Most companies would love to win more of those bigger, whale-sized accounts.
And we’re not talking about Free Willy – although they’re both mystifying in their own right.
‘Whale’ is a sales term used to describe a potential client that would bring the company wayyyyyy more revenue than the average deal.
In a perfect world, you’d be reeling whales in one after another – but as you probably know, that’s not as realistic as it is dreamy. Or is it?
On this episode of Evolved Sales Live, host Jonathan Fischer sits down with Ryan Staley, a pro at winning 7- and 8-figure accounts, to teach you the exact formula to help you target, reel in, and win more enterprise-sized accounts.
Don't forget to follow us on LinkedIn for more engaging sales insights and discussions! Happy watching!
Meet Ryan:
Ryan Staley first made his name as a highly successful sales professional and mastered the art and science of winning seven, and even eight figure accounts. And today, he spends his time helping CEOs and revenue leaders of all types of businesses do the same!
Check out the transcription of this webinar episode below!
Jonathan Fischer 0:00
Hi. Thanks for joining us. I'm Jonathan Fisher. Most companies would love to win more of those bigger whale sized accounts. But most understand that you get them as often as possible. But it's not necessarily something that you can predict or scale. But what if it is? What if you could implement a process that will make winning those enterprise sized accounts as predictable and scalable as any other channel of business? Well, our guest today claims that you can do just that. Ryan Staley first made his name as a highly successful sales professional and mastered the art and science of winning seven, and even eight figure accounts. And today, he spends his time helping CEOs and revenue leaders of all types of businesses do the same. Ryan, fantastic to have you on the Evolve sales leader today. Welcome.
Ryan Staley 0:50
Yeah, happy to be on the show. Jonathan. Looking forward to it, man.
Jonathan Fischer 0:53
Yeah, we're gonna have a great conversation. Well, before we jump in, I wonder, could you just share a little bit? How did you come by the insights that you use to help other companies every day? Give us kind of the short background, if you would?
Ryan Staley 1:03
How did it come about? Okay, so one of the really unique things is I, I always worked for companies that were resource constrained, and I had some good leaders that I work with, but I'd never worked for a really large organization, that massive infrastructure. So one of the things that that I did that was really, really helpful was that I started a model what I saw as the best possible people at different things, and then refined it and added my own kind of turns and twist to it, as as experience presented itself. So I did that. And then I continued to optimize it over time. I mean, I started one of the most simplest jobs, it was inside sales, making 250 dials a day, that I rose to the ranks as a rep, and an enterprise Rob, then a leader, manager than a director, VP, partner. And now I have my own business. So. So basically, that was kind of the road in which it happened. And you know, one of the other things that, that was really, really critical was just so many reps, so many reps, so much time. And it was very, very helpful. And then that's kind of how I I work is straighted. Like, what happened? And the best way to do it, if that makes sense?
Jonathan Fischer 2:17
Well, I mean, being an observer of those who are getting it done is an important part of success. For anybody, it's mistakes are a great teacher, as well as successes, and especially if it's from someone else. So you've made it kind of your forte to help win bigger accounts on a predictable basis. And you really seem like, you're the kind of guy that keeps your ear to the ground to see the most current ways to do that. A lot of authors that I even have on the show, you know, a lot of the insights we're discussing may come from, you know, 510 15 years ago of experiences, and that they're certainly valid. But I love guys try to stay cutting edge. So today's conversation, I think, is going to have that as some as a backdrop, there's a lot of technological developments that are going to directly impact how to implement what we're going to learn. But I wonder, could you share with us? What are the main things that are stopping most b2b companies from getting whale sized accounts? We'll just call them that we always call that right, get those big whales? What's stopping folks from making that predictable?
Ryan Staley 3:16
Yeah, so there's a couple different components. So one of them I would say is targeting right. So a lot of organizations think they need to develop a whole entire different org, which you can go that way. If you're flush with cash, right. However, there's a way where you could gradually move up market that minimizes the risk, just like a balanced portfolio of investments. And so one of the things that I always work with and share with my clients I have written posts about this is if you want to move up market, one of the simplest ways without changing anything else, is to look at the top 20% of your ICP in terms of the biggest deals, you've won the fastest deals you've won, and the biggest ones that you've lost. And what you'll get from that if you actually take a couple hours and look through that with your executive team, or your your team in general, if you're a leader is that even if you're still a business owner, you're gonna see insights, weird trends and outliers, when you look at it from demographics, to the people involved to the outcomes created, there's gonna be weird outliers in there that will make deals go faster, and that are that are much bigger. So that's, that's step number one. Step number two is I think, another big mistake is when organizations or people, what they do is they only look at the process, right? Or they only look at the execution, those two things. Those are ingrained in like med pick in the Challenger sale, and they're all inward facing really, if you look at it, it's all about it's kind of like it's kind of like going on a first date and then not asking the other person anything about themselves and really understand emotionally, you know, where they're at in the stage of their life. And so, one of the things that that I've seen work really well is orchestrating the emotional understanding and relationships and political dynamics with an organization on top of the process and the execution piece. uses which some companies focus on. So that's number two. And then number three, it's funny, I see so many companies like wasting revenue every single month because they're not Systemising customer prospect referrals. And so why that's critical is they create pipeline that closes sometimes in half the amount of time and a conversion rate 150% of a normal opportunity, and by not Systemising, that you're literally lighting money on fire, because you're not taking advantage all that relationship trust and equity that you've built up to multiply clone and expand your top 10 biggest and best customers are top 10%, top 20% biggest and best customers.
Jonathan Fischer 5:39
So is it like a mental block? Do you think that these leaders are just assuming because they're smaller number? These are like unicorns in some way? And like, what's the holdup in your experience?
Ryan Staley 5:49
Well, so what I would say on the targeting side, it's just lack of attention and focus on it. I think, what happens if you if you look at revenue leaders, which I still I, I work with a lot of revenue leaders, I'm friends with revenue leaders, so like, and I was a revenue leader. So I understand that better than anybody else. Because one of the things that happens is like, it's, it's a demanding job. And so it's hard sometimes to step back and focus on these different areas, because you're running so hard. And if you're not presenting the board, if you're not presenting to the founder or CEO, or the working with the executive team, you're expected to be with your team, Coach, you them mentoring them even being on appointments. So there's a massive, I guess, you could say, attention dispersion, or task switching cost that happens when you're in that role, because it's really hard to focus on the strategic initiatives of the job of the organization and of what's happening. And so like, when I was revenue leader, one of the things that made the biggest transition for that as I started specifically, blocking just like think time, right time where I could just sit and look at like numbers, metrics, optimizations, ways we can get better without any meeting without being an open door. And it was really, really eye opening. So I think that's, that's probably the biggest reason why that's one. And then the second biggest reason why is sometimes people don't know what they don't know. Right? There's, there's not a lot of written methodologies on this out there. I haven't published mine publicly yet, although that's probably something I'm going to do in the future with certain areas of these things. And so I think part of it is not knowing part of this not having like the time focus and attention, mental space to be able to execute.
Jonathan Fischer 7:30
Well, that makes a lot of sense. I think that that's probably a whole nother conversation we could have about working as a team, and maybe bringing in some support for those producers on the front end. But thinking as a as a sort of a Chief Revenue Officer myself, in my experience, I feel like when you're looking at the some of these larger accounts, they do feel like they're each so unique. So maybe that's held me back, like, how do I systematize going after this very unique situation? I'm never gonna see it again, like, how could I have you noticed that with some leaders, and how do you kind of overcome that when we're dealing with smaller datasets? And I'll make this a hybrid question. The other one is this too. We're trying to be as efficient as possible, we're kind of looking for the middle of that curve, right. In terms of the data, maybe we kind of avoid the wings, thinking, well, there's not a lot there, like a lot of folks, for example, are not following up as as avidly as they once did. Because it's like, yes, there's another five or 8% of revenue, but come on, and five or 8% of revenue actually could cost me if that's taken away from my core processes. So what are your thoughts on that?
Ryan Staley 8:35
Yeah, I mean, it's, it's a good point, I guess. Like, like, if I'm looking and I'm thinking through this one here, because I kind of lost my train of thought a little bit. So because I had the perfect answer. And for some reason, I'm having a brain fart right now. lineup. So I was trying to intently listen to exactly what you were saying and be deep in the moment. And as a result of that, I lost my train of thought. But what I would say is that, oh, yeah, here, I found it. Okay. So what it is, is like, if you look at, like, I get what you're saying every big deal is a one off, right. But one of the things that I discovered, and this is like it was funny, because it's a blessing, but a curse, right? So I had a small team, I didn't have a massive team and for sales reps, and we got it from zero to 30,000,005 and a half years, right. So I was involved in a lot of the deep tactical work as well as the strategic work. So I had both sides of it. And one of the unique things that I saw happen was there's patterns that happen every single time with the way that organizations make decisions. And those patterns are really based on but I would say is like maybe to two core areas of strategy that you look at. There's the business strategy, which is the larger the deal size, the more you have to lean into Logic, because there's a larger, larger frame of people that are way to look at it, I think from the most recent reports, it's out to like 12, or 14 Different people are involved in a deal down or up from like 10 from a few years ago, right? So there's, there's a logic. So the business case has to be rock solid, with tangible outcomes from both a value and a monetary perspective. So that's one than the other strategies, the emotional strategy, and this is what people are like, Oh, well, that's not predictable, it actually is in a lot of aspects. Because the fact that humans operate based on human nature and principles of, of how men and women work and, and so if you look at that, like, let's, I'll give you a specific example. For example, if you look at an organization, you're going to see that every individual in an organization, for the most part, larger companies, that you would want to sell these larger deals to have KPIs that they're evaluated on. So key performance indicators that basically identify whether they're doing a really good job or a really bad job. And these effects, whether they get promoted, demoted or bonuses, right. So one of the key things is understanding that, and a horizontal level, so from like, the C level, VP, director and manager down, and then horizontally for the other people that are in the other departments that are integrated into that. And so by understanding that, you know, from a business logic perspective, perspective, what's really motivating, so that's the first one on the emotional side, like the second piece to it. So that's driving them emotionally at work. The second piece is, what are they passionate about? And what I mean by that is, you could you could really easily understand that by this one simple question you want me to share with you? It's really simple. It's only one question, please. Okay. So the one simple question is, what is your favorite thing to do outside of work, when you have free time, because most of the executives and people that you're assigned large deals to, are fully committed to their job, and you're gonna get one or two answers, they're either just going to tell you, which mostly doesn't happen, or they're gonna say, Oh, well, I just spend time with my family. Right? I really appreciate my family. That's the default. And so then the next question is, okay, well, if you're not spending time with your family, and you have free time, what would you do? Right? The reason why this question is important is I can't tell you how many different answers I've gotten that people will talk about their favorite hobby, their favorite passion for 30 minutes an hour, and you start to really understand what's important to them outside of work, which drives what's important to them inside at work, okay? Also how to connect with them and be fun and connect with them on an emotional level about something that they really care about. I'll give an example. One fortune, it was a fortune 500 company, I asked that question, the very exact question at an event to him. And he's just like, well, you know, one of the things that I really appreciate doing is photography. And I'm like, okay, cool, like for what kind of photography and he's like, waterfalls, he's like, we travel two times a year to obscure places across the world, like Iceland, and not that Iceland's obscure, but like remote places, so I could take pictures of these different waterfalls. And then he showed me his private Instagram account where he had all these pictures of these different waterfalls with drones. And he was talking on and on and about him. What kind of a connection and memory Do you think he has of me at that situation? versus someone who just met the show and talked all business? Yeah, right. Yeah. Love. It's black and white. It's totally different. So
Jonathan Fischer 13:32
yeah, for sure. Well, it almost sounds like what you're saying is that the like, there's the old sales wisdom that people make their decisions emotionally, and then they validate them rationally. I think that probably still holds in many sales situations. But it almost sounds like you're arguing that when it comes to enterprise selling, you might need to reverse the order of those to have a really super strong business case. But it's not as though that's going to replace the emotional element, you're still going to have to bring that in and have some, some smart ways to do that. Is that on point, would you agree? And how would you maybe amplify that?
Ryan Staley 14:05
I just think you got to have both right. So you have to nail both, I think most with with larger deals, they neglect the emotional side, because they're like, Oh, well, you're gonna save $20 million? Well, there's three other vendors that will save you $20 million. So it doesn't matter, right? They have options in the marketplace. Because let's let's face that, I mean, SAS is exploding. SAS is eating the world. Now AI is eating the world, right? And so truly, you could literally, like, find ways in which that's relevant, if that makes sense.
Jonathan Fischer 14:37
Yeah, that makes a lot of sense. So, when it comes to making that human connection, I mean, you can have the best business case if the other guy has maybe even a slightly inferior business case, but you made the human condition he might win. I definitely think that would happen. What about when you're dealing with so many stakeholders, as you alluded to earlier, you know, you've got 810 12 Maybe 15 people involved How to interact with these, these these important aspects of connecting on the human level?
Ryan Staley 15:06
Well, it's what I just said multiplied times the amount of people, right? So I think, however, like, the best way to kind of approach it, so it's not overwhelming, because it's probably like, oh yeah, how am I gonna develop 12 motional connections to 12 people, times 30 accounts, right. And so like that switch, where the prioritization comes in, if you prioritize, like, who are the WHO ARE THE if I could only pick three people to do this with and you could do beyond three, but usually, there's like three or four people, you get really tight with the type of people that if you, if you connect with them deep enough, they'll give you insights, they won't give anybody else, they'll tell you their competitors pricing, they'll, they'll give you all sorts of tips and tricks on how to win the deal, right? So even if sometimes you're not the best business solution, you're the best solution for that organization, because if they make the wrong decision, they can literally get fired. The reason why they're telling you that data is because you build trust with them, right? So I would say like the prioritization is a really effective way to do that. And understand the KPIs of how they're evaluated and motivated at work. And then how are they motivated and what lights them up outside of the work? And really master that and like, I'll give you a real world example. So the first enterprise deal I got with was with a company called towers. Watson, right. And it was really interesting, because I was working this deal. They're really geographically dispersed, very siloed organization back then. And one of the things that happened was, I was like, working with an executive and finance who's like a regional director of finance, right? And he was like, he's like, Yep, we're ready to go. He was but you know, one of the things is, we just hired a new Director of Procurement, and that person needs to review the deal, right? So you're like, oh, geez, what's gonna happen? Yeah, that's like a death sentence for anyone in sales. And so one of the things that happened was like, this was this is a while back, I mean, it's probably like 1820 years ago. But one of the things that was really unique about it was that we didn't have travel wasn't really, I was supposed to be a regional rep. So I wasn't allowed to really travel. And so I had to build a relationship with Him completely over zoom, or video without physically seeing them, taking them out, things like that. And so what I did is I systematically every time I had an interaction with him, I chipped away understood more about him as a person, as well as what was important to him at work, to the point where he's like, hey, you know, Ryan, he's like, we got into the whole KPI thing in the business and, and he shared with me, like, Hey, I get bonus if this happens, but not if this happens, right? So he shared that with me, he told me about really deep, personal stuff that he never did. And I never met him live in person. And I think a lot of people today, don't do that either organizationally, or as a rep, because you know, you're just like, Oh, it's over zoom, I don't have time to build relationships, or I can't build relationships over zoom. I have to be in person, you know. So that's just one example, if that makes sense.
Jonathan Fischer 17:59
Yeah, I love that. I do think a lot of professionals probably do hold back a little bit when they feel like the technology is between the two individuals. But I think we're also getting a little bit more used to the fact that we you can get to know each other pretty well. I mean, it really is, it's just a matter of familiarity. And intentionality is what it sounds like you're saying, so when you're when you're dealing with these larger groups in a company? Do you come at it with some idea of how like, who, who's really driving the decision? Do you have some tips and tricks on how to quickly analyze that? Because it almost never, it's never a one to one with whatever the titles are? Right. And given the business decision, it's more to do with personality dynamics. Do you have some ideas on how to quickly pick up on that for the producers listening on the call?
Ryan Staley 18:47
Yeah. So if you're looking at like personality dynamics, like, if you don't understand disk at a deep level, you, you should really, really understand that. And so are you familiar with this gentleman at all or now? Yeah, absolutely. Okay, so you know it, right. So it's basically it's great. Yeah, dominant, influential, supportive. And then, like, conscientious are kind of the four buckets, there's variations of those. But those are the core concepts, right? And so, like with that, like what I would do, and there's really easy tools to do this. So look at like your top, like five favorite people or top 10 favorite people that you've worked with at clients. And either, you know, you could even get a temporary license with like humanik.ai or crystal nose, and it'll analyze, like, their exact DISC profile. So why you want to do that is because what it'll do is it'll frame up it'll tee up the commonality with personality profiles of people that got stuff done for you. What are they? How are they made up? What uh, you know, what type of personality like mix that they had? And so like, one of the things that we found was that the people that got caught are like, Heidi, right? So they were a dominant driver, who was ready to make change wanted to focus on the high level details, not all the minutia, right. And so you're going to find there's certain buyer profiles like that personality type that you work really, really well with. And so I would say that's one aspect for the person that drives the deal. Made it literally just wrote a post about this two days ago on LinkedIn, they got a great response. But the other is understanding, not who just people always like, well, what's your budget, or who, whose budget is this right. And we lost an $80 million deal because we understood whose budget it was currently. But we didn't understand whose new budget this would be an after they signed the deal, which believe it or not, was completely different. And so we lost an $80 million deal with that went through like a 18 month process, long RFP because there was one person we didn't have access to, that basically influenced that because that was going to be within their budget afterwards that nobody told us and tipped us off on. So highly, highly recommend that you understand not just whose budget it is now, whose budget will be after you implement it, make sure you align with that person.
Jonathan Fischer 21:12
Ask more questions. The Chick fil A is he eat more chicken? And sales is asked more questions, right? Well, that's a really great illustration of needing to know, the lay of the land. So this profile, I'm a big fan of disc, I love Myers Briggs, I make I make it an armchair hobby to know to guess people's letters, by just asking them some questions. So yeah, the more the more we know about human personality and social dynamics, the better. Is that something you would advise the the leader listening to our podcast to maybe even implement in an intentional way, maybe have some internal training on these issues?
Ryan Staley 21:52
Yeah, I definitely think so. Because like, it helps, it's going to help you lead better as a leader. So like, for example, we had, we did training on it, and then we had everyone take the test on the team. And then we had them put that on their cubicle, right. So I know, there's a lot of remote work, but you could create a frame of what the teammates profile is, because what that helps you do as an organization is communicate more effectively with each other, right and understand each other at a deeper level. So you're gonna get like a synergistic byproduct of organizational leadership better if you implement that? Well, at the same time, you'll start to classify and be like, oh, shoot, like this person. You know, like, for example, say this person isn't a driver, but they're the lead on this opportunity. And you can almost predict that the sales process is going to take three months longer, right? I mean, it's, is that insightful, because once again, it goes back to the nature of how they operate as a human being, no matter whether you're there or not just how they make decisions, how they interact. And so that's going to be super, super insightful. You could probably do it for I mean, like, you can find stuff online. It's not super complicated. Like, you just need the high level core concepts. You don't need to be like an amazing expert, and then you'll find and would you want me to give an example of like, how this could illustrate it. This is a real life example. I went through with deletion. Okay, so super simple. So like, I'm a high D, right? Hi, driver. Hi. I make fast decisions. I like the executive summary view. I don't like every single detail, or I get lost in it, right. And so I was with my wife, we're going to buy a car. And I went to, you know, I asked, I asked the salesperson one question. I'm like, I don't even remember what the question was, but was very high level on to understand what was going on with the car we're looking at. We're looking at like an affinity SUV. And I was like, okay, so explain to me XYZ. And this was probably seven years ago. So I don't remember the exact question. And this guy went on to explain not only that answer, but every single other answer. And he talked for like, five minutes straight, right? Give me every single detail. And I was like, ready to jump out the window. Right. And that's how he communicated with me what he said could have been flawless, right? It could have been like, spot on amazing, but I didn't want to hear it. Right. So it turned me off. Now the other way. Let's say it was the opposite. Let's say I was someone that was like a high C, who really loved the details and love the data and everything. And I, let's say I was trying to sell myself was a high C or that guy was trying to sell to me and I was a high C. And he only gave me like, you know, the executive summary. I wouldn't be suspicious of him, because he wasn't giving me the details that I want it. Right. So that's just how important this is and how critical it is. It's It's like the difference of does the executive one a three line summary email, or did they want you know, two paragraphs and 15 bullet points on what happens? And that's the key to unlocking and understanding that not just from a communication person. active, but from presentations, questions, all those different areas. And so that that's how insightful I believe it is.
Jonathan Fischer 25:07
I love it. Well, I think we've given our listener an awful lot of insight here, lots of golden nuggets on how to up our game, how to segment out silo out a better list of potential clients build maybe a separate ICP, and kind of up our whole skill set around tackling these types of accounts. I wonder if I could now challenge you as we're getting into this final third of our time together here. To give the listener Ryan, what would be say three to five steps that they could go and implement or like right away to start to go chase more whales on a more process based approach?
Ryan Staley 25:44
And do you want do you want this from like a rep perspective, or a leader perspective? Or do you think?
Jonathan Fischer 25:50
Yes. Absolutely, I do. Yes. Love that answer, right? Yeah, if you can give us maybe a combo with maybe a little bit of each, if you don't mind.
Ryan Staley 26:01
So strategically, I would start with the targeting. And so go through the process I talked about earlier, where you look at your top five biggest wins your top five fastest wins your top five biggest losses, and even your top five slowest. Slowest wins, if you will, right? Look through those right, write down the company the size of the company who was involved, and then the outcomes you created, as long as well as the revenue and then time to close. Just by doing that alone, you know, you can basically pull it, the real interesting thing is amazing, you pull it from your, your CRM, export it filter, and you could probably do that in 15 minutes, right? But then look at the data and enrich it and like zoom info or Apollo, you'll have all the revenue numbers and industries and everything. So super simple process you can do, if you do that alone on the targeting, and you redefine what your ICP is, with your perfect customer profile. Those are like your largest. And then what you do. So that's step one. So identify get all the data, probably take about 15 minutes, take another 45 minutes and identify what are the weird outliers? What what's going on there any trends or patterns, you see? Like, for example, there's a customer I was working with, and they were selling to 14 different verticals, because that horizontal solution, whereas 87% of the revenue came from three verticals, right? So it's like, why are we focused on everything equally, if 87% of our revenue comes from only three verticals, right, so there's situations like that, that you'll see that come to the surface. The other thing is, so that's step one, because if you do that, everything that you do that you put in your pipeline will be bigger, it'll start to get bigger by design, and it'll start to close faster, because you looked at the speed and size combos, right? Next thing is actually that just like you would have balanced portfolio. So to mitigate the risk or reduce the risk, only what you want to do is take like, maybe start off with 30% of that perfect customer profile, and the rest of it being a basic, your ICP. So then that way you offset the risk with while you're upskilling for those deals to keep bringing in the mid sized sales it's already burning in. So that's kind of the targeting and how I would redefine who I'm going after. So that's step one, I wouldn't, I would actually that that's super easy. Step two is like I think if you're in a company, and there's other departments or historical data, of people that have closed those deals, reverse engineer what they've done, like I did that as a rep, we had no training infrastructure, and I had like four managers in two years. And so I talked to the the top performing rep, because he would work 30 hours a week and hit 130% of his quota. And I was working, you know, 70 hours a week and hitting 100%, my quota. So you'll find out clues and trends from that. That's another one. Step three, I guess I talked about this a little bit earlier, most companies have a sales process as well as like sales enablement. Like, what questions do I ask along the way, and what I would do is also add that emotional component, start to ask questions around like, you know, like what KPIs you're evaluated by, right? So what are the top two or three things that are most important? Like, what are you evaluated by right? And then also, throughout the process, understand, like, is this person interested in getting promoted? Do they want to move to another job? Like, what's the end game with what they're doing? And just by understanding that, and if you link the solution back to it, you're going to be different than 99% of the other sales reps that they talk to or sales organizations. That's another one. I think I'm on for four would be one is quantify the outcomes that they will create do it on the first appointment if you can. And so what I mean by that is really simple questions. You could ask for that, but a lot of times understand okay, A, like, for example, say we're looking to improve processes by let's just say an HR hiring system. I'm just making this up, right? Okay. And this was the client, I'm like, Okay, you're improving that you want to you want to make that improvement. And quantify down is like, Okay, what's the tangible outcome? You want? A well, we want to reduce hiring by, let's say, a week, right? It's three weeks, we want to cut it to two weeks. Okay? What's, you know, if you did that across your organization, what would be the benefit? Well, we would be able to be able to do twice as many new hires. And you know, I don't know, two thirds of time I'm making up numbers that don't make any sense. But you get the concept, right. And so then basically, you back into quantifiable metrics attached to the outcome, and then bring it to a real number, right? So if you do that, and hire in two thirds the amount of time you know, how much money does that mean for your organization that you could save? Outside of time? Well, we would save $50,000 You know, for every three hires across 10 hires, that's $500,000. Right. That's a simple way to back into a tangibly. So do that for everyone. And then last but not least, I might add a bonus one, too, is systemize referrals, start asking referrals in a systemized way, it is the simple and easiest way to create pipeline, as long as you are diligent and have the same rigor that you do at the sales process. And my bonus one is spend some time every day if you're a sales rep, looking at how you could leverage chat GBT or mid journey and integrate it into what you're doing to save time, or and or serve your customers better if you're a leader, have a task group, basically tasked your team to spend a half hour a day on this and then share best practices weekly. And an example I did this alone, found out I was going to pay someone $600 for a service found an AI solution that could do it for $30. And the vendors turnaround was two days, this turnaround was 15 minutes, and the quality was better. So those are five ways plus a bonus for six.
Jonathan Fischer 32:16
Wow, I love it. Well, thank you for sharing that that's a great recipe for success on this front. And yeah, this whole area of integrating AI and other cutting edge technologies that are related, is something we all need to have more of our attention and focus on. And I think you and I are gonna have a future conversation on that front as well. So to the listeners, stay tuned. We'll have Ryan back to speak on that. In the meantime, I know many of our listeners would like to go further with you, Ryan. Obviously, there's your website, which I believe is Ryan staley.io. What else do you have for the listener to go further with some of your insights and concepts?
Ryan Staley 32:50
Yeah, so I have a podcast who called the scale up show where I interview SAS CEOs. And I'm going to start sharing episodes like this on on my, my podcast as well, where I have kind of my best stuff. So that's one thing. And then. So I would say check out the podcast, I'm active on LinkedIn. And then also we can include basically a free guide that I put together AI for revenue.com Ford slash GC. And basically what you'll see is like, it's it's some amazing content that's integrating these concepts with AI. And I gave you the finished product of what it looks like so then you can see what's possible, but then also immediately and actually use it. So yeah, that's the best way. Well, I
Jonathan Fischer 33:33
love it. Well, good stuff, Ryan. It's been a fantastic conversation. chock full of value. Thanks so much for being on the Evolve sales leader and being such valuable benefit to our listener. Yeah, Jonathan,
Ryan Staley 33:45
thanks for having me on man was a blast. Absolutely.
Jonathan Fischer 33:48
Well, and thank you to our listeners for making the show such a success. Make sure you tune in each week to check out the latest insights from our fantastic roster of guests. If you have been enjoying the content on the show, don't forget we've got an entire library for you over at our podcast, which is called the Evolve sales leader anywhere you'd like to get podcast check it out. And also a big thank you to our sponsor, Overpass overpass.com is a fantastic solution for getting phone based talent quickly and economically. It's free to set up your account as a hiring manager. You could have a team of five STRS in his many days and at very low cost check them out@overpass.com Well, that's gonna do it for today's episode of the evolved sales leader once again signing officers Jonathan Fisher, thanks for being with us on the show today. Take care
