The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 6 months ago

161. The #1 Thing That Will Make You the Most Productive Person on Your Team w/ Mike Levy



Today, on the show we've got Mike Levy, who's the co-founder and CEO of TitanHouse, a platform focused on one core market — tech sales. Mike is a career salesperson, turned co-founder and CEO, and he's got a really inspiring story to share with us. We're excited to bring it to you.

What You’ll Learn

  1. How to move from contributor to leader
  2. What drives success
  3. VP of sales vs chief revenue officer vs chief executive officer
  4. Distinguishing between perseverance and a failed strategy
  5. How to assess both sales leaders and candidates
  6. A tribute to the entrepreneurial spirit

Show Agenda and Timestamps

  1. How to move from contributor to leader [6:30]
  2. What drives success [11:30]
  3. VP of sales vs chief revenue officer vs chief executive officer [17:00]
  4. Distinguishing between perseverance and a failed strategy [19:00]
  5. How to assess both sales leaders and candidates [22:30]
  6. A tribute to the entrepreneurial spirit [27:30]
  7. Sam’s Corner [31:00]


Everybody at Sam Jacobs, before we jumpinto today's show I've got two very special announcements for you, one,it's sales hacker's birthday sales hacker has been around since tothousand and thirteen, but on this day, one year ago we became a true salescommunity and have grown to nearly eighteen thousand members. Already now,any sales professional can join as a member of sales. HACKEA ask questionsand get fast and thoughtful answers, and the second announcement is thatthis very podcast just hit one million lifetime downloads, so we'recelebrating all week long and we want to give out an exclusive prize to you,our amazing listeners, to enter to win, go to the first discussion, threat onsales, hacker and drop the link to your favorite sales, hacker podcast episode.Thank you so much for tuning into the show and being a part of our community.Now, let's get into it one two one: Three: Three O everybody, Sam Jacobs, welcome to theSales Hacker podcast today on the show we've got Mike Levy who's, the COfounder and ce of a really cool company called Titan House Mike's, a careersalesperson turned co, founder and Cel, and he's got a Realien spiring store toshare with us. We're excited to bring it to before. We do that. We want tothink our sponsors. The first is out reached out. Ridge has been a long time,O sponsor the podcast, and they just launched any way to learn. Outreach onout reach is the place to learn how out reached his outreach. Learn how theteam follows up with every lead and record time after virtual offense andturns those people into customers. You can also see how our retuns accountbase plays managers, reps and so much more using their vary on sales andgagement platform. Everything is back by data holds from out reachedprocesses and customer base when you're done you'll be able to do it as well asthey do had to outrage that io for lash on average to see what they've gotgoing on. Our second sponsor is proposed of by most businesses, measureand optimize. Every part of the sales process, except the most critical partright before a prospect, agrees to buy and hands over their money. Youwouldn't send leads through your marketing site without tracking ananalytics right. So are you still in the dark about what happens in yoursales process after your reps and a...

...proposal discover propositi theproposal, software that gives you control and insight into the mostimportant stage of your sales process. The clothes and speaking other clothespropose proposals close at double the industry, Standard rate sign up for afree trial or Bucoda at proposition forward, assale, acker and withoutfurther do. Let's listen to my conversation with Mike Leafy everybody.Its Sam Jacobs, welcome to the sale hacker podcast today on the show weresuper excited to have Mike Levy Mike is the CO founder and CEO of a reallyinteresting company called Titan House. Let me read you this by when then we'regoing to dive into learn all about tights and also all of Mike'sBackground, as both a sales contributor, an individual contributor as an acountexecutive and as a sales leader, and some of the big beats that he's made inhis career, an entrepreneur at Hark Mike, has dedicated his career tobuilding businesses Mike started his first business when he was twenty twoand then spent eighteen years, helping build two very successful SASScompanies. As the CEO of Titan House, mice is responsible for overallstrategy prior to Titan House Mike was the cro at rain king solutions where hewas responsible for the client facing business as an original investor inmember, the executive team might help built and guide ranking from Beta totwo very successful pe exits prior ranking michaels of vice president, asales for I pri when he's not building businesses he's got time with his kids.Two daughters, his wife and his golden retriever Mike Welcome to the show.Thanks, am really appreciate you having me on andlooking forward to the conversation here. Well, we're excited to have Ye.So, let's start with a leak. We like to start with a little bit of a baseballcard and really it's an opportunity for you to tell us what tight nouse does soyou're the CO founder in CEOS, but a CEO. But what is tight nous sure. So Tieno is a platform that isfocused on one core market and that is tech sales, and so our premise is tobuild a platform that connects the dots between te sales, hiring managers andthe rep themselves, and so we want to...

...create a more efficient ecosystem thatallows employers to identify, engage and hire the right reps and also allowsthe reps to identify, engage and connect with the right employer. Well,that's amazing: When did you start the company yeah? So we started that westarted working on the business back in two thousand and eighteen and we wentto market. Last year we read a Beta from September, two thousand and twentythrough the end of the year, and we took the platform live in DecemberJanuary and have had immediate success and really excited about our mission inthe platform. And so what is what tell us about? Themission is the mission to help sales people find exactly the right job isthat is that accurate yeah? It's too full it's to help sales, protect salesprofessionals and we're really focused on t tech sales, because that's reallythe only thing that I know, but we're really focused on text sales and themission is to give tech sales professionals real transparency intothe positions and into the companies, the employers, so that they can make asmart assessment as to whether or not that's not opportunity they want toproceed with, but on the same front, were providing the same level oftransparency and clarity for the employer and as a tech, sales, employermyself and someone who's hired hundreds of sales people over the years. We alsowant to provide that clarity. You know that insight for the employers so thatthey can make a smart decision on the right professional and if we can dothat, it's a better world for both partiesthat it absolutely is a better world. How big is the company like you know,however, you want to frame that how many people rough revenue range, butwhat Howe you want to answer, yeah sure.

So we're start up. You know we'rereally small everybody. Does everything we've got about fifteen employees rightnow? It's equally divided between sales marketing in product we've got a coupleoperational people, but we're all doing everything and from a revenueperspective again start up. So under a million but with very lofty ambitions. It wouldn't be a start up. If not soyou know, I read your bio at the top of the show and you've had you have thisincredible background, walk us through? How did you get here? What's yourcareer? Look like how did you move from being an individual contributor to aleader in a cro and then ultimately, to a founder? Tell us about that.Trajectory which is you know, that's a that could be a book unto itself, butI'm asking in like a five minute question, but but you know how do youwant to answer that sure? So you know I love smallbusinesses. I love start up companies. I just love the the pace. I love the opportunity to contribute and haveyour voice heard, and so you know when I got out of school many many moons ago.You know I started in sales and I worked as an individual contributor asan SR for financial services firm. It was right, you know when technology wasreally starting to kind of take hold, and so I started in internet basedKiosk business when I was really young and ran that for a couple of yearsbarely made my money back. So I would call that a success and then, afterthat I joined a start up in DC. That wascalled big. Do and big do was a SASS platform way back in two thousand and Ijoined as an individual contributor. I was the the youngest member of theirenterprise sales team, and that was a really phenomenal experience. It was avery successful company. Big Do went through a bunch of different privateequity transactions. The business was...

...sold to Rona Soler and Stevenson, then,to K, K R, then the Goldman sacks and on and on and in its latest, you know,acquisition know the business. Is that acquired dido or sold s and P so reallya phenomenal story for that company, and so I was at big dog and when it waslater renamed. I PRI for about seven and a half years, and I was if not thetop producer one of the top producers- and you know I was exploring newopportunities, but not actively. You know just because we were having such agreat ride and one day I got a call from the original founder of big Delainamed Bill Caner, and this is back in kind of mid two thousand and seven Ihad just gotten married. I just built this house, I was the top producer atthis company and Bill said: Hey Mike I'm starting another business and I'dlike you to come over and take a look at it and if you like it, you caninvest in it and you can help me. You know, get it going in that business wasa company called rain king and I went over. I took a look at the platform. Idid a bunch of research on the market place and I decided to invest everysingle spare sent into my name in the business and take a leap of faith andleave. I pro and and help bill. You know start this company called ranking.WHAT DID RANTING DO? Ranking provided sales and marketingdata in intelligence to technology companies, so using very kind ofaggressive research methodologies, we would go in in math out the technologyinfrastructure in the technology did SA decision makers at the largestcompanies across the country in the beginning and then across the world aand we would. We would structure that... in a platform and then sell accessto it to other technology companies that were selling into these businesses.So if it was for an example, a security vendor, a network security vendor or acloud security vendor, they could go into our platform. I mean they couldresearch any company and find out exactly what they're, using from asecurity and stall base. They could find out who the decision makers werewhat projects they're working on all their direct contact details so isessentially a road map, a sales tool in a marketing tool for for technologysales, people almost like discover or Ger Zoomin fo before those companiesexisted yeah, so the so discover work was our biggest competitor. We bothstarted around the same time. We sold the ranking business first to a privateequity, firm, called spectrum acuity in two thousand and fifteen, and then inlate, two thousand and seventeen. We sold the business to discover throughtheir financial sponsor who was ta and Associates. Well, and let me ask you a question. Sowe've gone a long time. You know we're into we've gone from two thousand: A Dtwo thousand fifteen or seventeen in the blink of an eye Ye. How did youbecome when you join big Deland? By the way big doe really was the goldstandard? I worked at a company called Gog selling to hedge funds and we allwanted big do access, because that told us all of the information about peoplethat hedge funds that we couldn't find anywhere else. So you bull? U GreatProduct. How did you become the youngest enterprise executive? You knowat the company and what was it that when you think about your early success,you know obviously there's been success as an individual contributor as amanager and now as an executive and leader. But what drove your originalsuccess? Yeah! That's a good question! I tell this story often, and so youknow when I want to interviewed for the job at big. Do I think it's just luckthat I was the youngest enterprise sales professional. I again I big Dolesell sold data into the financial... community when when I firstgot my first job out of school, I was selling financial services product, soI had a really good understanding of the financial services market place. Ialso understood technology from starting the KIOSI business, so big Jo,was a platform of financial services data, and so it was just a natural fit,and so you know I think it was just luck of the draw that I interviewed atthis company and I had the exact skill set that they're looking for, but it'sa really interesting story, and so, when I was at big do again, I'm a youngprofessional, I'm twenty five, twenty four twenty five and I'm on this teamand I've got all of these senior reps, who are ten fifteen years older than meand absolutely crushing it, and I was really kind of overwhelmed in the firstcouple months and I was looking at all of these individuals in about a monthinto the business. I started to realize something and that was that the mostproductive people on my team, the most successful sales raps, that they didn'thave any kind of supernatural power that they didn't understand thetechnology any more than I did they didn't understand. The market plays anybetter than I did. They might have had a little bit of you know, experiencethat I didn't have, but they really didn't have anything on me that had anadvantage over me, but for sure what they were doing better than I was was working harder.When I got into the office every morning they were there and on thephone and working and during the day they seemed to be working harder than Iwas, and when I left in the afternoon they were still there going at it, andit took me about a month for me to pick up on this. As a you know, as a youngprofessional, but something clicked in my mind and it it's competitive spirit,it's probably more so a fear of failure,...

...but something clicked just a month ortwo into the job. Where I said you know what these guys. Don't have anything onme, I am going to be as good or better than them, and I made it a point tomake sure that I always worked harder than they did, and so I started gettingin as early, if not earlier than they did, and I started working harderduring the day and structured my day more effectively than they did spentmore time on the road in front of the clients than they did and then I wouldstay later and make sure that I was putting in the extra time and it took acouple years, but I ended up being the top producer there in that light, bulbcoming on at that moment, for a young, professional, really kind of set mycareer path because bill again, who is the founder in co, bigdomes w that workethic saw. That drive of course saw that I was you know a top producerwhich led to him calling me inlate, two thousand and seven and asking me tocome over and help him get the ranking business off the ground. And so it'sreally interesting. How that one moment that one little window set me on thispath and then at rinking, you know you know I started out, as you know, tostart up, so everybody did everything you know is Ba pre bate a beda bringingit to market. Everybody did everything and then I eventually be worked. My WayUp, and I was the VP sales for I don't know four years or so, and then I wasthe chief revenue officer so again, but it was that one moment in time in twothousand that kind of set my you know the course from my career when youthink about I mean you touched on it a little bit. Maybe it's fear of failure.It's really hard to put in that amount of work, or at least I found it hard toput in that amount of work. If you don't truly enjoy what you're doing, doyou think that had something to do with it was there? Did you find that youalso really love the act of selling, or...

...was it just like? You know, sort oflike a stoic kind of like Buddhist active discipline. You just wereresolved that you know you were just going to do it even if you didn't likeit yeah. I do like the act of selling I like working with clients. I likesolving their problems. You know that I think that's very fulfilling, but Ialso really like the startup environment that big. You know that wasbig dog at that time frame and then later ranking and now tighten housewhere you're all in it together. Everybody's sleeves are rolled up,we're all you know dirty doing everything, and I really love that partof it. You know it drives me today. It tries me at rain, king, it drive, youknow the driver, a big. Do you knows building something that you reallybelieve in that you believe is changing a marketplace. That's allowing peopleto be more productive and it was really kind of that belief in the business,and I have that same belief here at Titan House, which is, I guess, what'srithing me today. You've seen the the you know, you've seen all the roles foryou when you think about the difference. The three executive roles of VP sales,chief revene officer and chief executive officer and founder- What doyou think, are the things that separate each of those roles, a very goodquestion. So what separates a VP sales, a CRO and a CE? Well, I mean obviouslyfor just kind of the decision making process when you're a CEO or cro you're,making decisions that are more expensive, that have a broader impact,and so you know as a VP sales, VP sales role can take on a bunch of different.You know, meeting at different companies, different sizes, differentindustries, but VP sales in my experience is focused on a stillfocused on, maybe not an individual team, but an individual part of abusiness and so you're making decisions as a VP sales. For that specific unitthat you're responsible for and then as...

...a cro with responsibility of the entireclient facing business. o Your decision to impact client success. They impactthe str team, they impact operations, the impact account management, theimpact field, sales, and so your your decisions have to be elevated and morethought out and more expanses. And then your of course, as a CEO you're goingup another level because your decisions impact product, your decisions, impactmarketing, your decisions, impact operations across the scale of thebusiness, and so you know, I think it's just the breath of the decision. Makingresponsibility goes up a level or two for each role makes a lot of sense.We've talked about how you know how important perseverance determinationwork ethic, or how do you know? What's your guide for there's a different, youknow there's like perseverance, and you know you keep plugging away at aproblem for a very long time and ultimately se success and then there'skind of you know the definition of insanity, which is doing the same thingover and over and expecting a different result. How can you tell the differencebetween sort of like perseverance and the wrong strategy? I guess like how doyou? How do you think about like we just got to keep working harder at thisthing? Or actually this thing isn't the right thing to do? Yeah? It's that's a you know again,another good question, and so I think another trait that elevates VP's assales to Cros and Cros. The CEOS is the ability to have perseverance but also understand when they need to change. Ithink, having very, I think, perseverance combined with the abilityto look in the mirror and say this isn't working. We need to testsomething differently. We need to try another angle. We need to admit thatour perseverance, isn't working t is a...

...must, have you know it's mandatory, andso you know, I think the two are exclusive from each other. I thinkthere's lots of leaders who are great leaders, they're great leaders of teams.I think they're great their great leaders could be of multiple teams, butif they don't have the ability to look themselves in the eye and say thisisn't working we're working as hard as we've ever worked, it's not working,but we need to have that same energy that same drive that same motivation, but focus in a different on a differentangle that separates you know the you know the people that have theability to kind of rise to the top. I don't know if that makes sense, yeahmakes sense it. The question is it's a hard question to answer it'slike: Do you have a framework to figure out if something's working or not likemaybe incremental progress, a dashboard, etc, etc? You know you can put that in a D we're doing ittoday at tighten house, you know as we're going to market and we're feelingout new markets as a start up we're definitely testing email messages weretesting cadences with with our automation, tools were testing alltypes of different things in different markets and different industries,different size, clients, etc, and so you definitely can dash for it. It out-and I think the data is really important, especially when you get alittle bit bigger than where we're at today, but you know for me: It's just afeel of at this stage. It's a feel of hey. You know we're not seeing theprogress as quickly as we should be, let's test a different message in doingthat in the ability to make those decisions quickly are really you meanyou hear that time and time again, you know fail fast, especially in the startup, and it's really true, but that doesn't impact your perseverance rightyou're. Just you just have the ability to know that you're wrong and be okaywith knowing you're wrong in taking another direction quickly.

I it's a great point and that that isthe heart, and I guess in some ways it's the perseverance is really around.This is a journey. This is a marathon. This is something we're going toaccomplish over a very long time we're going to make lots of mistakes on theway, but let's maintain our motivation and our focus as we go for sure. Nobodyhas made more mistakes than I have over the years, but it's but it's the drive.You know the ultimate drive that keeps you keep. You keeps you marching downthe path one last topic before before I want to ask yes about. You know some ofyour influences and some of the people you think we should know about, but onething that I think is interesting as you've said that most sales leaders doa poor job assessing candidates and you actually believe that candidates do anequally terrible job. Assessing sales leaders tell us a little bit about thatperspective and what's your suggested solution, maybe maybe it's using tightan house, but how do you think about that? So, let's talk about the salesleaders first in their their ability to assess candidates. I think that salesleaders, I think, there's a bunch of issues with the way sales leaders goabout sourcing and assessing candidates. I think one of the biggest issues thatsales leaders struggle with today is that they don't have a clear and opencommunication channel to their talent or sourcing teams or H R, if they're,even fortunate enough to have those individuals. You know some companiesare just too small and are doing it themselves like I've done for years,but I see it time and time again where I'm talking to HR talent leaders andthey don't really understand what good looks like and that's on the salesleaders. You know the sales leaders have a responsibility to communicateeffectively to their talent sourcing teams to let them have very clear parameters of what good lookslike for their raps and good. Doesn't look the same for every role and everyresponsibility. Every position right good can look completely different on afield ae versus you know an inside wrap...

...or n str or an account manager, and soit's up to the sales leaders to make sure that their talent teams have theinformation they need to get them to the right people. So that's you knowjust one. You know one bullet there. I also believe that sales leaders spendway too much time determining who they want to move forward with in aninterview process based on information on a resume. In my experience, resumesare one hundred percent inconsistent and they are all structured differently,and so, as a leader who's trying to you know, you get a stack of resumes fromyour talent team or, if you're doing it yourself, you get even a bigger sack ofresumes and you're reading. Thus, the resumes and you're trying to determinewho you want to move forward with and that in itself is a broken process,because again, the data is not structured in every resume thatthey'relooking at. I promise this structure differently and inconsistent.So how do you determine? How do you use that information to determine who youwant to move forward with, because we're all pressed for time as a salesleader we're doing a million different things? We'd much rather be working onwith raps or moving deals forward? But Y? U H here we are looking at resumes,we hate it and so that's a broken process and for sure in my career overthe years and I've hired a hundreds of sales people again, I've interviewedthousands, I for sure have made decisions to move forward with people Ishouldn't have and for sure I've missed rock star candidates that could havebeen unbelievable contributors to my team based on a resume and that's broke,it's just broke, and so that's a that's a huge problem. I think that salesweeters face and it's you know it's part of the job. You know you're sobusy and you're moving in a million different miles a minute and the nextthing you know you're. Looking at these resumes- and you know, you've got thatopen head count and the quotas accumulating daily, and so you know itadds an extra sense of urgency and I...

...just again I think it's a brokenprocess. Part of the reason I built the system you know is to create moreefficiency and more effectiveness around that process to help salesleaders get to the right people really quickly and have the information thatthey need at their finger. Tips structured in aformat that they can consume makes a makes a lot of sense and thener for the raps. You know for the rap reps, generally speaking, do a horrible,horrible job assessing the sales leaders in the company. You know when arep gets into an interview process. My experience is that they often fail toask the heavy hitting questions the underlying questions that determinedfit and really kind of dig into the position. The flow of the position, theleadership style of that the person you're working for you know, and oftenthey're, not even talking to that person until the end of the interview,and at that point they just want the job. You know I been through three orfour interviews: I've spent ten hours of my life. I really want this job. Now,I'm not going to ask this this leader. All these heavy hitting questions. Ijust want them to like me and so often because they don't ask those questions.You know it leads to poor decisions on opportunities that are just bad fitsand then you see it in their resumes. You know you see it in there in theirprofiles, where they've got six months here and ten months there and a yearand a half over there, it's not because they're poor seller or a bad corporatecitizen. It's because of you know I was a bad decision. Bad Choice makes a lotof sense Mike. We were roughly at the time of end of our time together, butone of the things we do like to do is figure out who your influences are whenyou think about great books, you've read people that have really had a bigimpact on you, people that you think we should know about who comes to mind. Well Yeah. I don't know if this isappropriate or not, but I'll tell you about bill, and so I mentioned bill.Caner was the founder of of Bigdon and...

...he was also the founder of rain kingand he was my co founder here at Titan House. Unfortunately, Bill passed awaya couple months ago and again, I'm not sure if this is appropriate or not, butit's appropriate and I'm so sorry to hear that yeah. I appreciate that billfought a really courageous battle against a disease that there was nocure for als a debilitating. You know disease and he went at it witheverything he had just like he did when he was building. You know those twocompanies, and so you know, if I don't talk about bill now, then when would I-and so I mean he was a visionary- He really had that entrepreneur spirit inthe ability to have a presence that people wanted torally around and was able to build really great teams around him that allhad. You know tremendous drive in belief in the vision of his companiesand his businesses, and you know he was just a tremendous influence all acrossthe board, from an individual contributor to leadership to the way hedealt with his employees. The cultures that he would facilitate within thebusinesses, the loyal following amongst his clients, you know big doe and thenrain. King people are a rabbit, big, do fans and they still know the thebusiness and that crazy logo and the same thing with rain king, and so youknow I have to. I obviously have to talk about bill as being the biggestinfluence in my professional career for sure, inspiring words and sorry thatyou know I never got a chance to meet him of course or our listeners, butit's an incredible accomplishment. The companies that he built and I love thelegacy that he left behind a new as as a founder and C e, an entrepreneur Mike.If folks want to get in touch with you, maybe their saless people. They want tolearn more about tighten house. Maybe...

...they want to work for you. Maybe I wantto just pick your brain. What's the best way to get in touch with you yeah they can, they can call me theycan call me directly. They can email me. My email is m Levy Levy at TitanHOUSCOMB. They can find me all linked in and connect with me on Linkin. Ihave conversations with reps every day who are coming into our platform thatare looking for great opportunities and- and I always always take time to talkto Reps. if I can help, you know a rap land, a great job, what's cooler thanthat, so yeah contact me directly, email am Levia, Tinoco or or hit me upon Linkin happy to talk to anyone sounds Great Mike will talk to you onFriday for Friday fundamentals, but thanks so much for being a guest on thesales. SACKER podcast really appreciate you having me everyone, Sam Jacobs, Sam's cornergreat conversation with Mike led really enjoyed talking to him inspiring story,and I love that story about. You know the the light Bob that went off when hehad first joined big doe now called I pri, and he said, what's the differencebetween me and all these other folks, that are fifteen years. My senior andthe answer was work ethic and motivation. Now, I think sometimes, asI mentioned in asking him, you know it's hard to work hard at somethingthat you hate doing, and so how do you find what you love? That will give youthe motivation and inspiration to really to work as hard as you can, oris that something that work? I think that discipline the ability to put downthat drink and go to sleep, so you can wake up early and go for Ron and be inthe office at seven, am is, does that come innately. Is that something thatyou can train or develop Mike mentioned that it comes from the culture of thebusiness, if you believe in the business, if you believe in the groupof people that you're taking this journey with, then maybe you can summonsomething that wouldn't be possible in another context, I also think feedbackand seeing results from your work is...

...probably something that inspires. Youmotivates you and helps you develop, that work ethic, a D and that purposein that drive, but I really liked it. The second thing just to point out isyou know how many people make bad hiring decisions based on relying onresumes, not really developing a proper assessment for candidates and forcandidates and as you as a sales person, not developing a framework for how tothink about evaluate not just the company but the potential manager, theleader, what kind of management style do they have? How do they treat theirpeople? How do they work with their people? What kind of one on one's wilyou have? So all of that was was really useful, insight and context for Mike,so I loved it now if you're part of the, if you're, not a part of the saleshacker community, yet you're missing out any sells professional conjoint isa member to ask questions. Get immediate answers and share experienceswith, like minded be to be sales, pros, jump in and started discussion withmore than ten thousand sales professionals at Sales Hachem. Ofcourse we want to think PROPOSITI, most businesses measuring and optimize everypart of the sales process except the critical one. Remember the PROPOSITIproposals close at double the industry standard rate. So make sure yourproposals are up to snuff by using PROPOSITI sign up for a free trial bookAdem O propose of COMS for its life sales hacker. Of course, we always wantto think outrage. If you haven't given us five stars on the on the I tunestore, please do so if you haven't applied or consider joining revenue.Collective! Take a look at Revenue Colection! If you're an associateearlier in your career, we've got an incredible Suede of training programsto help up level you, in addition to the ability to help you get anyquestion answered within seconds through the Pure, pure learningframework that we've developed. If you want to follow with me, email me, Sam,oh revenue, collection or find me on Lindon at Lindon, slash the word inSasha of Jacobs, see next time e t.

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