In the spirit of Halloween, let’s focus on something scary: Closing sales.
Most sales leaders get really excited when deals start to close, especially when multiple deals close in a short amount of time. They use phrases like strong momentum, positive cash flow, implementing best practices, great strategy, effectiveness, and more to describe what’s working -- finally -- in their organizations.
Are they wrong? Not necessarily, but in their excitement, they are often missing the big picture. Namely, has anyone been filling the pipeline during this season of frenzied closing, and what exactly comes next?
If you can’t answer those questions, that’s when closing gets scary. Closing is great, but in order to consistently close (and consistently make money); your pipeline must be full of qualified prospects at all times.
If you have a short sales cycle of fewer than 30 days, an empty pipeline won’t be as scary for you, as you can fill it relatively quickly. But, companies with longer sales cycles need to be very aware of empty pipelines. If you have a six-month sales cycle, for example, and an empty pipeline following a closing frenzy, it could be six months before you start closing again.
Now that’s scary.
(We see this happen with appointment scheduling frenzies, too. Salespeople set up lots of appointments but close nothing. Opportunities get “stuck” in the sales process.)
What’s the solution? Balance. As a sales leader in your organization, your job is to maintain balance by holding salespeople accountable for the following three requirements:
This needs to happen all at the same time, without breaks in the action, without excuses, and without blinders on. In other words, don’t allow salespeople’s excitement (or your own excitement) to shift your focus from the need to consistently be refilling the pipeline.
Is there balance in your organization, or are you scared about where your next opportunity is coming from?
My partner organization, Objective Management Group (OMG), has evaluated and assessed nearly 2 million salespeople. When it comes to pipeline, OMG has found that only 46% of all salespeople maintain a full pipeline, broken down as follows:
If you already have a process or think you have a process, we encourage you to use this free tool to assess it here.
A CRM that’s properly integrated into your business is next. Selecting the right one is important: If your salespeople don't like it, they won't live in it, and if they don't live in it, the information on the dashboard, which you paid a fortune to customize, will be about as useful as a Rolodex.
Of course, you’ll need proper coaching on holding reps accountable for all of this. We can certainly help in that arena, too.
Bottom line? Don’t let a wave of closings blind you to the reality that a full, well-qualified pipeline is instrumental to the success of your business.
Before I begin, let me say that I have a particular fascination and love toward all things “tech”. I started and grew my early career in telecommunications, and most of my career has been working for or with leading technology organizations and organizations that creatively implement technology into their practice. I love new “geeky” tech products and am usually the first of my peers to purchase them. Technology: I dig it.
I tell you this because of what I’m about to tell you next: that most sales technology you’re using today -- sales “stacks” as we often call them -- is hurting you more than it’s helping you.
Technology, as a replacement for things that technology can do far better than people, is powerful. By all means, exploit technology for order taking, chatbots, fulfillment, and transactional selling processes. There’s no argument that such technology reduces time and overall cost.
But now let’s look at the application of technologies to complex buying/selling processes. It offers huge promise, and, sometimes, it even works. Implemented correctly, such technology enables us to more quickly and more deeply research markets, customers, and individuals. We can leverage technologies to recognize patterns in markets, organizations, and functions within organizations. I get daily alerts that enable me to more accurately reach out and engage the right customers, with the right insight/messages, at the right time. Within our own company and a small number of our clients, we have seen technology enable huge results and dramatically improve productivity.
Unfortunately, most of the applications of technology I see are actually hurting an organizations’ ability to drive sales and revenue. It’s not necessarily the fault of the tool, but how it’s being exploited–or not exploited.
Consider marketing automation platforms. They’ve been around a long time, and they provide us a great opportunity to segment, target, and personalize our messaging. Unfortunately, very few organizations use this technology very well. It’s very easy to send everything to everyone, and most organizations do. If you don’t believe me, check your junk folder. My guess is that you have multiple emails from the same sales enablement platform selling you multiple things with no applicability to your business. We see data supporting this. Email opens; click-throughs, forwards, etc. are plummeting. Companies create volumes of electronic garbage in an attempt to get a response and instead wind up in spam folders or blocked completely.
The same is true for power dialers and related technologies. Designed to help us actually reach customers and talk to people, we’ve instead managed to train prospects and customers not to pick up the phone. Tell me the truth: Do you answer the phone from a phone number you don’t recognize?
The problem with poor selection and implementation of technology is that it has the opposite effect of what we are trying to do: Instead of helping us reach and engage customers, we’re driving them away. Instead of using technology as a tool, we’re using it as a crutch, giving up the ability to think critically, listen, and engage in deep conversations. Considering how distracted it all makes us, it’s time for a new approach.
Again, I’m a big fan of technology, so don’t mistake my criticism for how we select and implement it as an argument to rid ourselves of it. It’s just time to get smart about technology.
And, here’s the good news: Getting smart about technology is going to simplify your life. You likely don't need a ton of stuff, so say goodbye to the constant distractions, training, and implementation lessons on multiple sales tools.
First, when selecting a sales tool, make sure it meets the following criteria:
Remember, tools for tools’ sake won’t help you. They may actually harm you. Technology is a powerful force in sales, but you must choose and implement it carefully. In the end, it cannot replace the work of live, talented, well-qualified salespeople who develop relationships, ask good questions, and truly listen to prospects, so never select technology thinking you can use it in that manner.
For assistance in selecting technology that will truly and positively impact your sales numbers, give us a call.
Pretend for a moment that you have a sales rep in front of a highly qualified prospect. The prospect asks, “Why should I buy from you?”
What’s your rep going to say?
Will they start talking about your products and services, your great reputation, competitive pricing, your great customer service? Will they start reciting features and functions based on your latest spec sheet so they can prove you are the best?
I really, really hope that’s not what happens, but I suspect it is.
That’s the way most sales reps approach prospects, and it’s the exact wrong thing to do.
To understand why all you have to do is extend the scenario out a few hours. Your rep has left, and your prospect is now meeting with one of your direct competitors. The prospect asks the very same question: “Why should I buy from you?”
The response? Likely that rep will say everything yours did: how great their products are, how great their reputation is, how competitive their pricing is, how great their customer service is. They’ll recite the features and functions of whatever they’re selling.
In short, your sales rep and the competitor will have sounded exactly the same to the prospect, making it nearly impossible to distinguish between the two of you, and now the prospect defaults to price.
That’s the commodity trap we’ve already warned you about.
In a past blog, we talked about the importance of understanding your customers’ motives in your efforts to avoid the commodity trap. While that’s still important, we’d like to provide a few more techniques that you can pass onto your sales reps immediately.
Avoid the commodity trap by coaching your sales reps up in these 3 simple steps:
When your sales reps focus on the prospect or customers issues, establishing a strong peer-to-peer relationship early on, asking good questions, and admitting upfront that they don’t yet know whether or not it makes sense for the two of you to work together, they can quickly and effectively avoid the commodity trap and begin taking steps to building greater sales success.
For more tips on this or discuss how you can even further improve your sales methods, give us a call.
There’s a common tendency among football fans to turn on their quarterbacks.
We’re seeing it now in Carolina. Cam Newton was “Superman” just a few seasons ago. This year, he’s described as “over”, “washed-up”, “done” as he battles injuries, too much time without practice, and a host of other issues. Cam joins the ranks of every quarterback that’s ever gone through a rough patch.
Football fans are tough like that. Even the greats like Manning, Brady, and Rodgers will be described as “terrible” following a Sunday that didn’t go as planned.
Truthfully, it’s usually not solely their fault. A bad QB performance is typically less about the QB and more about the offensive line who didn’t give him the time he needed to make a play, or about receivers who didn’t get open, or about the young rookies who made mistake after mistake. Football is about cause and effect. Give a good quarterback the right setup and he’ll do great. Give a good quarterback a bad setup and he will seem like he has no idea how to throw a ball. It’s all about the situation around him which equate to the “root causes”.
The same is true in sales.
When we speak with potential clients, they most often tell us that they need help with:
You would never say Tom Brady looked terrible because he didn’t score enough points. No, he had a bad day because he had no protection and no receivers. Because of that, he couldn’t score enough points.
Do you see the difference?
Each one of the 5 “troubles” above is an outcome, the effect of many factors that must come together in order for a sales rep to be effective.
If you want to improve your results, you have to focus on why reps are struggling with these issues, not just that they are struggling with these issues.
Let’s review them individually:
Selling value to a customer so they can see the link between their needs and your solutions is an outcome based on a collection of competencies: supportive Sales DNA that allows reps to be comfortable talking about money, not needing to be liked; consultative selling skills that allow reps to establish a peer to peer relationship resulting in the rep differentiate themselves from the competition and uncovering compelling reasons to buy. It’s also the confidence in themselves to challenge the prospect when needed.
Tackling those issues -- preferably before the rep ever onboards -- is key to improving this issue.
Negotiating should never be something you aim to improve. It’s something you should aim to avoid!
If your sales reps are struggling with too much negotiation, it’s because their Sales DNA is weak. Specifically, they are unable to stay in the moment, handle the “price objection”, and they have an overwhelming need to be liked.
To uncover the prospect's compelling reason to buy and differentiate themselves from the competition, your sales reps need to have the conversation that nobody else is having with their prospects. They must be able to quantify, cost-justify, and provide a compelling argument for ROI. They must possess excellent qualifying skills which will support them in their efforts to orchestrate an agreement.
A presentation is only as good as the timing of the presentation, what is presented and who it is presented to.
Most salespeople present features and benefits instead of solutions, present too early in the sales process, fail to present to the decision-maker, and present for the wrong reasons.
The real cause here is a faulty sales process that focuses on demos and presentations as the strategy to elevate a prospect's interest. The presentation is a much more powerful tool when it serves the purpose of linking the prospect’s compelling reasons to buy to your unique capabilities as an organization.
We forecast using sophisticated software applications. The problem is not with the software but with the humans that enter the data and override the variables.
The real blame in inaccurate forecasting must, therefore, be given to sales process and lack of qualification. Sales processes that have been inappropriately staged and sequenced will always cause forecasting nightmares.
When it comes to qualification, there are usually two issues:
1) salespeople regularly fail to thoroughly qualify because they only hear what they want to hear (as Dave Kurlan puts it, the dreaded “happy ears” syndrome), and
2) reps often present solutions too early in the sales process before they have uncovered the prospect's compelling reason/s to buy. This approach sabotages the rep's ability to truly understand where they stand which results in inaccurate forecasts.
Many sales leaders place “closing” at the top of the list of the most important skills for a salesperson to have, but science says otherwise.
Closing is an outcome that occurs naturally and easily after salespeople have effectively navigated all of the prior milestones and stages in their sales process.
An apparent lack of closing skills is really caused by an ineffective sales process, insufficient Sales DNA, a large skill gap, and most importantly, an inability to effectively qualify and to sell consultatively.
If you’re ready to drastically improve your numbers, you’ll have to stop chasing effects and focus instead on the root causes -- poor Sales DNA, poor sales process, skills gaps, and other factors mentioned.
Our process is designed to help you identify what’s really holding your organization back and get you moving on a path forward.
We look forward to hearing from you.
There are 5 key skills sales managers need to have to be great. One of them is coaching sales reps.
But, we cannot forget that sales managers need to be coached up themselves. Managers are people too, and they work inside complex, busy organizations with conflicting priorities just like reps.
They are tasked with multiple duties: recruiting, motivation, and behavior issues which can all feel overwhelming to handle without support.
Just like everyone else, sales managers are unlikely to change their own behaviors and become more effective without coaching support.
Therefore, it is equally important—if not more so—to develop purposeful plans for continuous learning, skills development, and helping your sales managers to become highly effective in coaching each salesperson up to the next level of sales performance.
In other words, you must learn to coach the coaches!
Who’s doing that in your organization? Who’s coaching the coaches?
In most companies, either the sales VP or the president will coach the sales managers. Hopefully, that works. Often, it doesn’t. Those executives are typically incapable of coaching really well because they don’t have the time or they lack the skills. The latter is most often the case.
When clients come to us for coaching assistance, they’re often very confused about how to approach coaching sales managers.
Thankfully, it can be learned.
In general, coaching sessions for your sales manager should be conducted in the same way as coaching with your sales representatives, with:
Above all, build the “coaching the coach” expectation into senior leadership roles so that you have top-down support in all of your coaching efforts.
This is critical as you develop measures and reports for your coaching efforts. In addition, whether coming from an internal or external resource, the coaching sessions must allow the managers to express themselves freely and with confidence in a safe coaching environment.
Note that the frequency of coaching sessions varies based on the sales manager’s needs. Ideally, they should occur weekly, but if you have a strong, competent sales manager, you might be able to space them farther out.
Sales management evaluations are a great tool for coaches to use when they are coaching managers, as they provide a snapshot in time of the manager’s competency, DNA, and will to manage.
They make it possible to identify and work on individual strengths and weaknesses. You would be remiss not to use them, as their efficiency has been proven time and time again!
Remember, coaching your sales manager/s is as important for the success of your business as coaching your sales reps, and it’s a process, not an event.
For help getting started in your organization, please reach out.
Several years ago on a trip to the beach, we rented kayaks.
If you’re familiar with the Carolina coast, you know that our beach towns often have seaside and soundside options for recreation. Seaside is straightforward: on the sea. Soundside means you’re a bit inland -- on a body of water larger than a bay, an ocean inlet but without the rough surf of the sea.
We put our kayaks in the sound to be safe.
Now, going out was beautiful: calm water, no wind, a warm and beautiful day. It was a delight to paddle out.
Coming back was the opposite: the tide rolled in, the wind gusted, rain started to fall, and small whitecaps formed on the water. It was an absolute nightmare to paddle back.
For the record, I do not recommend going against the current in a kayak!
I do, however, recommend going against the current in sales.
Why? Because salespeople who go against the current are doing everything their colleagues who prefer to play it safe are not: asking tough questions, challenging the prospect, (nicely) pushing back on prospects’ objections -- all the behaviors that qualify sales opportunity and create credibility and equal business stature.
They are moving the ball down the field where the average salespeople are confused, insecure and paralyzed.
Going against the current in sales, or disrupting the prospect’s idea of the sales process, makes all the difference. Here’s how the great reps make it work:
Top salespeople are twenty-eight times more likely to disrupt the flow and get a good outcome.
Note that these elements of Sales DNA are just three out of a total of twenty-one Sales Competencies that can and should be measured as part of your hiring process. If you’re tired of wasting money and time on failed sales reps, scientific assessments like these will be hugely beneficial to you.
Paddling against the current is everything in sales. When you’re ready to get your reps moving boldly in that direction, give us a call.
If you talk to anyone in sales or sales leadership for very long, you’ll soon encounter an ongoing industry debate: Is cold calling dead?
People in sales are pretty passionate about the topic. A quick Google search will produce a ton of articles on both sides of the argument.
As the digital transformation continues, the art of selling needs to evolve with it, and how we connect to buyers also needs to change.
People are attached to their phones but rely on it more for social media, texting, and email than they do for actual conversation.
To effectively debate this topic we first need to define “cold calling”.
Cold calling has the following characteristics:
To answer the question,“Is it a good use of my time to pick up the phone and introduce myself to someone that I have never met before?” you need to keep in mind the fact that company leaders are constantly on the lookout for insightful information that is going to help them accomplish their objectives. Leaders and decision makers are under significant pressure to get positive results. This is a fact.
So, it stands to reason if a rep has insights into some of the challenges or opportunities, by industry, that a suspect might be facing, and if the rep makes a call armed with this information and their questions are focused on these issues, it is possible for them to capture the attention of a decision maker.
It is of paramount importance that reps are capable of establishing credibility and “equal business stature” in any phone call, voice mail, email or face to face meeting.
So, for the purpose of this discussion, let’s change the term from “cold calling” to “insightful contact”.
Insightful contact works.
In fact, case study after case study confirms that it’s still a highly effective sales strategy when done properly -- second only to referrals.
I’ve personally seen insightful contact work as a major part of lead generation -- doubling lists of qualified prospects and increasing the pipeline by fivefold.
Insightful contact is alive and (very) well. Should it be your only sales strategy? Of course not.
Email outreach and social selling via social media are critical elements to add to your overall strategy. It’s just that there’s still something to be said for picking up the phone and bringing the human touch back to sales.
Consider these additional benefits to insightful contact:
With that in mind, here are 3 simple insightful contacting tips for success in the new era of sales:
The magic is in the “mix”. To realize successful outcomes, you need to focus on combining sales tactics together (insightful contact, email, social) in such a way that you add value to your prospects’ lives by solving their problems.
Please reach out for advice specific to your organization.
Let’s be honest. Recruiting isn’t typically very high up on the list of things a sales manager wants to be doing with their time, but it should be. Hiring great talent means you make money. Hiring wrong means you lose money. Period. You simply must prioritize hiring great talent.
We work hard every day to solve problems for sales organizations. One of the biggest challenges we see over and again is hiring, scaling, and retaining a top-performing sales team.
This is why we recommend a thorough candidate assessment right at the beginning of the interview process. Life is easier when you avoid a problem right from the start.
What’s the big deal with “hiring wrong?” It’s expensive! First, you have the typical expenses associated with both recruiting and onboarding a new hire— which can easily be in the tens of thousands. Then, add in the fact that sales rep turnover is notoriously high, to begin with. Harvard Business Review pegged the number at 27%—TWICE the rate of the overall labor force. The expenses go on and on.
It’s also plain exhausting. That’s why it falls so far down the priorities list.
We covered recently 5 mistakes made in recruiting. Here are a few more mistakes sales leadership makes as well as some tips for successful onboarding:
5 Hiring and Onboarding Mistakes (continued):
Setting expectations, coaching to those expectations, and
holding the salesperson accountable for achieving those expectations in the first 90 days is critical to success.
Luckily, these five mistakes are fairly easy to correct, and doing so will allow you to experience far greater success and consistency with your team. Don’t allow previous mistakes to dictate future actions.
Is there a gap between your intentions for your sales team and their performance?
I’m guessing you feel that way at least sometimes. It’s a frustration we hear a lot.
Sales leaders continually seek solutions for so-so sales performance in new marketing materials, developing new sales scripts, improving team motivation, implementing the latest thought leadership and best practices to improve sales, among other solutions, but they come up short. They get beat by their competition month after month, and it’s incredibly disheartening.
They just might be chasing the wrong solution.
Over decades of conversations with sales leaders, I have found that the cause of much of their problems is how they are communicating within their own organizations. In other words, internal communication is lacking.
I’m not alone in this assertion. Renowned sales coach Jack Daly devotes a whole section in his program that explains ways to communicate better with your sales team that will improve their performance.
The main issue is this: Your sales team needs to internalize your message, not just be able to repeat it or give it cheap lip service.
To internalize it, they must deeply understand and feel it. So, if you are not translating that message effectively, you’ll never be able to achieve the goals you set for the sales team. You’ll just constantly spin your wheels and grasp for straws: the next new marketing solution, the next team building technique, the next piece of new advice that you hope will improve your numbers.
Stop the madness.
Companies with internalized messages are communicating effectively and have these 5 things in common:
1. The company strategy is well-known and integrated into the daily routine.
Every member of the sales team understands exactly what the company is working to achieve and how it plans to get there. That’s essential because the sales team is at the front lines of the effort to reach that goal. If they don’t win, no one does.
Winning teams have studied the company's strategic plan and have individual quarterly and annual goals that tie into the company’s key initiatives. The sales team embraces the plan enthusiastically, thus the commitment to participating in driving new sales.
Messaging is purposefully delivered, encouraging, and repeated often and in various formats to capture and inspire as many employees as possible. The content is engaging and useful, and its impact is tracked to measure the effect.
2. The team is aligned with company culture and values.
Culture is at the heart of what a sales team does, and successful teams exhibit behavior consistent with their company’s clearly-defined culture. The team and its leaders have a common way to explain lessons and share successes. Good work is acknowledged and celebrated among the team, not selfishly guarded by individuals. The team has learned to embrace an “abundance” mindset.
3. Leadership is engaged in each salesperson's success.
Success starts at the top and then moves its way down. Instead of observing from a distance, leadership teams in winning organizations are deeply engaged with the sales staff. Leadership is involved in regular sales coaching and will do what is necessary to make sure their team is successful -- even accompanying them on field visits if necessary. Company and individual metrics are regularly shared and discussed, and success and failure are learned from rather than forgotten. Leadership celebrates strong performance.
4. Communication between sales and management is regular and robust.
Beyond sales coaching, leadership also gets regular time with sales team members for discussion, questions, and feedback. These interactions allow for deep two-way communication and encourage better information sharing. Metrics allow everyone to be on the same page. They also allow issues to be quickly identified and solved. As a result, individual and team performance grows and improves.
To that end, sales meetings are efficient, effective, and practiced. They don’t waste time or create bad practices. The facilitator starts and ends the meetings on time and follows a clear agenda. In the end, there are actionable takeaways and measurable follow through to track progress.
5. The sales team is continually training and learning from other's success.
Great sales teams don’t allow their members to work in isolation.
Best practices are absorbed and integrated into training and culture, starting at onboarding. The sales team has a process to ensure marketing materials are used properly and thoroughly.
How you communicate with your sales team impacts how they perform. When you’re ready to get help in this arena, give us a call.
If you follow articles on the topic of sales, you most certainly have come across at least one (though likely many more) about the many ways in which buying behavior has changed and suggestions on how your approach to selling must also change.
Thanks to technological developments and a general shift in attitudes regarding how customers make purchasing decisions, sales today is different and more difficult than it was even just a decade ago. Win rates are down and sales cycles are longer, among other factors.
When I speak to executives at national meetings or in one-on-one consultations, I tend to find one of two things happening:
A. They have failed to recognize (or refuse to recognize) the changes in what today’s buyers demand, so they keep doing the same things over and over again expecting different results -- which is nothing less than the definition of insanity! Or,
B. They know that change has occurred, but they have no idea what new skills their team needs to possess for success in the “new age” sales. They’re literally stuck in a place of knowing they need to do something, but not knowing what that something is.
If you fall into the second category, I’m glad. You’re halfway there!
Acknowledging change is critical. We just need to approach how you’ll adjust your sails for success in the modern age.
(For the sake of this discussion, assume I’m speaking about your strong to elite salespeople -- roughly the top 25% of the average sales force. The bottom producers have additional issues that limit their success.)
Top producers can achieve even greater success by the manner in which they approach selling. There are four critical requirements:
1. Be capable of articulating and illustrating value.
One of the biggest changes to sales -- any sales -- is that today’s markets are extremely crowded. There are more companies selling what you sell than ever before. Anyone who has lived through ordering products from the Sears catalog vs. searching Amazon’s dizzying number of options on millions of items can attest to the change in competition in the market. Every space of our market is noisy and full of nearly identical products and services. Differentiating yourself is critical, and it’s a challenge.
Now more than ever, salespeople must have the ability to sell value by asking the right questions of the prospect and uncovering their compelling reason to buy. This means turning away from feature and price-focused discussions and toward expressions of value -- value that the prospect defines, not the salesperson.
2. Consultative Approach.
You can only “illustrate” value and lower resistance with a consultative approach to selling.
Consultative sellers change the conversation, change the prospect’s perspective, and win more business. They possess a solid foundation of business knowledge and insight, are good listeners, they ask good questions, they maintain the right tone, among other key characteristics.
At the heart of a consultative sales approach is business acumen -- the understanding of how business works and where the problems and opportunities lie which helps you to tailor your solution and differentiate your company from the competition. Today, less than half of all salespeople have the attributes of consultative sellers. That needs to change, and it can.
Process is the next step. Value and a consultative approach will not work unless they are integrated into a formal, structured, staged, milestone-centric sales process.
Most executives will claim they have a sales process in place, but our sales process grader, sales force evaluations, and sales candidate assessments reveal otherwise. In fact, on average, only 52% of working salespeople have the attributes required for following a formal sales process. You simply cannot succeed without putting a formal sales process in place.
4. Social selling.
It takes between 10-15 attempts to reach a decision maker, and even then conversion rates are low. The old techniques like cold calling and smooth talking are ineffective. Today prospecting requires a mix of touches and certainly social selling is at the top of the list.
Salespeople must be able to leverage their social networks, get introduced, and reach out to prospects on social media channels, particularly LinkedIn (and Twitter if they can keep up with it). Emails and follow-up phone calls work in concert to build familiarity and credibility. Today’s selling is all about building relationships, not just pitching products and services.
I’m not just giving this lip service: 78% of salespeople engaged in social selling outsell their peers who don’t practice it. It works, plain and simple.
Salespeople possess, on average, only 38% of the attributes of a social seller. Is the same true of those in your organization?
If you want to dramatically change and improve your sales numbers, it’s time to ditch outdated selling tactics and revolutionize your approach to meet the expectations of today’s savvy buyers. Here’s the three-step process we recommend:
Sales management expert Duane Cashin has lead award-winning sales organizations and trained sales teams for companies of all sizes. He’s earned membership in Presidents Club and Circle of Excellence, successfully built and sold his own multi-million-dollar business, and enjoys sharing his passion for sales.