at the moment that you are inthat boardroom they are going to prize pragmatism, mastery of the numbers and just kindof more, you know, less selling and more kind of informing,and I think that this is where there's an opportunity to just work on you, on your persona. Have that right persona at the right time. Charismaticsales leader in the field with your people hack, yes, absolutely, butin the board room you better know your stuff. If you present data,understand that you will need to present it again with an update and or aretroactive trend, and speak in facts, speak in actual you know, asopposed to being emotional, and I think that that is not kind of aside swipe. You know that women are more emotional in the sales field.They are not, but I do think they have to battle that preconception.And so if you want to get to the highest levels the Sam what you'reoffering through pavilion is exactly what people who want to be future leaders need tounderstand and know and then stop selling and and start participating as an executive atthat level. It's great advice, Paula. We're almost at the end of ourtime together and what we like to do in this last little bit iskind of pay it forward a little bit and figure out who are people,what is content. It could be books that you've read, it could bebosses that you've had, it could be colleagues that you've had, just ideasor humans that you think we should know about that if influenced you, thatyou'd like us to be aware of. When I frame it like that,who comes to mind? Who are some of the ideas or books that youthink we should know about that have had a big impact on you? Well, one of the first, and I didn't prep for this, so Ihope I get the name right, it's the six lessons from private equity thatevery firm can use. I think that's the title. Could look it up. It's a mackensey publication. That is really small, it's a quick readand it's a it's just such a great book. We had taken a lookat it as a public company prior to going through the private equity process,to challenge ourselves and to say like, well, why do we need todo this? You know why. Why... it that someone from outside isgoing to be able to transform us? Why wouldn't we be able to doit ourselves? And while there are loads of reasons why, you know that. That is there were a number of lessons that I took away from thatthat I almost wish that I had read it earlier in my career. Iwould have. I would have been better off. And the other one isa group that I worked with. I don't want to do a commercial,but I'd would. I'd be remiss if I didn't put points out how amazingthese these guys in this team were. It's a group called sales benchmarking index. I don't know if you know of them. Have you ever worked withus? Beid? I am aware of them and you know we've had,actually my companies have had partnership conversation, so I'm pretty familiar with spid.But well, I just have nothing but good things to say about the journeythat we went on together. So round one of discussing potential exits with privateequity was difficult. The fact that we had three round Sam probably tells youwhat you need to know. It wasn't smooth. was very hard. Roundtwo we brought in, and I brought in sales benchmarking index to help witha fundamental talent review from bottoms up of the entire organization, and it wasa very scary thing to do. I mean I honestly felt it was afifty chance that I would be in my job at the end of this process, but I also felt so committed to the company and the journey we've beenon that if we didn't do that, we weren't going to actually be ableto get where we needed to go, and I just found that the professionalismthey brought to doing reviews of individuals, territory planning, bottoms up, compensationplanning, just overhauling all of the kind of last mile of the business wasamazing. I love it. Paula, we're going to talk to on Fridayfor Friday fundamentals, but if folks want to are listening and want to reachout, maybe they're inspired, maybe they have some questions. Are you opento contact from the outside world and, if so, what's your preferred methodof communication? Oh, I definitely am, and yes, very, very muchso. Emails easiest. Paula at liltcom. I mean that's pretty simple, right. So that's extremely simple. I love it. That's so forme, that would be the easiest and then from there, you know,we could figure it out. But one of the things I missed the mostabout my job as CSO at a huge company was the opportunity to be outwith new process and customers, launching new products and learning, you know,about these different businesses. So you think about language. You're touching so manydifferent kinds of companies, you know, from products and tech to burbery clothingto Royal Caribbean cruise lines, and it was amazing to see all the differentbusiness challenges that they had around global and be part of a team that wouldsolve them. So I miss that. So if someone comes out they gotsome good questions, that would just get my brain working again. I wouldreally love it. Amazing. Paula, you've been a great guest. Thanksso much for being our guest on the...

...salesccer podcast and we're going to talkto on Friday for Friday fundamentals. That sounds great. They Sam. Ireally enjoyed it. Thank you, everybody. It's Sam Jacobs, SAM's corner theend of the show. I love that conversation with Paul Shannon. Acouple really important things that I think she said that I just want to control, be and control you right. The first is she has a strong pointof view on how to open a regional office. Traditionally it's send somebody fromHome Office have them open the office. They know the culture, they knowhow you do things. They can tell the Brits or the French or theIndians or the Chinese or wherever you're doing your new office, they can tellthem how it's done. And Paula says don't do that. Find a reallytalented local representative and that way you can make sure that the office is adaptedto the local culture and that from the beginning the company recognizes that it needsto make some modifications to how it does business and we're going to do businesswith the people in that country where they feel respected and acknowledged for their differences, for what is unique about their culture. She also said, you know,it really depends if you're solving for profit or you're solving for growth.If you're solving for growth, you still may want functional heads, meaning strreport to a global head of sales development. Maybe in the Home Office, maybethe salespeople report up through a regional sales head and then to the headof global sales, whereas marketing people report to a possibly regional marketing person,but maybe they report to the Global Marketing Person. So again there's sort oftwo differences. There's two possibilities. One is there's a head of the Londonoffice and everybody reports into that person with dotted lines to the functional heads andthen there's another world where all of the different functional heads report to the globalhead and it's a dotted line to maybe the office manager of the office sleep. So Paula thinks it depends on what if you're solving for growth or profit. If you're solving for growth, toffer back to the global head of functionalresponsibilities. If you're solving for profit, maybe just have a gem of Amiathat everybody reports into. Second things you said, or second point that Iwould just like to underscore is just this. HOW DO COMPANIES MAKE MONEY? Andwe talk about it a lot in pavilion. I just would encourage everybodyto be out there that if you're listening, if you're thinking, you want tobe a great sales leader, you want to be Seeo and day,you want to be a chief revntow officer, you have to understand how value iscreated within your Organiza. It sounds obvious, I understand. You knowwhat's to understand, Sam, I get it. We sell software, theypay us for the software. But if you don't, if you understand profitright, not just revenue generation, but profit, Ebit dot, earnings beforeinterest, taxes, depreciation amortization, if you don't understand the financial performance ofthe company, which is to generate free cash. It is not necessarily justto grow top line revenue, it is to generate free cash over time.If you don't understand that, you're going to pay people too much, youare going to have compensation plans that don't align with the growth of the business, you are going to overstaff, you are going to misunderstand the fundamental performanceof how your company grows and generates profit, and so just something that every executiveneeds to know at some point one way or the other, and Paulareally made that point and brought it home. So great comments, great conversation.I really enjoyed speaking with her.

Now before we go, of course, we want to thank our sponsors. Of course, outreach. The unleashedsummit series is coming to a number of incredible cities, including Austin, Chicago, San Francisco, New York and London. So get your tickets at summit dotoutreach dotoh. If you haven't signed up for a pavilion membership, youhaven't taken frontline manager school, Sales Acceleration School, our SDR boot camp,any of those programs, make sure you do so unlock your professional potential andbecome that person that you want to be at joint PAVILIONCOM. And finally,are call head on over to air. Call Sales Hacker docom to get twentypercent off your first three months. Finally, if you're not a member of thesalesaccer community yet, you're missing out. Over twenty fivezero professionals are in thereasking and answering questions. It's a great community of like minded sales professionals. Go to sales hackercom. If you haven't given us five stars, pleasedo so. If you want to get in touch with me, email onthese Samit, joint PAVILIONCOM and otherwise I'll talk to you next time.

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