The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 6 months ago

Friday Fundamentals 163: Asad Zaman

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Friday Fundamentals 163: Asad Zaman

Everybody, it's Sam Jacobs. Welcome to the salesacker podcast. Happy Friday. You're listening to Friday fundamentals, I'm sure you know, but it's a short five to ten minute format where we bring you actionable insights to help make a difference in what you do. Today we've got this week's guest back on the show, acids them on. He's the CEO of sales talent agency. Of course, he's also a founding member of the CEO Pavilion within the Broader Pavilion Community, and he's going to talk to you about how to pick a great company, because it's not just about whoever's raised the most money. Asset as a framework that he will share with you that will help you, as a candidate, evaluate your job prospects and make sure that you pick a winner and not a loser. Now, before we get there, we want to thank our sponsors. We've got two sponsors. The first is pavilion. Pavilion is the key to getting more out of your career. Our private membership connects you with a network of thousands of like minded peers and resources where you can tap into leadership opportunities, professional development, mentorship and other services. Made for high growth leaders like you. Make sure you take advantage of the pavilion for teams corporate membership and then roll your entire go to market team in one of our...

...leading industry schools and courses, including marketing school, Sales School, Sales Development School and Revenue Operations School. Unlock your professional potential with a pavilion membership. Gets started. Today joined pavilioncom. We're also brought to you by outreach. Outreach triples the productivity of sales teams and empowers them to drive predictable and measurable revenue growth by prioritizing the right activities and scaling customer engagement with intelligent automation. Outreach makes customer facing teams more effective and approved visibility into it really drives results. Now a said, welcome back to the show. Thanks for having me back, Sam. We're excited to have you back. It's been too long since we last heard your your beautiful, melodious voice. Here's some question for you, Buddy. How do you pick a great company? You know there's there's more opportunity than and ever before, but if you're a candidate, you're giving advice to candidates every day. How do you help them pick the very best company. Yeah, this is a this is an interesting one, Sam, because when we were together last we discussed how many more jobs there are...

...then software sales professionals and the top ten major tech hubs in North America, and that means that a lot of companies hiring. So for a person looking to make a change, that has tongues of optionality, but not every option is great. Right. Probably a big chunk of them are not. I remember you sent me a deck in two thousand and Nineteen January and the first slide had some data that I've never forgotten. It said seventy percent of series a companies don't raise a series B and fifty percent of series be companies don't raise a series C. So what we can take from this is that not every company that's raised a big round has a tech crunch article and some decent loaders on their website. It might be the right place to be for a particular person. So we need to be thoughtful about how we take in a market of this sort, and for that we have need a framework. I think the way to think about this is in the following way. The first thing a person should look at is the purpose of the organization, and the reason for that is is this. If the purpose doesn't connect with you,...

...the probability of you being interested and curious in that problem to the extent that you can become an expert and be a prolific go to market professional in that company in that space is very valuable. And so if you don't connect with the purpose, move on. You don't need to figure out the rest. Even if all the other things are fantastic. That first thing isn't there and so you're not going to be able to do what you need to do to achieve your full potential in that particular organization or in that particular category. Now let's say we looked at the purpose and it connects, great, fantastic. The next thing you look at all the leaders of the organization. The first person you have to obviously think about is the person you're going to report to. Do I think that I will work well with this particular person a m I going to be able to take coaching and guidance from this person and are they going to do what they need to do to equip me for success? But you can't stop then. A lot of people do your job as a sales professional or go to market professional is so dependent on other people in the...

...organization. A simple example, product you have to have a point of view and a few think that producting is fantastic or not, because if they are not, then whatever you're selling, even if you have the best skills in the world, you're going to struggle. And so you need to have a you need to think about the overall leadership of the organization and if you think they're truly elite, if that's there. Now we go on to the state of the business, and the way that we look at the state of the business has to be a little bit it has to look at the revenue funnel and you start at the end. You start with churn. Why? which was if churn is high, then that's not that's a big red flag. We want to see Lord Churn. We want to see that customers are actually getting what they were promised at the top end of the funnel, because if they're getting what they promise, well now they're going to stick around. So that's a good indication that the team is delivering the promises it's making. And...

...then from there you go to net revenue retention. Why? Because it shows that we are advancing the solution that we're making to a level where companies are willing to spend more with us, where expanding the relationships assass company is basically about recurring revenue and are we having enough positive recurring impact and is that impact increasing? And Net revenue retention is that indicator. And then you look at grow for new business and win rates on new business, obviously very important things to look at. As a sales professional you want to see these at a high level. But if you are a sales and leader and you saw a low churn and highnet revenue retention but net new business levels were a little bit slower, that's your job to go in then fits that and you probably will be able to because all the other indicators look pretty solid at this point. And the last thing that you look at is then the investors. Are they good? Do they have a reputation for doing more than just giving money to an organization? Has This have that board folios that had good outcongs? Do...

I think this company is going to have access to countil when it needs it, and will the leaders in this organization have the type of support that you hope a good board provides a company that's going through a its growth phase or it's stalane phase. So sound. It's a super simple framework. I'm sure other people have great ways to make this better, but that's the advice we give people right now and is what we're sharing with everyone. Can so correct me. I just want to repeat it back for everybody. The first thing you start with is the mission of the company. Do you believe in that? The second is your boss, who are going to work for? Do you like that person? The third is the product itself. Right, do you identify with the product? Is there truly product market fit? Fourth is moving to the financials of the business, which are going to relate to the product mark of fit. What's churn like and what's net revenue attention like? If you have those things, then you probably have an opportunity to make an impact as a salesperson. And then, finally, what's the investor base look like? And you know that's not the most important thing, but it's a...

...consideration. Does that do they have great investors to those investors have a reputation for continuing to support the business through tough times as well as good that accurate. Sam You said it better than I did. I think I did. I don't think I'm dead. That is exactly what the framework is. Wonderful. I said, if folks want to get in touch with you, maybe they want to hire sta, maybe they want to work for you. What's the best way? Hanging out on Linkedin a fair bit so they can find me. Then just search for my name. I don't think they're too many with my name, so I should pop up, hopefully from this cross and then if for some reason I don't pop up that they can always email me in. My email is also the dogs them on at sales town agencycom. If you're confused about the spelling, it should be on the podcast. Wonderful. And if folks want to reach out to me, you can linkedincom forward slash the word in form. If Jacobs, you can email me Sam at joint PAVILIONCOM. Thanks again to our sponsors. Pavilion. Make sure you enroll your go to market team and one of our industry leading schools marketing, sales,...

...sales development and revenue operations schools multi week programs to train your team. Learn more at joint PAVILIONCOM and, of course, outreach. Tripling the productivitous sales teams. The world over. Austin, thanks so much for being our guest on the show this week. Was really a lot of fun. Sam, thank you for having me.

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