Stacie Sussman, CRO, RevUp Advisory

[00:00:00] Your listening to Scaling Up Services where we speak with entrepreneurs, authors, business

[00:00:06] experts and thought leaders to give you the knowledge and insights you need to scale

[00:00:10] your service-based business faster and easier.

[00:00:15] And now here is your host, Business Coach Bruce Eckfeldt.

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[00:01:20] Now back to our episode.

[00:01:23] Welcome everyone, this is Scaling Up Services, I'm Bruce Eckfeldt, I'm your host.

[00:01:26] Our guest today is Stacey Susman, she is chief revenue officer at RevUp Advisory.

[00:01:31] We're going to talk about sale, we're going to talk about sales, we're going to talk about

[00:01:34] what does it take to grow and scale your business in a repeatable consistent systematic way.

[00:01:40] I love this conversation.

[00:01:41] I think this is one of the big challenges that companies have when they go to grow is

[00:01:46] how do I really drive revenues not just increased revenues but increase them predictably in

[00:01:52] a systematic way that is going to be sustainable.

[00:01:55] They a lot of companies struggle with this, they go through fits and starts and go through

[00:01:58] people and have also two challenges when they're trying to figure out how to grow the company

[00:02:02] and revenues are going to be the big part of that.

[00:02:04] So excited for this conversation with all that Stacey, welcome to the program.

[00:02:08] Hello everyone, super excited to be here and super excited to be chatting with you

[00:02:12] Bruce, it's been a while.

[00:02:14] Yeah, it has, thanks for taking the time today.

[00:02:16] So before we kind of dive into what you're doing today and everything with RevUp Advisory,

[00:02:20] let's get a little background.

[00:02:21] I guess how did you get into the space?

[00:02:23] How did you get into sales?

[00:02:24] How did you get into revenue?

[00:02:26] Give us a little bit of the story.

[00:02:28] Sure, so I am a former and recovering sales leader at the end of the day.

[00:02:34] I was in New York City.

[00:02:36] I worked at some of the most notable publishing houses back in the day.

[00:02:41] That's what was cool when I graduated college.

[00:02:44] I worked at CondiNast.

[00:02:46] I worked at Brodale.

[00:02:47] I worked at Meredith.

[00:02:49] These companies don't even exist anymore.

[00:02:51] They're merged with bigger companies.

[00:02:54] But I will say, that's where I got my training and sort of my expertise in sales and selling

[00:03:01] back in the day you were thrown into the fire.

[00:03:04] But I worked under notable sellers and I got to see firsthand how they were selling

[00:03:10] into big brands.

[00:03:11] I was on the phones with CEO, CEO of Fortune 500 companies ranging from ACES and Blooming

[00:03:17] Delts to every sort of tabletop company to big entertainment companies.

[00:03:23] I was watching what these sellers were doing and I wanted to do it myself.

[00:03:29] For long time, almost 17 years, I started as a sales assistant, moved up the ranks and

[00:03:35] had my own book of business.

[00:03:38] My favorite job was at New York Media, New York Magazine.

[00:03:42] I was American in European fashion seller.

[00:03:46] And then, yeah, oh, that was so much fun.

[00:03:49] That was like the premier time of New York Magazine and their heyday, I'll say.

[00:03:56] I saw Vulture and the CUT.

[00:03:58] There's so much really fun stuff that happened and they were owned by a money person.

[00:04:03] They're owned by Bruce Wassertine.

[00:04:04] So almost like what the equivalent is now to like a venture studio at this time.

[00:04:09] It was super interesting to understand the parallels of that to what I'm doing today.

[00:04:15] And then I ran sales teams.

[00:04:16] I was at Daily Mail for a long time also.

[00:04:20] And I decided that I wanted to sort of get off the corporate ramp and I wanted to start

[00:04:25] my own firm.

[00:04:26] I knew how to sell.

[00:04:27] I was really great at that.

[00:04:29] I was hustling all over New York and I traveled all over the United States.

[00:04:33] But I realized there was more than just sales that are part of what a growth strategy is

[00:04:38] at the end of the day.

[00:04:39] And there was a whole ecosystem of other departments and other people that you needed to utilize

[00:04:45] and work symbiotically together in order to get there.

[00:04:48] And so that's why I started my own consulting firm.

[00:04:51] Yeah, yeah.

[00:04:53] And so I'm always curious when people start kind of these ventures or start their own firms.

[00:04:58] Was there a client that got you into it?

[00:05:00] Was there like what were the sort of driving forces at the time that really pushed you

[00:05:04] into getting things going?

[00:05:06] Yeah.

[00:05:07] So I was in New York City.

[00:05:08] I was on the media sales, I'll say hamster wheel.

[00:05:12] And I just looked around and I was like do the senior leadership have what I want at a

[00:05:19] life?

[00:05:20] I was newly married.

[00:05:21] I had one child at the time and I said there are things that I felt like they gave up

[00:05:27] in life in order to get really high up in their career.

[00:05:30] And I wanted to write my own rules at the end of the day.

[00:05:34] And so I took the off ramp.

[00:05:36] I methodically took the off ramp and I grew a business at the end of the day but I felt

[00:05:41] like why couldn't I have kids?

[00:05:43] And why could I have a family and why couldn't I run my own business.

[00:05:46] I just didn't feel like incorporate something had to give and I didn't want that.

[00:05:51] Yeah, I don't blame you.

[00:05:53] And so what were the early kind of days like I guess give a sense of the kind of the arc

[00:05:57] of the business and where did you find traction and what kind of do you learn?

[00:06:01] Where did things evolve for you as an agency?

[00:06:03] Yeah, so it was about six years where in March we're coming up on our sixth year anniversary

[00:06:08] which is this month.

[00:06:10] And so I would say when I started I didn't know what I was doing.

[00:06:15] I'm going to be perfectly honest.

[00:06:18] I was like okay I'm a former seller.

[00:06:21] So I effectively was like an interim head of sales when I first started my agency but

[00:06:27] and I also took on some marketing projects.

[00:06:29] I was designing websites and I loved it but I didn't say no to anything right when you're

[00:06:35] starting your own business you just say yes to everything and projects came to me from

[00:06:39] my people knew me in the industry, people knew who I was and they knew I was starting my

[00:06:44] own venture so projects started coming to me but they weren't actually what I wanted

[00:06:47] to do.

[00:06:48] It took a long time to really niche into what the company is today but I wouldn't change

[00:06:54] anything about it because I think you have to talk to a lot of people, you have to do

[00:06:58] a lot of client engagement and projects and you sort of have to figure out yourself.

[00:07:03] Now I have a business coach and I've been in masterminds and cohorts and I've up leveled

[00:07:09] what my niche is but it took me a while to figure out what that is.

[00:07:13] Yeah so tell me a little bit about how you kind of approached the market like where did

[00:07:17] you find traction?

[00:07:18] Who were you working with?

[00:07:20] What are the problems that we're solving for folks?

[00:07:22] Give us a little sense of the actual work that you've done.

[00:07:24] Yeah so I've sort of done everything in sales at the end of the day from teaching people

[00:07:30] how to sell to creating sort of outbound functions which I would call them today.

[00:07:35] I've run sales teams, I've done pipeline reviews, I've done systems integrations but I've

[00:07:41] sort of expanded what that looked like.

[00:07:44] I mean at the heart of it I am a seller at the end of the day but there is a whole go-to

[00:07:49] market strategy where everyone has to work what I call symbiotically.

[00:07:54] From marketing to sales to customer success to finance to product and it's broadened

[00:08:01] sort of my skillset, broadened my horizons and at the end of the day I think that's how

[00:08:05] companies scale up companies truly grow at the end of the day and when these departments

[00:08:10] are siloed or there's a lot of finger pointing which I still see with my clients today

[00:08:15] they're just going to stall your growth and at the end of the day we're all looking to

[00:08:19] make more money.

[00:08:20] Yeah and so I guess what are the some of the things you've learned like for as you've

[00:08:24] been working with companies what are some of the principles or kind of fundamentals that

[00:08:29] you find that you're helping them understand or put in place in terms of their strategies?

[00:08:33] Yeah so I would say no one has a perfect so don't beat yourself up, don't feel sad

[00:08:39] about it not everyone has it perfect everyone systems aren't integrated perfectly people's

[00:08:46] data aren't there the seller, the customer journey is not always perfect but what I've

[00:08:52] learned is there's a lot of patterns to go to market strategy and there's a lot of patterns

[00:08:57] to what growth is.

[00:08:59] And so I've taken the cliff notes over the past six years and then 17 years actually being

[00:09:04] a seller and being on the front lines in Manhattan and sort of saying a lot of companies need

[00:09:09] to follow what I would call like this new playbook and because I've worked with high growth

[00:09:16] high velocity technology companies they're doing this at warp speed like companies you

[00:09:22] wouldn't even believe and so I can understand that if we put a go to market strategy in

[00:09:28] place it has to align to the executive vision of the company at the end of the day even

[00:09:34] if a few of us are sort of privy to what that looks like I have companies that are merging

[00:09:39] I have companies that are selling themselves to the competitors I have companies that if they don't

[00:09:44] hit you know 18 month runway there and get some fundraising they're going to go out of business

[00:09:50] but there is a framework and a strategy and a mythology that you need to input in order to get

[00:09:58] to some of these milestones I also believe some of these milestones are unrealistic and I'm more

[00:10:05] than happy to tell them that and that's why some of these scale-up companies are where they are

[00:10:11] but at the end of the day this is not the sexy part of running a business but it is so important

[00:10:19] yeah so what are some of these I mean I guess you mentioned this kind of modern playbook or kind of

[00:10:25] the new playbook like what in essence are we trying to kind of shift toward or what's the difference

[00:10:30] between how maybe companies have been approaching sales previously and kind of now in the

[00:10:35] world that we're in and the tools that we have and kind of processes like what is the new way of

[00:10:39] selling for most of these companies yes so take the old playbook or you're still outdated we're

[00:10:44] documents burn them and throw them out in the garbage because at the end of the day they're not

[00:10:50] working the days of spraying your tam or Sam's saw or your ICP just all these blanketed garbage

[00:10:59] emails honestly Bruce I get that mom LinkedIn and in my inbox every day do you want a lead generation

[00:11:05] survey I don't know anything about you I don't know who you are what you stand behind I get hundreds

[00:11:10] of those a month and so that doesn't work right at the end of the day I feel like networking is a

[00:11:18] big piece and not just networking like Bruce and I you know met while going to New York and have known

[00:11:24] each other it's like I have a specific product my product is able to solve this so I have one client

[00:11:32] that is a marketing technology company and at the end of the day when they're looking to do

[00:11:38] research for the company they interview customers and ask them about their product that is a very

[00:11:45] labor intensive sort of manual process my client has automated that there's an app that you can

[00:11:51] sign into you record videos of yourself but at the end of the day there's still a specific market

[00:11:58] that they can go after and so I lost my trucker to talk about yeah no longer the old playbooks with

[00:12:07] the value proposition you know spraying everyone on LinkedIn you're the example of the client that had

[00:12:14] was able to automate this using tools sounds like it was some kind of video creation tool

[00:12:19] yeah and so they're able to sort of automate what this looks like and so now they've actually

[00:12:25] solved like a real need in the market for people that some of this stuff could take like three to

[00:12:31] six months in order to like cobble together with like manual interviews and hire a lot of people to

[00:12:37] go out and interview they've used technology in order to make this like a short window of time

[00:12:45] that they can take this advice and this expertise and make it really actionable and so they have a

[00:12:50] very specific market that they want to go after and so I think as you know tiering accounts and

[00:12:57] kind of coming up with an ABM model but not just the sellers going out and reaching out to like

[00:13:02] their top 50 accounts they have marketing doing sort of an ABM model through a marketing automation

[00:13:10] tool let's call it HubSpot for this example and they're running campaigns against let's say

[00:13:16] Campbell Soup. They also have a seller that has Campbell Soup as a client but if we know Campbell Soup

[00:13:24] has tons of lines of businesses that are under their umbrella so it's not only landing the client

[00:13:30] and getting that new business it's expanding the client whether it's across cell whether it's an

[00:13:36] upsell they merged with a company they bought a new technology because people kept their customers

[00:13:42] kept asking and saying hey if you have this other thing we'll give more money to your bottom line

[00:13:48] and so they bought a customer and guess what they're able to grow the revenue for this example Campbell Soup

[00:13:54] and then I think the big piece is customer success at the end of the day it's not a call center

[00:14:01] we know that right first yeah it is a way to actually make more revenue in your business at the

[00:14:08] end of the day I feel like the customer success team is a huge way to grow the revenue for your

[00:14:15] business and people are slowly getting behind that but I think that's a new way of thinking

[00:14:22] and I guess why is that like what is the like why has this been difficult for people to kind of

[00:14:27] understand or see as such as old habits is this they don't understand the new like changes in

[00:14:32] the customer environment I think people are really understanding of this idea that the customer

[00:14:38] journey follows you internally across various departments and then this example we're talking

[00:14:44] marketing sales and customer success and then I think externally if you work so hard to get a

[00:14:51] client at the end of the day your best clients will be the people that already know you and already

[00:14:56] love you and already like working with you and so I think the idea that it was sort of this

[00:15:02] back office call center that could solve problems those people are actually talking to your

[00:15:08] customers day in and day out after the initial new business deal and if you start looking at the

[00:15:14] revenue of different companies new business may end up being a small piece of your revenue

[00:15:22] and returning business and this is renewals cross sells upsells that I'm talking to can end up

[00:15:27] being a larger part of the revenue I also think that everyone at the company should have a mindset

[00:15:36] of being revenue generating at the end of the day and I do feel like that's a new way of thinking

[00:15:41] marketing is like oh I had to do a bunch of leads now go and figure it out sellers but really what

[00:15:49] I do from a process people and technologies to it standpoint as we create what I call closed loop

[00:15:55] reporting and so marketing's effort and then the Campbell's example with the ABM model they are paying

[00:16:02] for ads to those Campbell's soup people sales then closes a line of business within Campbell's soup

[00:16:10] and now you have 15 other lines of business in Campbell's soup that you can go after so if we can

[00:16:16] attribute everyone's efforts for marketing to sales to customer success to growing Campbell soup

[00:16:23] which is a huge brand name business would be doing so much better and if we can repeat that once

[00:16:29] and repeat that twice and repeat that 15 and 50 times think of how much more efficient your growth

[00:16:35] would be and I'm not talking about growth hacks quick fixes I'm talking about being really strategic

[00:16:43] and systematic about it using growth hacks in order to get to these revenue goals that people

[00:16:49] want to see yeah I mean you mentioned technology a couple different times you mentioned HubSpot

[00:16:54] and just curious like how much is technology driving a lot of these strategies either generally or

[00:17:01] specifically yeah so I think the first star is executive alignment and I call this the North Star Road map

[00:17:08] so it's like what is the direction that the company is going in and that is crucial important

[00:17:15] that everyone at the company is on the same page about their revenue goals but also defining

[00:17:21] what that looks like and then from there I think technology can do anything at the end of the day

[00:17:27] most of our work is in HubSpot and Salesforce specifically with every integration that goes into

[00:17:33] either of those ecosystems you can get technology to do anything you want the sky is the limit at

[00:17:40] the end of the day but if you don't have that North Star Road map and that audit of where's the

[00:17:46] business now I call current state versus where's the business going which I call future state

[00:17:52] the technologies useless at the end of the day yeah and what are you looking for there like

[00:17:58] what is important to define on those things and how does it help you then make decisions

[00:18:03] and get clarity when it comes to actual sales strategies and sales products so we're looking for

[00:18:08] operational ease and efficiency in order to grow the business so we're not just looking at it from

[00:18:14] people and talent standpoint we're also looking at it from a system standpoint I think those two

[00:18:21] really need to work hand in hand and in unison together I have a consulting background in revenue

[00:18:27] operations it is a sort of new age thinking and sort of new age term that I think fast growing

[00:18:35] technology companies understand but I think a lot of other industries don't even understand what

[00:18:41] they're do that is so I actually call it operations at the end of the day but I think revenue

[00:18:45] operations is a more exact term for it and so I think it's just a new way of thinking that the

[00:18:52] market really needs to be educated on at the end of the day because they just don't

[00:18:57] understand what it is because they don't really know about it and they can't grasp their hands around

[00:19:02] it you understand what sales is and you understand what marketing is but so much has changed with high

[00:19:09] velocity technology companies I'm able to see across hundreds of companies at one time that I say

[00:19:16] I get like a modern day MBA and what all this means. And I guess what's the process for this I mean

[00:19:24] where do you start what are the first questions that you need to kind of answer what do you put in

[00:19:28] place when like how does a company really put in place a more strategic selling system selling process

[00:19:36] rather than or how do they implement this. Yeah so everyone needs to do an audit at the end

[00:19:42] of the day and it's so ridiculously funny that no one wants to do an audit because everyone thinks

[00:19:48] their processes are perfect and their systems are up to snuff but then again like why are they

[00:19:53] hiring us at the end of the day so we do stakeholder interviews where we ask a series of questions

[00:19:59] typically to the management team and because we are looking at systems we talk to sort of

[00:20:04] end users in these various departments that I've mentioned and we also do a technology audit

[00:20:10] from a systems perspective and at the end of the day we are delivering what I call this North

[00:20:16] star road map where we waterfall all the gaps that the company has from a visibility standpoint

[00:20:23] in order to grow their revenue. My superpower is identifying what these gaps are and I've done it

[00:20:29] hundreds of times that I could see this really easily but I find this is a big blind spot with a lot

[00:20:35] of companies they just can't see it they don't know it's coming but once we get in and we have

[00:20:41] these conversations it's really easy for us to see that and so I think that's the start and like

[00:20:46] I said not sexy we ask a lot of why questions and we're trying to really understand how things are

[00:20:53] done and the reason that we ask this is because typically you end up hiring my team because your

[00:20:58] growth has stalled you don't know how to do it differently you tell me you've tried sort of every

[00:21:03] way till Sunday but you can't figure it out or you know there's a better way to do growth at the

[00:21:10] end of the day but you need an outside consulting firm to come in and point you in the right direction

[00:21:17] so I think no it's the pay for this sort of audit at the end of the day but it has to be where

[00:21:23] you start at the beginning. Yeah I guess walk us through an audit whether the things you mentioned

[00:21:28] your superpower is kind of finding these gaps and where this is like what are the gaps that you're

[00:21:32] typically finding what typically comes up in this report? Yes we're looking to map the customer

[00:21:36] journey from an internal process perspective and an external process perspective so we're looking

[00:21:44] the systems at the end of the day to say do you have what I just talked to you earlier about

[00:21:49] closed loop reporting are you able to measure marketing efforts as it relates to sales? Are you

[00:21:55] buying sponsorships or booths at a conference and what is the return on investment in that?

[00:22:02] Are you taking your top 50 clients every quarter, every month, every half annually out to dinner

[00:22:11] and are you seeing like an ROI on a lot of this investment? So there's a lot of activity metrics that

[00:22:17] go on from a marketing standpoint and a sales standpoint because you're spending money to do

[00:22:24] all these different things. You need the money spent to be smaller and you have to have the revenue

[00:22:32] coming in and grow and grow bigger. And so I find a lot of companies honestly are just wastefully

[00:22:38] spending money on sponsorships or dinners or big ticket events but like what is the ROI? I spent

[00:22:46] $30,000 at a booth at a March conference and we got for the past three years zero dollars in sales

[00:22:55] from the conference do we actually need to have a booth there or can we just send three people

[00:23:01] and they can sort of run around the conference floor and go out for dinner with top tiered

[00:23:05] clients or top prospects they want to go after? That's a different kind of spend at the end of the day.

[00:23:11] I guess how do you calculate an ROI on some of those things? So you take clients out to dinner like what

[00:23:16] is the tracking, is that activity get reported against the account and then you're looking at

[00:23:21] all right well did it move the needle on these accounts or not or how do you actually track this

[00:23:24] down to a return? Sure. So in the sales example of taking people out to dinner I think if we're

[00:23:30] talking sales force that's an activity metric tracking so there is a formula that you would create

[00:23:38] that says I need to have 17 touch points with general mills in order for general mills to close

[00:23:47] a six figure deal and so you have to create what I call benchmarks around this and everyone always

[00:23:53] says to me hey CC well what are the benchmark numbers and what should they look like? And I always

[00:23:58] say benchmark against yourself and start there because I just throughout the number of 17

[00:24:06] activity or touch points in order for general mills to close a six figure deal. Is that accurate?

[00:24:11] Is it inaccurate? I don't know but we need to start somewhere and so maybe general mills

[00:24:17] is a premier account and in our like top 10 but if we tiered sort of our account list and say

[00:24:24] our top accounts they may take longer to close at the end of the day from a sales velocity perspective

[00:24:31] because there's so many stakeholders and it needs to go through legal and there's a lot of champions

[00:24:36] that's okay but then I have some clients are selling lower ticket items that you can essentially

[00:24:43] put on the credit card and so that may have a shorter sales velocity and a shorter amount of

[00:24:48] activities and touch points in order to close the sale. So those are sort of activity metrics at

[00:24:53] the end of the day and I think the same applies for marketing also so there's campaigns in HubSpot

[00:25:00] and so if we're going to buy a booth at a March conference we're gonna do social media posts and

[00:25:05] newsletters and so you can tie all those sort of campaign assets to the campaign and you can

[00:25:12] track that all the way through to what marketing is doing. What sales is doing to close the deal

[00:25:19] or opportunity at the end of the day and then what is the revenue you won or theoretically lost for

[00:25:24] the company. Got it so it's really sort of track it against yourself and then figure out what's

[00:25:29] working what's not and where you want to make improvements and then you track the rules. Exactly but

[00:25:32] I always say you need to have data backed business decisions and I say it's the 80-20 rules so

[00:25:39] I'm a big technology person so I'm like 80% of the decision should be based on analyzing data,

[00:25:46] looking at reports, looking at dashboards and making sure your data has stability and it's actually

[00:25:52] healthy so you can actually trust the numbers because I can't even tell you how many companies are

[00:25:56] doing this in Excel spreadsheets at the end of the day where there's so much human error that's

[00:26:01] another pattern I see and then 20% I think is based on real-life experience, past jobs,

[00:26:07] seniority, etc. Yeah or some of the big mistakes that you see companies making in this process.

[00:26:14] People don't want to go back to the fundamentals. The company evolves what a company looks like

[00:26:20] on year one versus year five versus year 15 whatever that sort of journey is they keep the

[00:26:28] fundamentals of how the company looked like in year one and they never go back and sort of update

[00:26:35] I find that to be a huge red flag and a huge problem because your company grows and evolves

[00:26:41] as does your team, as does your departments so I think that's huge and I also feel like people

[00:26:47] oh we're gonna have this kind of yearly summit where we're gonna say here's the big initiative

[00:26:54] for the year and then December of that year we're gonna look back at it and say oh did we get

[00:26:59] any of our goals I think this needs to be looked at in much shorter increments so you may have a

[00:27:05] vision for where the company goes in 12 months but I would also break it down into quarterly objectives

[00:27:12] and sort of granularly into monthly and weekly objectives for the team so we're all treading

[00:27:18] towards that executive vision and roadmap for the company but at the end of the day there's

[00:27:24] milestones that we can be doing in month and quarterly increments that can actually move the

[00:27:29] needle so when we get to the end of the year and say everyone's gold on a revenue bonus for the

[00:27:34] team we can actually hit that yeah what else I mean it comes to kind of incentivizing or

[00:27:42] implementing these systems like where do people get tripped up what do you need to focus on

[00:27:45] to make sure that you know the system you've designed and the process you've designed actually gets

[00:27:50] used so I mean that's a whole nother conversation but that's some training and enablement which I

[00:27:56] think is huge I can architect processes and people and systems at the end of the day but if they

[00:28:04] there's not change management if there's not training on this if there's not documentation and

[00:28:09] honestly at this point in time I like to do video documentation because no one wants to sit

[00:28:14] in this watcher no one wants to sit for 15 pages in a word document and read they're just not

[00:28:19] going to do it at the end of the day cure short videos minute two three that tells them sort of what

[00:28:27] they need to do and how they need to get there what I call like a knowledge base at the end of the day

[00:28:32] I think that's important and then I do think it's important to get the team added the office I think

[00:28:37] folks are remote these days get everyone to a location a retreat wherever you want to go and get

[00:28:45] the team together I feel like teams are more remote than ever these days and getting them live in

[00:28:51] person whether it's I think once a year is honestly too few but I would try to do it quarterly or

[00:28:58] half annually where you're getting everyone together and getting that camaraderie up I think that's

[00:29:03] really important yeah and how do people get started like what's the first step in this process

[00:29:08] or kind of initial phases in terms of company is is interested in kind of rethinking or putting together

[00:29:14] a more strategic selling process where do you start so I mean we start with a discovery call like

[00:29:19] any good salesperson would say at the end of the day but I am looking to work with clients that

[00:29:26] understand this new way philosophy are ready to kind of throw out the old playbooks and light them

[00:29:31] on fire and so I'm trying to get an understanding of whether the executive teams at the end of the

[00:29:38] day are really on board with what I'm preaching because if they're not it's just not going to be

[00:29:44] successful engagement at the end of the day so if they're ready to change and they're ready to grow

[00:29:49] and they're ready to do it differently at the end of the day I'm all for it but I asked a lot

[00:29:54] of questions during the discovery process to order to understand just because you say you're ready

[00:30:00] doesn't mean you're actually ready from a company standpoint so I think that's step one and then

[00:30:05] from there we would go to sort of an audit and analysis phase where we would interview the stakeholders

[00:30:12] and the team to come up with what the scope of the engagement looks like at the end of the day because

[00:30:18] although there are patterns and systems what I believe is part of this go to market strategy and

[00:30:24] sort of revenue operations implementation and sort of sales and coaching there is like a process

[00:30:31] we follow internally in order to get you there yeah excellent say see if people don't find out

[00:30:37] more about you more about the work that you do what's the best way to get that information sure

[00:30:41] you can find me at email stacey at rev up advisory I am super active on LinkedIn you could also

[00:30:49] connect with me there you can check out our website to rev up advisory dot com and I'm in email

[00:30:58] and I'm in LinkedIn all the time excellent I'll make sure that that information is in the show notes

[00:31:02] so people can get that stacey thank you so much for taking the time today it's been a pleasure

[00:31:06] amazing thank you for having me you've been listening to scaling up services with business coach

[00:31:13] Bruce Eckfeldt to find a full list of podcast episodes download the tools and worksheets

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