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What does it mean to be a sales and growth consultant? What do they even do all day?
Welcome to Part 1 in the 2-part “Scalable Career in Sales” Series. In this episode, we’re going to experience a day in the life, hour by hour, of Monica Stewart, a Sales and Growth Principal at Skaled, so you can decide if this is a career you can see yourself doing! Monica’s got some awesome insight about sales methodologies and the sales industry as a whole sprinkled throughout her daily tasks. Her job is to help companies and clients of all sizes improve their sales teams and projects, she’s THAT good at what she does!
Mat [00:01:11] Welcome to Part 1 In the two part scalable career in sales series. In this episode we’re going to experience a day in the life hour by hour of Monica Stewart, a sales consultant and head of accounts at scale so you can decide if this is a career you can see yourself doing. Monica has got some awesome insight for you about sales methodologies and the sales industry as a whole sprinkled throughout her daily tasks. Her job is to help companies and clients of all sizes improve their sales teams and processes. She’s that good at what she does. Let’s get right into the day. Its six forty five in the morning in New York City and Monaco is just waking up the morning is her time to get her thoughts together and get centered.
Mat [00:01:56] she brewed some coffee and spend some time meditating at 8 a.m. she’s answering emails until about 9 a.m. when she arrives to the office.
Krista [00:02:04] Today on the agenda is onboarding new consultants meeting with current consultants attending a client’s lunch event attending demos renewing contracts with clients a standup call it the CEO and putting out fires along the way. Let’s meet Monica and learn more about what she does.
Monica [00:02:22] my name’s Monica. I’m a principal at scaled where a boutique sales and growth consulting firm. And so what that means for me different things at different times. But right now it means I spend some of my time managing some of our larger clients and I spend the rest of my time growing scaled as a company so of principle in a consulting firm is I guess sort of like a senior partner. So your goals are tied to how well the company does. So you’re responsible for. ..You don’t necessarily have. You have a responsibility for particular functions within the company but you also have ownership of that company.
Monica [00:03:04] we’ve been around for a little over five years and the company was founded because our CEO Jake was a V.P. of sales at a bunch of different tech companies. He was super successful. He built multiple teams that built companies that went on to get acquired. He started doing consulting and realized that there was a real need for companies to level up a lot of different parts of their sales organization that maybe they weren’t ready to hire someone or they had a great team in place but they just needed help. And he’s really good at what he does. So he started doing that and that was five years ago and we’ve just kind of continued to grow and take on more clients and bring on more consultants. And then here we are.
Krista [00:03:44] The types of clients scaled works with have changed since their inception but now they work with companies that have about 50 million in revenue with about 200 employees and at least 20 people on their sales team.
Monica [00:03:56] You know I think early on it was kind of like cool you want to do some stuff with sales. We do things that sales we can help you with that. And like any business you figure out what your product market fit is eventually and you figure out who your target buyers are. Same exercises that we take our clients through and we’re usually working with the CEO and they can actually be in any industry early on. Most of our clients were in tech lots of venture backed B2B SAS companies. And right now three of our five biggest clients are not tech companies at all. Like if you think about people that work at startups they’re generally they’re younger. They’ve been through a couple of companies before so they’ve at least seen how things can break down and they’ve learned there’s much more of a culture of learning. People are much more involved and they tend to be newer companies so you get to sort of start fresh and try new things. If you look at an industry like real estate or logistics or even older technology companies that aren’t necessarily SAS like someone that makes I don’t know that’s something that’s sold on the Salesforce app exchange or whatever and they’re private equity backed not venture backed. It’s a really old school culture.
Monica [00:05:09] and so it’s a really old school sales process. And so the things that we talk to our clients about a lot like leveraging technology, putting together a repeatable process to finding their buyer personas testing messaging across the sales team. They’re like we’re all supposed to do it the same way. So we can get a lot of lift with those companies and they’re under less pressure. And in a lot of ways because they’re funding structures sometimes different. So they have a little bit more latitude. I don’t know if that’s actually the reason I think it’s actually just because they’re starting to realize like a lot of companies in older industries that they have they can gain a lot by learning some new tricks.
Mat [00:05:50] Back to the day we mentioned from 8 to 9 a.m. she’s answering emails and she likes to block out this time to tend to emails because it’s easy to let them fall by the wayside during the day in our inbox on this particular day. There was a crisis involving a big client that needed to be attended to ASAP.
Monica [00:06:06] this is actually really important. I tell all my consultants to do this. I tell them to blackout 15 minutes a day for just her client for just responding to emails because otherwise it really piles up and then I can kind of like kill your day that you have dedicated to them in the week just maintaining communication is really important when you’re managing a lot of priorities which as consultants we all are.
Monica [00:06:30] so I do that before the day starts. On this day, I was in the office and just had like a bunch of meetings in the office. I actually had a bunch of projects that I wanted to work on but in my emails I saw that we had a little bit of a of a minor crisis with one of our big partners. That’s a sales technology company. So the first thing that I did I spent about an hour kind of working on strategy for dealing with that and crafting communications with our CEO so he basically sent me an e-mail that he wanted to send to the partner. He was like hey what do you think about this. And I kind of went through and rewrote it and I was as I was rewriting it I realized we actually shouldn’t send this e-mail at all like it shouldn’t even be an email it needed to be a conversation probably with different people. And so we kind of talked through that so that that was kind of something that got thrown into my day that I needed to deal with first so that he could then respond. And I didn’t leave him hanging. So after that I think I spent a little bit of time just catching up on stuff.
Mat [00:07:33] now it’s 10:00 a.m. and she’s focused on onboarding new consultants. Some consultants are part time. Others are full time. Scale does accommodating for both because in some cases the consultants have their own side gigs.
Krista [00:07:45] That being said Monica likes to make sure the consultants she hires who have side projects can give their undivided attention to their clients at 10 30 she’s meeting with a brand new hire.
Monica [00:07:55] All of our consultants are practitioners so they all have experience as sales leaders. If you of sales SDR team leaders sales ops and Sable sales enablement specialists Dave all the thing that we’re bringing them into to solve for a client they’ve done it successfully many times before. That’s what we look for. So we’re always recruiting consultants. There are business there where people business for their product. And we these days we always need more. We just brought four on a couple of weeks ago and now we have two more that are starting. So one of them came in I hadn’t met her in person before. I just got a really different impression than I had done that I had from our first conversation. So but I mean it happens a lot of the consultants that we work with have other things that they do on the side. Some of them have their own consulting clients. Those actually are the more. Predictable ones but then a lot of our consultants have their own startups and that can change a lot like their fundraising and then they get really busier than they raise money and all of a sudden they need to hire people really quickly and their investors expect them to just be able to devote all their time or you know a million things can come up when you have your own business.
Krista [00:09:12] Now its 11:00 a.m. the morning with the new hire is adjourned and Monica follows up immediately so she doesn’t forget what was discussed. She does this now so she doesn’t need to play catch up later when the meeting isn’t fresh in her memory anymore at eleven 20 Monica is getting ready to leave to attend a lunch that was sponsored by sales loft and that’s one of scales big partners but before she left the office she checked in on one of the full time consultants that delayed her departure a little bit.
Monica [00:09:39] And I just go to do a quick check in with him because I know he has a call at 12:00 that I’m that he’s running on his own because I have to go to this event. So I just do like a really quick check on the work that he’s supposed to go over on the call. And it’s just not even done like you know its eleven thirty five. He’s working on it like at that moment and it’s not done and it’s only part of it. And just like just all bad like all really bad. What was he missing? A lot. Yeah. He left it to the last minute. Like you don’t do the work like right before the call. You know unless you really have to it’s just raised a lot of red flags for me around how well he and I were communicating around time management around you know what else he was spending his time on. What is it that you need to do to be prepared? I mean ideally it’s different of course depending on whatever the deliverable is but you should do the thing before the day that it’s do and sometimes it’s unavoidable. I mean I do it too for sure but you shouldn’t be planning to do that. It shouldn’t be like Oh yeah its fine I just blocked out this time right before the meeting to do the thing for the meeting you know that’s like a non-optimal situation.
Mat [00:10:58] without going into any sensitive detail, what was the actual meeting about.
Monica [00:11:04] It was a meeting to review kind of like the V one of our final deliverable for this client. So we’ve been working on it for several months. Most of the work has already been done. This is just kind of putting it together into the final package product and format and then presenting it and then we’re supposed to put some small tweaks and then give them the final version next week.
Mat [00:11:26] and the version like a version that’s like a plan or processes that you guys written out. That’s what the product is.
Monica [00:11:34] Yeah. In this particular case the product was an onboarding and training plan.
Mat [00:11:39] Crisis averted. Monica makes it to the lunch fashionably late at sales loft during one of the presentations.
Monica [00:11:46] It was about kind of like cadence engagement best practices to sales loft has a whole research division where they. Crunch data on all of the cadences that people put into sales loft things like you know what happens if you condense the amount of time between steps or if you expand the amount of time or like what happens if you take out all the calls or if you take out all the e-mails or you know does it make a difference if you do like a double tap call e-mail on the first step.
Monica [00:12:12] It does things like that you know honestly the biggest takeaway was just how similar what every company is doing really is right because the differences that they were talking about were so fine grained. Right. Like are you doing a call first or an email first. Should it be five days apart or three days apart? And so what that means is like everyone doing the same thing, they call email call email, LinkedIn that’s it. Which is exciting for us because we’ve been experimenting with some other things with some of our clients that we are really excited to see become more widely adopted. So it was cool I mean there was really good information there is like OK cool like this it’s actually really helpful for me because one of the things that we do with our clients a lot is help them design their outreach. And obviously everybody has an opinion on this and everyone has their own kind of way that they like to do things and put their stamp on things and its super helpful to be able to be like Look guys sales loft did a report and they analyzed millions of cadences and like this isn’t me saying this this is just what the data says this is what it is.
Monica [00:13:21] So we can do it this way or we can do it your way whatever but I’m telling you this is the way that’s going to work the best from a networking perspective it was a little bit of a fail because I ended up sitting next to somebody that I already had a meeting scheduled with someone who did introduce us to you but it was great because we got to chat a little bit more and I have a lot more context now about what he wanted to meet with me about. So that was great stayed for the rest of the lunch talk to some people. One of our other consultants Ryan was also there. So I grabbed a coffee with him and just kind of caught up on some stuff.
Krista [00:13:55] you said it was a networking fail because the guy said you already had at a meeting set up. Yeah. What are the first meetings like with a potential client?
Monica [00:14:04] It really depends on where they’re coming to us from. So sometimes they come to us because they have a specific project and they want to know how we would approach it or even if it can’t be done. For example we do a lot of kind of like free consulting sessions with our partners where when they bring on a tool like sales offer discover org or something like that they will or you know drift will look at their content or look at the way that their process is set up and give them some advice and I mean we really do like I’m happy to talk to anybody for an hour about their company and if they think that there’s value and they want to talk to us more like great if not.
Monica [00:14:47] Happy to talk to them for an hour and you know maybe we can be friends in the future. So those conversations are really different. I don’t do a lot of the sales I probably do like 10 15 percent of the sales at scale. RC Does most of it.
Krista [00:15:01] Now it’s 115 and Monica grabs coffee with the scaled consultant and heads back to the office down town. As soon as she walks in at 2 p.m. she’s sitting in on a demo with a new potential partner lead IQ.
Monica [00:15:13] and what we’re really interested in when we look at these is how their tool can integrate with other tools. And then like what it’s good for when it’s not good for because every product isn’t going to be great for every company. But we work with lots of different kinds of companies. So this one actually interestingly was really good at finding cell phone numbers. Prospects. Which is like a really specific type of thing. If you’re selling to some industries like insurance it’s not going to be good unless you’re selling to insurance salespeople I guess. But if you’re selling to engineers people that work in like logistics. Anybody who’s out in the field pharmaceutical sales people. I mean think about all the people that don’t have desk phones. We don’t have desk phones.
Monica [00:15:56] If you wanted to sell the scaled can’t find it because we don’t have it right. So that was like a really cool thing. OK. So when I find when I have a client who their buyer persona is not desk phone then this is actually a really good source for them. So that was that was a really good thing.
Krista [00:16:16] at the end of the demos what is it that scaled offers to the company in question I guess.
Monica [00:16:25] For this particular company, I think the best thing the best way for us to partner with them is just to be to set up a referral structure. So when we have clients that can usually argue we can send them their way and when they have clients that need help with implementation or sales process then they can send them to us.
Krista [00:16:43] so now it’s two thirty.
Monica [00:16:44] Two thirty. So I go back into tasks I’m working on a renewal with one of our big clients so I have a bunch of emails from them that I have to respond to. So I spent probably an hour and a half just kind of like troubleshooting. We have a new head of people ops who’s helping me with the onboarding process so I’m getting her access admin access to all of our systems so she can set people up and I don’t have to do it worked on some stuff for my contract answered a bunch of questions for that client I would normally not try to do this because for this particular client I don’t do work for them on Thursday as I have two days a week blocked off for them and it’s not Thursday but because we are working on the renewal I feel the need to be extremely responsive and so I’m just you know trying to like fix everything.
Mat [00:17:34] so how do how do renewals and contracts work with scale. Do you guys come on as consultants for X amount of time and then they just continue?
Mat [00:17:44] Yeah. Is it like a yearly contract?
Monica [00:17:47] No.
Monica [00:17:48] It depends. So we usually start with you know we’re a very proof of concept based business of course. You don’t want to commit to working with a consultant for a year if you don’t know if you’re like working with them. So we’ll usually start with a project. Our initial projects are like three four months and then at that point either the project will change or it will expand or sometimes we just move into a retainer where it’s like OK. There’s clearly enough for us to do and it’s going to be more work than we need to keep trying to like scope or project scope or project scope project because it’s going to change all the time. So let’s just move to a retainer we can spend this many hours a week with you guys and then we’ll just go month to month. That works better for some companies. It really depends on the company.
Krista [00:18:38] To attract top tier employees and targeted clients scale needs to be on top of sales and technology industry changes and applications and those changes happen quickly.
Monica [00:18:49] probably as soon as you can define something that’s working you should start thinking about how it’s going to change. I was asked a question at an event recently about what sales training programs or sales methodologies I like. And my answer was like they’re fine you know. But once somebody has written a book about it it’s pretty much obsolete. You’ve got like a year maybe after that book and I mean that’s one of the reasons that we see like we’ve seen it with for example the way that people are doing their outreach like email call email call. It’s all Aaron Ross predictable revenue and everyone read the book and everybody’s like OK cool this is the magic machine you put in leads and then you get money out the other side if you just put a bunch of SDR is behind it. So literally every company is doing that. And that means that buyers are just super overwhelmed and so that strategy isn’t effective anymore. So I mean I think always it’s. No one can predict the future but I guess the best thing that I could say is just really pay attention to what’s going on around you and pay attention to the things that you personally find interesting. And then just learn as much as you can about those things because the odds are is that they’re going to be relevant and you might as well learn about something that you like.
Mat [00:20:10] it’s now four o’clock and Monica’s meeting with one of scale full time consultants for a one to one meeting.
Monica [00:20:16] he is moving to Austin next week. So I’m super concerned about this because he has a lot on his plate. He’s still new at the company I and I want to make sure that I’m going to be able to stay on track with him working in different offices and you know not being able to communicate with him all day long and I also want to make sure that he’s feeling good and feeling supported and not feeling just super overwhelmed by the move in the job. And all of that like I just want to make sure that we’re setting him up for a success because we do work really hard and I want to make sure that people feel supported and feel empowered to do the work that’s being asked of them. So this particular one on one was kind of just more like. Like a relationship building. Goal setting type of a meeting.
Krista [00:21:03] and are they always like that or what.
Monica [00:21:06] No.
Monica [00:21:07] So yeah it kind of depends actually right now I’m doing a lot of daily 15 minute stand ups with people and then just one on one meeting once a week where we kind of just talk about whatever they want to talk about but then we cover the tasks daily.
Mat [00:21:26] All right. So 5:00 p.m. the day is kind of over.
Monica [00:21:31] Yeah. It’s over ish. So I had a meeting that I had set up a while ago for drinks with kind of a new friend who’s the CEO of another consulting firm that works with a lot of startups there also in SoHo. She was introduced to me by another CEO of that I know Chief Operations Officer at a recruiting firm. We tried to meet couldn’t do it. Ended up having a phone call. And so it was like I can’t I really shouldn’t reschedule this meeting if I do I will probably just not going to really connect. I went and spent an hour we do a lot of meetings at St. Ambrose on Lafayette Street so I went and met her there. She’s super cool really delightful really interesting to talk to her about how she thinks about her job and her company is similar to mine. They run their business in a little bit of a different way. They bring on different types of consultants but you know we have similar challenges around recruiting staffing how we position our product how we stay organized internally. So it was really good to connect with her. Then I went back to the office.
Monica [00:22:35] I have a daily stand up call with my CEO every day at we try to do it around 6:00. It’s very short its 15 minutes and we each share what our top priority is for the next day. Not everything we’re doing. Just the most important thing that we need to get done. Any potential roadblocks that could prevent us from doing that thing and then just any random questions that we have on that particular day. I think my top priority for the next day was getting my renewal done.
Mat [00:23:03] Monica was in the office until about 7:00 p.m. which is a little later than normal but since she was out and about on this day she wanted to collect herself and re prioritize. Before we go. Monica some industry insight to share.
Monica [00:23:16] I would say that for sales what we see really consistently is you know we talk about sales and marketing alignment a lot and there are a lot of blog posts about sales and marketing alignment and account based marketing. But what this really means is that in most companies and most revenue organizations marketing is responsible for more and more of the buyer journey. And so this means that as a sales person when you come in like you really need to be delivering a lot of value. And I see a lot of teams they just really haven’t. Figured this out yet and so by the time the prospect gets to them they’re still running the same plays they’re running. You know they’re not doing enough discovery. They’re making them wait to see a demo. They’re trying to get information and use it as a bargaining tool and it’s like no like your buyer has already done that they’ve already gone through all of that once they get to you. You need to deliver like specific human value and insight. You’re not a sales robot like you are a human being that needs to now take control of this conversation.
Monica [00:24:22] So I think that’s the biggest trend that I see and it’s something that’s already happening but I don’t think most sales people have really adjusted their strategy enough to account.
Mat [00:24:39] so you just experienced a day in the life of a sales consultant and head of accounts at scale. But how does one actually become one. In part two of the scalable career and sales series. Join us as we go through Monica’s career journey and experiences leading up to where she is today. Monica is and always has been a force throughout her career so much so that she’s the common denominator between three of the seven companies she’s worked for having been acquired learn how she did it so you can to stay tuned.
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Krista [00:25:39] Thanks for listening. Head over to XADITL.com. There you can find the show notes for this series and more a day in the life articles. And you can get to know us and our guests more by joining our communities on social media follow at XADITL on Instagram and on LinkedIn by searching for Krista Bo and Mat Bo
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In Part 1 we went through hour by hour a day in Monica’s life as a Sales and Growth Principal. In this episode, we’ll take you through Monica’s career journey so you know what skills and experience are necessary to land a job as a Sales and Growth Principal. She is such a valuable employee, her first boss she ever had quit the moment after she gave him notice she was leaving AND she’s the common denominator as to why 3 of the 7 companies she’s worked at got acquired.
Krista [00:01:08] Welcome to part two in the two part scaleable career in sales series. In part one we went through hour by hour in a day and Monica Stewart’s life as a sales consultant and head of accounts at scale. In this episode we’ll take you through Monica’s career journey so you know what skills and experiences are necessary to land a job as one. She’s such a valuable employee. Her first boss she ever had quit the moment she gave him notice she was leaving and she’s the common denominator as to why three of the seven companies she’s worked at got acquired. Let’s learn how she did it so you can too.
Mat [00:01:47] as a child Monica wanted to be an archaeologist.
Monica [00:01:51] I used to have these little kits that you would buy that were like play excavation kits. So they came with like a little brush and little tools and then you would like uncover something in the sand. So I wanted to do that when I was younger but I just didn’t even understand how someone would have become an archaeologist. I really could have used you guys when I was a kid. I just had no clue. I didn’t know anyone who was one it seemed very far away. I could see things being discovered in the New York Times and I felt like by the time I was old enough to do anything they would have already discovered everything anyway so what’s the point. So when I went to college I didn’t really know what I wanted to do. I just wanted to know that I just knew that I didn’t want to be in high school anymore.
Monica [00:02:34] so I was like well OK I can work somewhere for like minimum wage or I can go to college so I guess I have to go to college. That was literally like the entire thinking process but I knew that I wanted. I thought I wanted to do something. International. Maybe you have a business in another country. Something like that and so that’s why I picked my school because they had a really good international business program. But I ended up majoring in international relations which is its like political science. I think you know candidly I don’t really think it matters that much. What you major in in college. Unless you want to do something super specific. Even if you do you’re probably better off learning it outside of school.
Monica [00:03:20] you know like especially if you think about STEM careers it’s changing so fast. If you’re not going to a super super top tier university where you can get into research programs and you know they’re really attracting like top caliber faculty what you learn in college is definitely going to be outdated by the time you graduate. So this is controversial advice. I don’t know about you but I says don’t just take it for me but I really think that just picking a liberal arts track and sticking with it is probably the way to go. What you learn in college I think is really just how to learn and how to manage your life like how to be an adult how to show up on time how to complete things on schedule.
Krista [00:04:01] some people are better at it than others who are better at it than others.
Monica [00:04:04] I mean that’s really what I think College is mainly about.
Krista [00:04:09] Monica transferred to Brooklyn College in New York City to finish up her bachelor’s degree. Some internships she had included some non-profit and by the time graduation hit like most Monica was ready to go.
Mat [00:04:20] you’re getting out of college right. You’re graduating what’s going through your head at that time leading up to graduation right after graduation. Do you remember?
Monica [00:04:28] I need a job.
Krista [00:04:30] were you like super stressed out about it or were you.
Monica [00:04:33] No I wasn’t. Yeah yeah I was going to let your experience speak for itself sort of thing.
Monica [00:04:39] Yeah I knew that I would find one. When I graduated I went to all of these recruiters and they were like cool. Great. So what you should do is you should pick the industry that you think that you want to work in and then you should get a job as an executive assistant to the highest ranking places is something you can find. Fuck that.
Mat [00:04:59] Monica did not take the recruiter’s advice. Monica’s first job was working as an audience director for opal Financial Group. You’re probably thinking what we’re thinking. What is an audience development director?
Monica [00:05:10] so Opal is a conference company and the way that that industry works. I mean I’m sure you guys see all the time there like these industry conferences and they’re usually like couple big companies that put on a lot of them throughout the year. So the business model is that you get companies to sponsor these events and then they do it because it’s marketing so they want to get in front of your audience. That’s the demand side. I guess you could say and I was responsible for the supply side so basically creating the product that people would pay us for. And in my case it was a division within this Conference Company that one of the guys who founded the company had started and it was for European institutional investors who cared a lot about alternative investments. So people who managed big institutional funds corporate pension funds state funds its public money but they invest it and try to grow it as much as they can. And those are generally like the largest piles of money in the world.
Monica [00:06:17] So my job was to find all of these people, Call them and get them to come to our conferences and ideally get them to actually participate so to speak on a panel or to moderate a panel discussion and then once I had been working there for a little while I also worked with the guy who was the head of the division and the managing director to actually create the conferences. So and that was the really fun part. So figuring out like now that I can had kind of gotten to know these people what do they care about what would be really interesting to them what would get them to come out to one of our events and then get them to be really involved so that we could bring in a lot of sponsorship money.
Krista [00:07:01] Monica didn’t study finance or banking in college like probably most of her clients but still excelled at her job because one exercise that she mastered with all of her clients and still practices to this day. So what’s your advice to students who want to get jobs and industries that they didn’t major in?
Monica [00:07:19] I mean I would say like understand what it is that they really need and if you can’t do that like if they need something that you really can’t do then maybe don’t get that job. You know like don’t kid yourself sort of super underwater. I mean unless I am sure that there are circumstances in which you would want to do that but I would say think about what they really need and then show how you can do that. So in this case. It really wasn’t necessary that I didn’t have to have a finance degree in order to do this job. What I needed to be able to do was talk to people and be credible which actually meant that it was really better that I didn’t really know anything about it because no matter how much I knew like it if even if I had a degree I never wouldn’t have known as much as them right. Right. They’ve been doing this for decades every day like they’re really experts and I think there was actually one of the best pieces of advice that I ever got.
Monica [00:08:22] And so what I was able to do is I was able to talk to people and I was able to be pretty fearless and really persistent and I could show in the interview process because of what I did study in college and like some of my experience that I was able to pick up new ideas quickly and make connections between lots of different ideas which is basically what you learn in a political science or really like any liberal arts degree. So I was like cool so you guys are doing this alternative investment hedge fund thing. Great. I’ll just take your weird ideas and I’ll figure out how to put them together. That’s what I’ve literally learned how to do for the last four years.
Mat [00:09:01] Monica did well and liked working with her clients but she felt it was time for a change. What made you leave?
Monica [00:09:07] Oh it was very dramatic actually.
Monica [00:09:14] So I worked there for two years ish and it was really great but I just thought you know I thought I wanted another job like it was my first job and I was like okay cool like I’m ready to go do something else now. So I got another job at this company. Globe tax services and I told my boss that I was going to quit and he was so upset. He was like what. So he immediately goes into the We were sitting across the street having lunch goes upstairs goes into the CEO’s office, Who was his college friend basically and has this whole like long meeting with him and he’s like if you can’t pay Monica enough to stay here then I can’t do this job I can’t run this division without her.
Monica [00:10:02] and they just had this whole like blowout thing. And so I’m just like sitting there at my desk so I’m talking to Jared. Jared is like this, This is bullshit Jared goes upstairs he goes into the CEO’s office I’m just sitting at my desk and then I see Jared just walk out and go to the elevators and just leave and I’m like OK so I’m still just kind of sitting there like doing whatever I was doing and then. And then the CEO calls me into his office and he’s like Yeah, so your boss just quit. So I there’s nothing for you to do. So like you can leave now.
Krista [00:10:42] what were you thinking.
Monica [00:10:47] I was like I was like I wasn’t planning. I was like I was planning on we’re here for another six weeks right. I was like I’ll get you a lot of notice I had no I’d never quit a job before I didn’t know. I was like OK I know that I’m going to leave so I’ll give him a lot of notice.
Mat [00:11:01] from there Monica kind of made a 180. She found a company called Globe tech services and joined as a business development manager there. She experienced setting up a CRM for the first time.
Krista [00:11:12] So can you just talk a little bit about the importance of having like a super automated clean CRM.
Monica [00:11:18] Oh man it is. It’s literally I literally just had this conversation today. It’s so like the magic the dream of having a super clean automated CRM with workflows and automation rules that work and data that matches up is the power of it is insane. The fact of the matter is that like no company has it really a CRM is like a car like the moment that you drive it off the lot. It just starts going downhill from there. The first thing that you put in there is already fucked up.
Mat [00:12:00] because you have six or seven different people all putting stuff in there.
Monica [00:12:04] And you’ve got Lead sources and you have like things coming in from your marketing automation tool and yet there’s some really good tools that exist that you can buy on the Salesforce app exchange that can help you mitigate that but you’re not going to solve the problem with behavior you just are not because who uses your CRM salespeople. They don’t want to follow rules.
Krista [00:12:28] her next career move was a pivot into the art industry working in business development and marketing at 20 by 200.
Monica [00:12:34] after I worked at Globe tax I realized that I didn’t want to work in finance at all. It was just a really different company even from the ones that I had been working with before. They were very like very banking focused very like. Almost like a outsource back office processor for banks which is super different from being on me in finance. There’s like the front of house in the back of house. Front of house is. Client facing and then the back office is everything that makes all of that actually work. So. Settling transactions payment systems compliance and I just like the back of office it was just not my vibe at all. Not my world. I thought I wanted to try something totally different. So I did when I worked at 20 by two hundred which was the first tech company that I worked at actually really cool company. It was started by this woman that came from AOL and she had a mission to make art accessible and affordable for everyone.
Monica [00:13:40] I worked on a lot of a lot of marketing stuff with the website and then they also had a business development function where we did partnerships with companies like West Elm and what you learn from that just really different like I was so used to being in kind of like a one to one customer facing role and that just doesn’t really exist at a B2C Company. The closest that you get I think is business development or brand partnerships but it’s just really different because you’re not you’re not necessarily excite you’re not signing a deal like you’re not negotiating a contract you’re just becoming friends and then you’re sharing resources. It’s just a much different type of relationship. I’d say it’s equally intense and equally difficult. It’s just a different type of way when you’re doing sales you’re spending a lot of time trying to work towards a deal and close that deal then you close the deal and then you kind of like hand it off. If you’re doing business development or partnerships you’re really like developing a relationship over a very long period of time and you never pass it off. You never let it go because that’s your relationship and you want to keep like developing it and keep moving forward and keep getting further into the partnership. So I think some people prefer that some people prefer to have a little bit more of a defined process where they’re like closing deal moving on.
Mat [00:15:10] the next move for Monica seemed to be what really kick started her career into a high gear. She gained some wisdom and started getting in a groove. Eventually she linked up with a recruiter and found a data company called Pan Jeeva now owned by S&P Global.
Monica [00:15:24] It’s a data company that that gets shipping data import and export data from different governments and then packages it into this database and organizes it based on company information. And it contains a lot of really useful information like where the shipment was coming from who it was going to. What it contained what the weights are what ports it went through and then a lot of information about the products. So we got all that data from the US and then eventually also from Mexico China. I think India like all of Central America a bunch of other South American countries and had a really smart engineering team that put it all together on the back end and. Harmonize the data around single objects.
Monica [00:16:13] So anytime that we saw Home Depot for example we could associate it with the Home Depot profile and then you could go to our Web site and you could pull up Home Depot’s profile and you could see everything that they had imported to all of their suppliers were what they bought from them in what quantities over time where they were getting shipments from what their supply chain looked like where everyone was located how they were moving things around the globe. And there’s a ton of information that you can get from that.
Krista [00:16:43] so who’s coming to Panjeeva for that information.
Monica [00:16:48] Home Depot. All of their competitors shipping companies that want to sell to Home Depot suppliers that want to sell to Home Depot. So when I initially started us had Every we had four salespeople and we all had the same job which was like go make money. Here’s your monthly quota. Go get it. So you could do you know we had a ton of inbound. Leads you could call almost any company that you wanted because we didn’t have that many customers yet. And yeah if you could sell a monthly plans annual plans you could upgrade people if you just do whatever you wanted. But on the team like people very quickly started to go their own specific ways. So like the way that I went it’s like I just wanted to sell the biggest deals that I could. And then my friend who sat right across from me she didn’t really want to deal with any of that.
Monica [00:17:42] Like she literally just wanted to bring in revenue. She did not ever want to do a demo. She really didn’t even want to talk about the product. I don’t even know if she knew which we did for like the first two year. I thought she did but then sometimes she would ask questions and they’re just like. So she ended up building our inbound sales team which was hugely successful and then I built our enterprise sales business.
Krista [00:18:11] She was promoted to Enterprise Solutions Manager. There she was tasked with growing and developing the new enterprise side of the business as well as managing the SDR or sales development reps.
Monica [00:18:21] When we went through kind of like a big growth phase we hired a bunch of salespeople and then this is a very typical thing that you see now especially in tech companies but it’s moving to other companies too which is this idea that you shouldn’t have your salespeople do everything right. Like they’re probably really good at certain things. And so you should make it so that they can spend as much of their time doing those things and then the things that someone else could do get someone else to do that and pay them less money right. So we hired a bunch of basically junior salespeople and the job of the SDR is just to develop leads and set up meetings for sales. And then the salespeople all they do is run those meetings and then close the deal. So when we started our SDR program I became in charge of the SDR is and what I realized is that there were a lot of companies that were using our product that we weren’t paying any attention to at all but they still were coming to us and like everything about the product was not designed for them and we weren’t marketing to them. Nobody like they were just coming to the website and signing up on their own. And I knew about it because I had worked in finance so I knew what these companies were. They were like hedge funds.
Monica [00:19:37] some of them are small banks some of them are private equity firms coming to our site and they were just signing up for like these really tiny plans. And I was like this is weird because these companies have way more capital than the ones that we’re selling to. I mean for us at the time like a really big client would have been Pacific feather which is the largest manufacturers of pillows and comforters in the U.S. it’s all like the biggest companies that you’ve never heard of companies that make ball bearings and dye cast parts and stuff like that. Really interesting companies and they make a lot of money but they you know they have a ton of expenses and so if you look at their actual expendable capital it’s not as much if you take a hedge fund that has approximately the same if not more assets under management and they literally have a staff of 20 you’re like these people have money to spend and they weren’t spending a lot of money with us at all in fact they’re spending the least amount of money with us. And so I thought that there had to be something there and so I just started. Talking to them and figuring out what it was that they were trying to do with our product and with our data.
Monica [00:20:42] and they told me all the things about it that didn’t work for them and why they were interested and why they couldn’t really get this information anywhere else. And we ended up building a business around it and building a product for them because the things that we needed to do for them made our data better for all of our customers which enabled us to get much bigger contracts.
Mat [00:21:01] so you carved out your own position there your own promotion in a sense.
Monica [00:21:05] Yeah I basically made the case that we needed to be in this business.
Mat [00:21:11] that’s a big pivot that you were big chain of events that you started. I guess yeah I’m proud of that. I would be.
Monica [00:21:18] Yeah it was it was so gratifying when the company got acquired by S&P because that Definitely would not have happened if we had not decided to make that pivot and go into that business.
Mat [00:21:31] so you were there for a little over five years. What made you leave?
Monica [00:21:35] Well I was there for five years. You know I was kind of like yeah. It was sort of like OK. You know I’ve done what I wanted to do I finished this huge project like built this team built this business. It was going really well. We had some really big wins and it was kind of like OK well I’m going to probably stay here now for like 10 years and then this is going to be like a big chunk of my career or this is a time when I could now go and do something else and so I decided to go and do something else.
Krista [00:22:10] Monica’s work was done and it was time for her to work her magic elsewhere. Her next move was working at Trello in the strategic sales wing.
Monica [00:22:18] they were building their enterprise team and I was kind of like Oh great. Like I just did this. And I thought that it was I kind of talked myself into it because I realized really quickly that they could. I mean they can literally sell to anybody. But I also like I loved I really believed in the product. And then from a sales perspective I mean the growth in the value of cello never came from the sales team which was ultimately the reason that I didn’t end up staying there because like I want to be in a business where what I’m contributing to the business is like very salient. I mean they say like it sells itself it doesn’t sell itself it won’t generate money on its own but you don’t need to convince anyone to use it.
Mat [00:23:06] Monica then brought her talents to scale the company she works at now and was working as a consultant for a real estate tech startup that needed help putting together processes and structures.
Monica [00:23:16] I like the team at Red IQ. I don’t know that much about institutional or real estate. Learned a lot about institutional estate but it. I was like Yeah. This is totally in my wheelhouse. This is the team needs to grow. They need structure but I don’t think that I. I’d never really thought that it was going to be like a super long term thing. But I was like oh I can do a lot here. You know in like a pretty short period of time. And then the company had acquired six weeks after I started which changed a lot. Which was crazy because Trello had just gotten acquired like right before I started.
[00:23:50] I was like I literally cannot, and then Panjeeva got acquired like a year later in any year. Last year companies from the Environment.
Monica [00:24:03] so no that’s actually it’s an amazing point and so that’s why you know I thought like the next company that I join I want it. I want to feel like it’s my company. The previous three companies were companies that I put a lot into but I never really felt like they were mine. And so I was just I you know I saw and I was like wow. Yeah I am the hostess. I should not waste this gift.
Krista [00:24:26] Definitely. After Red IQ she went back to scaled and has been there ever since as the head of accounts. We’ll get more into what that means in part 1 of this series but for background scaled was founded by the CEO Jake Dunlap before scaled. He was the V.P. of sales at a bunch of different tech companies and realized the intensity and job uncertainty wasn’t for him anymore.
Monica [00:24:49] the average tenure right now for sales leaders is about 18 months. And it’s really risky. Everything that happens in the company is your fault. If you’re really good at what you do and the company is growing they’re probably going to hire someone more senior than you and layer over you. If it’s not going well you’re probably going to get fired. So either way it’s really tough and I think especially these days. Your odds of you know grabbing that unicorn and finding the company that’s actually going to pay out and actually having options that are worth something when any kind of liquidity event happens is just really really low. So you’ll make a good amount of money but you’re going to have a super stressful job and you’re going to have a new job every two years. And he was just sort of looking at his life and his life path and he is like I just don’t want to do that.
Monica [00:25:36] So he started doing consulting and realized that there was a real need for companies to level up a lot of different parts of their sales organization that maybe they weren’t ready to hire someone or they had a great team in place but they just needed help. And he’s really good at what he does. So he started doing that and that was five years ago and we’ve just kind of continued to grow and take on more clients and bring on more consultants.
Mat [00:26:00] scaled client base has grown from mostly tech companies to clients in all different industries like we mentioned in Part One the companies they partner with usually have about 50 million in revenue 200 employees and at least 20 people on the sales team.
Krista [00:26:17] what’s next. Anything.
Monica [00:26:19] Well I’m really happy it scaled Yeah it’s I it’s a super cool business it’s so much fun to be able to work on a business where your business is working on other people’s businesses.
Krista [00:26:35] That wraps up part two in the scaleable career in sales series Huge thanks to Monica Stewart for sharing her wisdom throughout this experience. A Day in the Life series if you haven’t already be sure to listen to part 1 in the series to experience a day in the life of a sales consultant and head of accounts at scaled.
Krista [00:26:54] so they say you can’t get a job without experience but need experience to get the job. But luckily we have quite the experience. You can join our team and experience a day in the life of the jobs you want by applying to be a student editor regardless of your major or amount of experience. This is the perfect stepping stone into any internship or career. Find more info and sign up XADITL.com/students. Head over to XADITL. Com. There you can find the show notes for this series and more a day in the life articles and you can get to know us and our guests more by joining our communities on social media follow at XADITL on Instagram and on LinkedIn by searching for Krista Bo and Mat Bo.
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