Episode 369: Unlocking LinkedIn’s Hidden Network for Sales Success

Intro

0:00:18 – (Bob Woods): Welcome to the Making Sales Social podcast featuring the top voices in sales, marketing, and business. Join Brynne Tillman, and me, Bob Woods, as we each bring you the best tips and strategies our guests teach their clients so you can leverage them for your own virtual and social selling. This episode of the Making Sales Social podcast is brought to you by Social Sales Link, the company that helps you start more trust-based conversations without being salesy through the power of LinkedIn and AI. Start your journey for free by joining our resource library. Welcome to the show.

00:00:44:06 – (Brynne Tilman): Today on the show. I am so excited to welcome Michael Brower, the Chief Revenue Officer at Honorroll. With over two decades of leadership in the sales arena, Mike has honed an exceptional understanding of client needs, market challenges, and the intricacies of solution selling. Known for his strategic approach. Mike emphasizes a robust discovery phase at the outset of the sales process, setting clear and simple expectations to manage and meet. His methodical approach was enabled, has enabled him to implement a repeatable and predictable sales process, which, by the way, is the most important part of sales as predictable and repeatable, which has significantly contributed to accurate revenue forecasting.

00:01:38:04 – (Brynne Tilman): Also a very underrated and very, very important part of sales is forecasting. So excited. Talk about that. So Mike’s expertise extends across sales management, market analysis, and competitive strategy, making him a beacon for professionals aiming to excel in revenue-driven roles. Mike, welcome to the show. 

00:01:58:07 – (Mike Brouwer): Thank you so much for having me. It’s great to connect with you.

00:02:03:04 – (Brynne Tilman): Oh my gosh, I am so excited to dive into all the things that got you to where you are today as a CRO. Before I do that, though, we ask all of our guests one first question, which is what does making sales social mean to you? 

00:02:19:46 – (Mike Brouwer): Great question. I think of two things immediately to that question. The first is through social media. I think about the expansion of channels and meeting buyers where they’re at.

00:02:35:19 – (Mike Brouwer): And I do believe having a social media strategy, having an idea of where your market plays and what social media platforms that your marketplace leverages as the stakeholders you’re trying to sell to is is crucial, which is different than even a decade ago. The other piece that comes to mind is sales is meant to be fun and salespeople are social creatures so being able to create that team and that that social fiber amongst the team in particular, the challenge of being a more remote distributed workforce has been something I’ve been pretty fixated on over the last three or four years as well.

00:03:27:25 – (Mike Brouwer): So a lot of evolution in both of those areas. Without a doubt. 

00:03:32:76 – (Brynne Tilman): I love that and I love that it making sales fun. It is fun, especially when we’re out there solving problems for people, Right? I love that. And that may be in our show. One of the first times I’ve heard the fun word come out, and I think that’s my favorite because we’ve got a lot of what we’re doing right.

00:03:55:22 – (Brynne Tilman): I think that’s awesome. So thank you for that. So, you know, in learning about you, you know, I’ve read a lot about how you’ve built a really strong reputation for understanding deep market and client needs. Share a little about how this focus has shaped your approach to sales leadership. 

00:04:13:26 – (Mike Brouwer): Yeah, you bet. back at the beginning of my journey, I remember having some type of sales class instruction and it was around

00:04:24:22 – (Mike Brouwer): human impulses and leveraging impulse buying.

00:04:28:26 – (Mike Brouwer): So the traditional takeaway and get somebody to reach for it sort of thing being indifferent and, and using all these kind of human impulses. That to me was very basic sales tactics and techniques really getting and crossing that chasm into having a deep understanding of who you’re selling to, what their real problems are or goals are, how, what, what are they searching for that provides them value?

00:05:11:08 – (Mike Brouwer): All of that has led to implementing a sales strategy and process that is really heavy on the front end of discovery. Being able to go deep in understanding what truly is that stakeholder trying to solve for or what pain are they truly feeling in their day-to-day professional life that you hopefully can bring a solution to bear that helps solve that pain or helps drive that that goal that they’re trying to accomplish, But it’s really on the front end.

00:05:48:22 – (Mike Brouwer): And that deep discovery is what I think is critical and sometimes missing in a really strong sales process. 

00:05:58:85 –  (Brynne Tilman): So I think that’s really important to a lot of salespeople come at this is what I want to sell versus this is what I want to solve. And I love your approach and the way that you’re thinking about this is, you know, let’s first start with what is their pain and then see if we can solve it.

00:06:21:03 –  (Brynne Tilman): So I think that that’s a really important perspective. So thank you for that. So you started your career. It was a learning tree, greeting cards, is that right? 

00:06:33:03 – (Mike Brouwer): Leaning tree greeting cards. 

00:06:37:03 –  (Brynne Tilman): Lean in the tree. I made my notes. I apologize. No. Leaning tree greeting cards. Years and years ago. Tell us a little bit about how that inspired your sales career.

00:06:48:22 – (Mike Brouwer): Yeah, I was. And by the way, this is something I’m always very fixated on paying forward. I was hired there. My wife and I moved from Chicago to Colorado. I needed to get that first job. And so I get this sales job inside, sales job at a greeting card company. The leader of the sales organization, Donnie Whizzler at the time just really took me under his wing, and that’s where I began to cut my teeth in sales Leadership.

00:07:24:00 – (Mike Brouwer): His focus on building long-term partnerships with sales professionals, treating people with respect, listening, all of those types of foundational leadership qualities is I learned directly from him and based on how he would talk about sales leadership and how to lead people, it just became something that that I gravitated towards and became very passionate about. But it was because of that great mentor very early on.

00:07:59:04 – (Mike Brouwer): So probably in the first 9 to 12 months, I was promoted to my first sales leadership role and then that started to expand and so on. And that that was the beginning of of my path in revenue leadership. 

00:08:13:10 – (Brynne Tilman): Yeah, I love that. I still look back at my first couple of mentors and I think, you know, where would I be career-wise had I not had that?

00:08:25:01 –  (Brynne Tilman): So I love hearing from you that, you know, a lot of this inspiration came from good leadership, right? So it’s like good parenting leads to good parents, good leadership leads to good leaders. So I think I think that’s so fun. You know? So you’ve been on this journey for a little bit of time now, and I am sure you’ve seen huge shifts now.

00:08:47:13 –  (Brynne Tilman): I started at Dun and Bradstreet and an inbound call center, and two years in we got an email and I remember sitting in my manager’s office like, How do you expect me to put this into my day? I’m so busy already. Do you want me to do this? Do you want me to spend time on this? I don’t have time for this email thing actually was called CC mail.

00:09:12:13 –  (Brynne Tilman):  It wasn’t even email, right? So I mean, I remember that experience. So I think you’re probably as similar generation as I am. I don’t want to say it may be. Tell me a little bit about what you have seen from an evolution perspective in sales and technology and just a little bit about kind of what you’ve seen, what you love, and even what you don’t love.

00:09:36:04 – (Mike Brouwer): Yeah, No, you bet. You bet. So it is. It’s one and the same as what I love and it frustrates me. So back when you and I started on this journey, there was no text back then. The go-to-market tech stack was a CRM typically on-premise installed. Right? This was before Salesforce really drove that. We had a goal line.

00:10:04:05 – (Mike Brouwer): That’s all men. If I could go back and know what I know now back then right so your tech stack was both the CRM and if you happen to have your phones somehow tied into the CRM that was mind-blowing. Right? And that was it. That was literally the tech stack. So how that has evolved over the last couple of decades and the positive side, the tools at our disposal, all the ability to be so much more efficient, to be able to gain access to data in insights and to be able to build a call list and just dial out launch business development campaigns.

00:10:53:23 – (Mike Brouwer): And so much of it automated in the background. All of those pieces. And now with the introduction of of all of those AI power tools that are starting to emerge, I love that. And it’s hard to keep up. It’s kind of like you I had a very similar experience the first time I had an inbox for email and saying, how am I going to stay on top of this and everything staying on top of an evolution of the tech stack of in go to market is challenging, to say the least.

00:11:29:22 – (Brynne Tilman): It is. And it’s exciting at the same time, right? That’s right. You know I remember so I have they’re now 22-year-old twins. But I remember we had a very successful year. So we had a very big Christmas. And I remember my boys staring at all these presents that they weren’t used to getting. Yeah. And they go, “Where do I start?”

00:11:51:16 – (Brynne Tilman): and I just they were like four. Like they just didn’t even know how to start. And sometimes I feel like the tech stack is this, “Oh my gosh, where do I go? Which present to? I open first,” right? Like it’s so cool and scary and exciting and overwhelming and so in on roll where you are today, how are you bringing in some of these?

00:12:19:16 –  (Brynne Tilman): Where do you start? I guess that’s my question. How are you deciding what tech to explore? 

00:12:22:98 –  (Mike Brouwer): Yeah, that’s a great question and I wish I had the silver bullet answer. I will tell you, coming into Honor Roll series A stage company, really what we focused on was implementing our foundation all around that repeatable and predictable sales process and, and how we get the data to show that and leverage to be able to predict.

00:12:54:18 –  (Mike Brouwer): So that’s been really step number one. I think step number two will start to lean into the tech stack, and as simple as this sounds, the very first problem that I want to solve for leveraging or evolving the tech stack is how are every person involved in the customer journey from business development through our customer success and support teams?

00:13:21:23 –  (Mike Brouwer): How everybody can see the same information in real-time. So how does the the customer success or the customer relationship management platform that they’re leveraging talk seamlessly to the CRM, that that the sales team is leveraging how they see that data in real-time, how anybody involved in the customer journey is leveraging the same source of truth? All of that is kind of step one.

00:13:50:01 –  (Mike Brouwer): And I think alongside that and I don’t know the answer yet today, but I’ve just begun the quest is where can we start to incorporate tools that AI is the engine behind it. But I’ve been picking the brains of a number of CROs recently over the last month or so, in just trying to understand the landscape of what they’re seeing.

00:14:18:20 –  (Mike Brouwer): Where are they starting? Why are they doing that? Who are the companies within the space that are most important to check out? So I’m just beginning that journey. But I think it’s important to leverage that cutting-edge technology, even if it’s just starting somewhere, even if it’s just incorporating a tool. That leverage is an AI that helps drive some efficiencies.

00:14:48:05 – (Mike Brouwer): That’s it’s like it’s the old adage of boiling the ocean. Like, I think about it and I get overwhelmed. Ultimately, it’s breaking it down to where is the place we can just start. And that’s what we’re fixated on right now. 

00:15:03:05 – (Brynne Tilman): Yeah, that’s fantastic. And I love the curiosity. I think that’s the. You know, when you’re staying curious and you’re talking with a Sierra’s and you’re just open to them learning, that’s where the success is going to come, right?

00:15:21:02 –  (Brynne Tilman): Like when it’s in, it’s when we’re like, you know what? We’re good. Where we are is where there’s often a challenge. So the fact that you’re just curious and open and learning is going to have a huge impact on the success of your role in the company. So I love that. So, you know, in your role, it seems as if you’re working very closely with marketing finance HR.

00:15:46:02 –  (Brynne Tilman): Like you’re even though when I think CRO I’m thinking sales and marketing, but you really, I guess in, you know, as a funded startup, I’m sure that you know, that you wear a lot of hats because that’s just kind of the way that it is. But talk about how you communicate and how you have these conversations and collaborate with all these very different roles, even though all of us, all of them, all of us are already part of your company now, even though all of them have the same, really goal is to drive revenue but from very different perspectives, right?

00:16:27:01 – (Brynne Tilman): So telco a little bit about how you collaborate with these cross-functional leaders. 

00:16:35:01 – (Mike Brouwer): Yeah, no, that’s a great question. Earlier in my career I think this is the difference of where you place your ego as, as a revenue leader. So earlier in my career, I believed in this old adage he who brings in the gold or she who brings in the gold rolls the world sort of thing.

00:17:00:14 – (Mike Brouwer): And so I almost viewed it and this was all ego in and immaturity, but I almost viewed it that the CFO, the head of HR. The product and engineering teams, all, almost needed to hold court with me because I ran revenue. Well, the result of that was ineffective relationships. The result of that was poor communication.

00:17:33:09 – (Mike Brouwer): And that creates a dysfunctional environment. I actually over the years have realized that a CRO if they’re curious, humble, and really care deeply about building authentic relationships, that your most important partners in the business are the other functional stakeholders. And so it’s about learning from them and, and you’re also in a very unique position that you as the revenue leader can also be the glue of how that team, that leadership team communicates and how you align to the initiatives that are important.

00:18:13:11 – (Mike Brouwer): And what are you saying no to is an organization in a leadership team and where are you making the investments in the bets? If you do that in partnership with all of the other stakeholders, the business moves forward quicker, more efficiently, and more cohesive. And so all of that being said, I believe deeply in the word partner or I believe that the finance team is are they are my finance partners in this business.

00:18:44:12 – (Mike Brouwer): So I have to provide as much, if not more value to what they do than what I need to take in return. And that’s the same with the HR. Leadership. That’s the same with the CEO. That is my business partner. Whether it’s the head of engineering, the CTO, or the product leader we looking at that is is your team of partners to help continue to evolve the strategy of the business, make sure that the communication is very clear and flowing and in doing that without ego can be really, really effective

00:19:21:18 – (Brynne Tilman): it’s an interesting perspective and I love that you’re putting in without ego because sales actually most folks in an organization bring their ego

00:19:34:04 – (Brynne Tilman): because, you know, we think that people are motivated by money, but mostly they’re primarily they’re motivated by attaboys, right? Like you, you’re the greatest. You’re the best. You rock. Right. And so the egos are so important. So I love as a leader, when you can come in this and just pack the ego and just say, Look, we’re here all for the same goal and we’re going to communicate and work collaboratively to meet that goal I think is so powerful and I think it creates such a healthy culture.

00:20:10:00 – (Mike Brouwer): So and culture is so incredibly important. That’s the other piece I think has been an evolution and an area that I think far differently about today than I did ten or 20 years ago, what type of culture can people thrive in? What type of culture

00:20:30:02 –  (Mike Brouwer): is clear on expectations and that each individual feels like they are being supported and that you really are driving towards the same goal.

00:20:40:08 –  (Mike Brouwer): How do you drive that alignment within the culture it can’t just be the culture of the sales team in a silo. It has to be the culture of the company and how it operates. And that’s where the other stakeholders in the business really can be influential and drive that aligned culture and communication.

00:21:05:15 – (Brynne Tilman): So I love that. And you know, one of the things I’ve in talking with lots of CROs I think of one of the roles of the CRO is to break down the silos between sales and marketing and enablement, right? To make sure that it’s all flowing as a uniform team, right? So you have that consistency. How do you hire for culture?

00:21:29:22 – (Brynne Tilman): What do you do? You know, obviously, this is a critical piece, and you part of your heart and soul. I can hear it. So, you’re in the talent acquisition mindset,

what qualities are you looking for? Not just as the individual, but will they fit in with our team? 

00:21:49:22 – (Mike Brouwer): Yeah, And I will tell you, the area that I struggled with most along those lines earlier on in my career, is that fitting in with the team and fitting into the culture tended to subconsciously or consciously mean people who are in the same age demographic that look the same, that because that’s who’s going to fit in that that talk about the similar things.

00:22:19:14 – (Mike Brouwer): Let’s say in a team you have a lot of folks who are football fans and so Monday mornings there’s lots of chatter of football fans. Suddenly you’re in an interview and somebody says, yeah, Sunday I went to the football game and you think, they’ll fittingly

00:22:36:00 – (Mike Brouwer): I have evolved about 180 degrees from that approach over the last decade or so.

00:22:43:26 – (Mike Brouwer): To me, what I look for is proven, of course, proven results, but proven examples of work ethic. I really believe work ethic is the one thing you personally control. And so if you’re not willing to bring that effort to the table, then that’s not going to be a fit humbly for what I want to partner with or the type of environment I want to be involved with.

00:23:12:28 – (Mike Brouwer): But so that work ethic to me is key results-oriented is key. And then finally, diversity is key. So I actually want people who come from different upbringings, different walks of life, different perspectives and experiences, because I think that is added to the culture versus just fitting in with the culture.

00:23:39:81 – (Brynne Tilman): I love that. I love that. Yeah. And, one of the things I try to think about when we talk about diversity is does our team match our clients as well. So the culture internally will translate to the relationships we have with our clients. So I think the more diverse talent that you have, the more diverse clients you’ll attract. That’s right. 100%. 100%. So I absolutely love that.

00:24:15:29 – (Brynne Tilman): Kind of just to piggyback on that a little bit, talk about retention as a revenue leader, what can you do to ensure that you’ve got the optimal retention of your top talent? 

00:24:31:90 – (Mike Brouwer): Yeah, great question. This is going to sound like I think people pause when I say this, but I’ll explain it first and foremost. It is about the culture.

00:24:46:08 – (Mike Brouwer): It is about, frankly, and in a leadership role, you do always have to be promoting the future, promoting what’s next, promoting what that evolution is going to be like, and then you actually have to follow through with it and deliver on what that evolution or what that future is going to look like. So you do have to always be selling what is ahead.

00:25:12:29 – (Mike Brouwer): And top talent gets excited about what’s ahead. The second piece is and this is the part that I think people go, what does he mean? You don’t always treat unequal equally. And what I mean by that is you have a top performing salesperson month after month, quarter after quarter, doing things around their comp plan is an example that will stretch and motivate them.

00:25:45:13 – (Mike Brouwer): That may be different than what you do for the rest of the team. The comp plan or incentives to me is okay to do because they are not performing equally to their peers, they’re performing better than their peers. So thus you treat them in a different way. That doesn’t mean you do not have the same fundamental expectations, everything from if it isn’t recorded, it didn’t happen sort of thing, you know, call it CRM hygiene to the types of meetings and pipeline reviews and all of those things.

00:26:26:07 – (Mike Brouwer): There you have to treat the team as a whole. But what you do for that individual and how you bring them along in the time you invest in talking about their career path may wind up being even more so than you do for the average person on the team. That’s what I mean about not treating unequal equals.

00:26:46:24 – (Brynne Tilman): That makes sense. Yeah. And it’s really about individualized coaching and incentives and you know, playing to what matters most to them. So, I think that’s fantastic.

00:27:00:27 – (Brynne Tilman): You know, one of the things that I think really great leaders do is coach and you really see yourself as like a leadership coach. At least that’s how I see it. You know, when I learned about you a little bit.

00:27:19:10 – (Brynne Tilman): So discuss the coaching strategy again, this may be don’t treat unequal equal because there may not be one strategy. But now that you said this, my question in preparation was like, what is your coaching strategy to get to optimize the talent on your team? 

00:27:40:20 – (Mike Brouwer): Yeah, I, do believe in putting in a foundation where the team is operating in a similar way, meaning the team is operating and understands those sales processes.

00:27:59:28 –  (Mike Brouwer): They understand the criteria to move from one stage to the next in what needs to be met in order for an opportunity to advance the, I believe, deeply in focusing on the discovery part of the sales engagement and doing lots of training and coaching around that. When it comes to leaders, whether customer success marketing sales or business development leaders, I believe in doing regular leadership training sessions with the group of leaders and talking about scenarios.

00:28:36:04 –  (Mike Brouwer): And how do you how do you get the team aligned around an initiative? How do you manage the people one on one? How do you coach people? I believe there are a lot of fundamental foundational things that you do consistent training on. It was my second week at Honor Roll and I started weekly sales training for the entire team and have done that ever since.

00:29:04:14 –  (Mike Brouwer): I do a biweekly leadership training and meeting that I started a couple of months ago, and we do that consistently so constant coaching and training is really important. A one-on-one is where you start to tailor specific coaching to the needs of that individual. Where do they need to stretch? Where are they struggling, where are they trying to head in their career and how can you arm them with the skill set in the experience to get them there?

00:29:37:08 –  (Mike Brouwer): So I definitely support and invest a lot of time in that one-on-one coaching. But it has to start with, Hey, as a team we have an identity. This is how we do things and to begin to drive that consistency.

00:29:54:18 – (Brynne Tilman): Yeah, I think that’s fabulous and I love that you’re combining training and coaching. So I think training alone typically doesn’t work and coaching doesn’t work. So the fact that you’re bringing that together and you’re consistently offering that to your team is really powerful. Well, I have so enjoyed our conversation. I’ve learned so much. I have a couple of last questions now.

00:30:21:21 – (Brynne Tilman): What advice? What one piece of advice, because it might be a ton. Well, one piece of advice would you give to an upcoming sales or marketing leader as they prepare for future challenges in this industry, in the sales and marketing world? 

00:30:38:22 –  (Mike Brouwer): Yeah, I think and I always look in the mirror, if I give any advice or coaching, like what did I need to hear back then or even what do I need to hear today?

00:30:45:25 –  (Mike Brouwer): Right?

00:30:47:15 –  (Mike Brouwer): focus on authentic relationships and focus on driving results. In your current situation, people always worry about whether they’re going to get that promotion that they feel like they deserve or how they’re going to move up the ranks or, you know, the grass may be greener or somewhere else or all of those type of things

00:31:12:22 –  (Mike Brouwer): just focus on delivering great results in your current role and get if you don’t have a couple today, surround yourself, search for or seek out a couple of mentors that are further along the path down the path that you also want to head down.

00:31:34:20 –  (Mike Brouwer): That to me is just invaluable. If it wasn’t for a couple of key mentors in my career, there is no way I would have advanced my career in the way I did, and I was very fortunate for that. But I get the pleasure, of an opportunity to mentor a number of sales leaders. And I always start with two things. One, focus on the results of where you’re at today and what you need to do to get incrementally better results.

00:32:04:26 –  (Mike Brouwer): And let’s unpack that. And then secondly, maybe you’re leveraging me as a mentor, but find somebody else is a mentor as well. You need at least a couple of voices of coaching in mentorship around you. If you genuinely want to invest in yourself and grow your career

00:32:23:26 – (Brynne Tilman): That’s wonderful. And I really love the concept of getting yourself a couple of mentors but being a mentor too.

00:32:33:02 – (Brynne Tilman): That’s right. Yeah. So I think that’s just fantastic. This has been absolutely mic-dropping amazing there are some really fabulous insights that you shared with us today and I can’t thank you enough. But before we wrap up, my last question is what question should I have asked you that I didn’t love when I stumble?

00:32:58:04 – (Mike Brouwer): Yeah, probably

00:33:00:27 – (Mike Brouwer): like the difference between like how do you forecast predictable revenue and whatnot. Yeah. And the one comment I’ll say there, and I’ve seen this over and over again throughout my career, people tend to tie. This is going to be a little nerdy by the way, but people take nerdy all day, every day. People tie sales stages and opportunity stages to forecasting.

00:33:30:23 – (Mike Brouwer): So if something moves to it goes from demo completed to contract sent or proposal sent, they go, that goes from 40% to 60% probability sort of thing. And those sales stages tend to be sales activities not aligned with the buying process. So sending a proposal does not mean that the buyer is further along in their decision-making process.

00:34:03:21 – (Mike Brouwer): It just means a sales rep said, I think I should send them a pricing proposal. It’s just a sales activity. So first get your sales stages to align to the buying journey, not sales rep activities. That’s the first thing I would say. Secondly, decouple the sales stages from separate forecasting stages. Forecasting the revenue is different than where how the pipeline stage is progressing.

00:34:36:15 – (Mike Brouwer): Sometimes they are in alignment, Many times they are not. So come up with a separate methodology specific for forecasting the revenue. And that would be my advice to anybody who’s trying to figure out how to be able to predict or forecast the revenue of their organization. 

00:34:55:15 – (Brynne Tilman): So that was my last question. But now you sparked another question.

00:34:59:06 – (Brynne Tilman): So I’m just going deeper yeah. Can you give us one example of a data point that can help us forecast better? 

00:35:09:06 – (Mike Brouwer): Yeah, to me, if I give you a great example of being told verbally or

00:35:21:05 –  (Mike Brouwer): email, but being told you are the vendor of choice is one of the forecasting criteria for later-stage forecast. But with that also has to be coupled.

00:35:36:19 –  (Mike Brouwer): And I know how the rest of the process goes. I know that they have typically a 45-day procurement process or I know that my stakeholder needs to present this at the next board meeting and get board approval or I know how their legal review process goes like

00:35:58:21 – (Mike Brouwer): It is bold

00:35:59:22 –  (Mike Brouwer): being told specifically. You are a vendor of choice, not just inferred, not just the sales rep thinks we’re a vendor of choice, but you have been told and you’ve had that conversation.

00:36:11:05 –  (Mike Brouwer): Do understand how we get to a contract being executed in a lot of times that starts with when you, the customer, need to be live with the solution and let’s back from that. But being told your vendor of choice typically does not show up in a pipeline stage to me that shows up in a forecasting stage.

00:36:34:26 – (Mike Brouwer): I think that’s just one example of many around forecasting versus pipeline. 

00:36:40:26 – (Brynne Tilman): Would you ever put that as a filter in a CRM? 

00:36:44:26 – (Mike Brouwer): 100%. We build out our CRM with both the pipeline stages, you know, drop dropdown, what pipeline stage are they in? It has the criteria box you have to check for each stage and so on, but it’s the exact same structure in the CRM set and separates around the forecasting stage.

00:37:07:16 – (Brynne Tilman): I think that’s great. I haven’t heard that and I think that’s amazing and I think is one of the most

00:37:12:27 – (Brynne Tilman): wrongly defined data point in all of sales. So I think that’s all

00:37:19:09 –  (Brynne Tilman): I could talk to you all day. Mike, you are amazing. Thank you so much. If folks would want to get a hold of you, what would you recommend?

00:37:28:12 – (Mike Brouwer): Yeah, they can. I’ll throw out my well, LinkedIn.It’s just Michaelour Brouwer and please reach out to me on LinkedIn. I’m more than happy to connect in love learning from others and providing value any way I can. 

00:37:47:12 – (Brynne Tilman): This is amazing. Thank you so much. And to all our listeners, when you’re out and about, don’t forget to make your sales social.

Outro:

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