Podcast episode
Hall of Fame: Shelby Ferson
30 Minutes to President's Club14 Oct 202436 min
Description
FOUR ACTIONABLE TAKEAWAYS To learn about what’s going on in other parts of your organization, get on the email alias distribution lists. Build out your go team of people that you can rely on in legal, product, marketing, deal desk, etc. so that you’re never stuck trying to figure out how to get a function to help you with a deal. To determine the next steps and what’s important to a buyer, ask, “Say you’re evaluating a few technologies, and they’re similar. What are the things that make you pick one over the other?” When dealing with technical buyers, always under promise so you don't lose credibility. PATH TO PRESIDENT’S CLUB Named Account Manager - Digital Natives UK @ Databricks Named Account Manager - Digital Natives @ Databricks Snr Manager, Commercial Sales, ANZ @ Databricks Enterprise Account Executive @ Databricks RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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And you're doing some really intentional things so that you show up with that call with a point of view. Can you talk to us about what happens in your pre-meeting prep? Yeah. And I think the thing that's great about engineering is they're very direct and honest. When I'm prepping to have that first call, a lot of the research I'm doing is actually “off of LinkedIn profiles, as well as off job listings.” So a lot of engineering job listings will list the types of tools and technology that someone should be familiar with in order to have that job. And from there, what you're trying to do is put together your own, based on the internet,
Are you presenting a diagram? Are you just like rattling off? Here's what I know. How early in the call do you do it? I'd love to understand more. So I usually will focus on three main areas and building on a data lake it's fed into a data lake, and then you have to consume it. “And what is that data then feeding for the business?” So it's really easy to kind of understand at that point, what are the core pieces you need to validate? So from that perspective, coming to the call and it's an end to end diagram, we're talking about a flow.
some guardrails around massive scope expansion. One of the ones you mentioned earlier was. If you feel like they might not be ready for this, you'll give them a soft pushback and say, hey, it feels like this might be a little bit early for you all, and I want to make sure I respect your time, and here's some of the reasons I feel like it might be early. And then they, “when they say, no, no, no, this is why we need to do it now, it actually helps you understand” to prioritize the deal. Are there other places where you are pushing back or saying no that you think folks should know about? Yeah, I think for me, I always loved to under-promise. So what, especially when you're dealing with technical people, it's like, if you say, hey,
So what, especially when you're dealing with technical people, it's like, if you say, hey, it's going to be 11% faster, and it's 10.5, just lost your credibility. And it matters. “So I usually, what I'll say is, you know what, this product, I don't think it ticks your boxes.” This is what requirements you need. It's actually not ticking all of them. It's only ticking 90%. So I just don't think you should try it. And they're like, oh no, that's okay. And once they correct the requirements for you, and you are saying, okay, but just remember,