Logo or through the edge w at the end of their status. The biggest change, the camera. Yeah. Not the most total business model. How we do things. For those questions. He moved there, I've got my screen. All right. Good afternoon, everyone. Or morning then we had anybody who is my name and they understood. They still don't know the answer. And I do want it to do is we do have a chance to speak to somebody about to talk about I have the pleasure of actually using Sean Sean of the former student of mine up. Go ahead and leave it on there. He is. He's been in multiple years almost to the day I graduated. Sean Fitzpatrick from 2015, 16, 16. Philosophy. So D is now because six sales manager for all time, which is an Aikido dw. So I wanted to tell us whether we're going to be highly intractable, not using presentation. So any of you have questions, reach out to them in an hour each chapter and listen. And also regulated because it needs Thank you. Thanks. Sure. So I figured do this last night. So he gave me I didn't want to do a presentation because again, it's really boring. And then the other partner, rather, I'd rather just have an interactive conversation with all of you. But like I said, I'll talk a little bit about my story. I went here. My entire family is drawn here. Brian, stage, my cousin. She goes here. Everybody in my family and a blue super involved a lot of value in what the school can bring in. I remember talking to her, ask about the UD sales minor before it even it was just in his brain at that point. Maybe if you've conversations, but I graduated 2016. At first, I did a lot of different internships. All of us here work for Agilent Technologies, which is a company in Greenville that does scientific equipment, basically did an internship there. Then I actually worked for another UT grad who has a donor as well. Bob Donato for a company called the safeguard group, working commercial insurance per year. That was really boring to me. So I got out of that pretty quick and then went to work for few tickets, God, for you guys. We're all familiar with at this point, right? Because of the competition, things of that nature. So I worked there for four years, performed at a really high level. And that led me. That's a really tough job by the way, but great job, especially for you guys fresh out of school. It's kinda feet to the fire, high-intensity type of sale for all. And that led me to do I think, one of the largest companies in the world. But it's incredibly intentional. I kinda the breakdown of how they have been here for two years. Now. I run the Northeast United States, all of or division. So all the belt roughly. I want to use million dollar business. I run net operating margin of 29 and-a-half percent this year. We print money basically at the end of the day and we make a lot of money selling heavy-duty equipment, software, and then a little piece of metal that goes on every trust in the world. And we have right around 40% market share the entire globe. I see a really interesting company in the sense that they lead us to operate it's fully independently. My division in Alpine, we have around five employees, 5,000 employees that actually W has. And where I operated, There's probably deal with probably about 35 people at all times. But there's a lot of moving parts within these days all the time. And it really leads me to our sales process to process. So are you guys familiar with the Pareto principle? Principle is pointing at all anymore, should be the ones that my class definition. So 80, 20 is basically the theory that 80% of your business comes from 20% of your customers. And really honing in on that top 20% is how we do business. We focused on large customers. Even in our sales process, we tend to repeat customer because in theory, actually W doesn't want to talk down resources and be less successful by trying to pick up a lot of small customers. We want to go after really large accounts. They make us a lot of money because then we can diversify asset and make more money at the end of the day, you'll see if any of you guys are into stocks at all. I should have used, crushes it year over year. Our net operating margin goes up year over year, quite simply because of our process. And then also the customer back to innovation, we call CBI all day long and we talked about it probably five times a day. So when we are working with our eighties, we asked them, what do they want? What do they want to be better? So for me, it's been a great journey is to car. But I could've been really an interesting place. And there's literally 84 different companies to work for. But then I got all my story. It's pretty simple. It feels like it's been a long time, but it's really nice. But the big takeaway we wanted to talk about traits. They made a great salesperson. And so this is where I wanted to be fully interactive. If you guys, it's everyone. This is gonna be a, are they all failed binary or most of them today, there are a few. Ask. Pretty good. Most of the others that are not being productive citizens bus. Okay. So let me ask you guys. What do you guys think? What traits are really important, mickey, great salesperson. You guys want to be salespeople at the Interactive Festival, okay? Anything else? Empathetic. So you get one good listener. I was going to say it, I never competitive, spontaneous. Okay. Anything else? So a lot of those things are things that we naturally think are really important for a salesperson. And the bright side of that is that if you're really outgoing person, you naturally think I'm drawn to scale. If it does, I'll like to talk to people, be around people that is important. The flip side, I see people from all over the spectrum and I've been hyper successful in the world that I've been in. All different types of personalities mean it's like 15 min. You have to always be the life of the party is going to be great salesperson is not true. Again, naturally we think that but the real core to every day. What's your why? Why do you why do you want to work hard enough? If you're determined to be a great salesperson, you will be a great salesperson. It's just written at the end of the day. You know, a lot of people again, I think that these individual traits are important and they are all these things together kind of what makes a great salesperson. But it all leads to motivate to be a great salesperson. So how about some other stuff though? Besides that? Does anybody else have anything? Like what other scheduled like time management, adaptability. That's a really big one too. Yeah. Yeah, I'd say that's pretty important. That's another it just gives you more ammo at the end of the day itself. So I think for you guys, you mean like what tech? So what type of other things have been learning so far? So I mean, it depends on the truth that they interrupt the sales class. It's really more about the sales process and learning what are the different steps of the process and practicing. You know, how to ask questions, How do I need how to how to incorporate that into the present solution? How do you handle objections? And you can be awesome. Process part of it. And the sales man has been passed. They go beyond to learn about fundamental management principles, which is, you know, how do you, how do you motivate them? How do you build up compensation package? And all of that. Along with that, they also learned about how to mentor one another. The sales practicum class really takes all of this and applies it more into a more applied framework. So in the introductory says plus we do more of a B2B. Here's the thing. The sales practicum class, they do different things at one is a B2C kind of an exercise where they're selling as if you're walking into students having a product or similar vaccine. Or, and then they do a sharp edge. Part of what we're working on for the next couple of weeks. It's a team selling exercise where they actually presenting to a group of white sharks their idea and why they should sell their products in their stores. So that's something that they're also learning about CRM and how to leverage Spark or something like that. And I'm hoping you go out. And actually one of the exercises that they do for the sales practice in classes that they have to go out and recruit students for the moment. Again, the process of building this marketing video about why the sales program is something that's valuable. So the building that video and then they're gonna go out to students and try to get more students. So by show of hands, who here actually went to the imbalance. Like when they graduate, you guys are all over the place. Okay? So people who have raised their hands, this we can go down the line while you want to be in sales. I guess we can start this, but you raised your hand, right? Yeah. What do you want to be aware to the environment. So there's an aspect of it. So everybody has a little bit different of an answer. But I think what you said is also super important. That is, we don't like to talk about all the time. Is money a part of selling, right? If your results are going to turn into much, I mean, unless you're in very rare circumstances, you're gonna be in a sale situation where the more you sell, the more money, you not do that way. So that's a super important thing. I can tell you that throughout my journey the ability for me to make a tremendous amount more income than basically anything else you could do was a really big part of why I haven't sales. Being a good listener, being a problem-solver. And really important traits to have when we talk about these things in character traits. Again, all those things are important. The biggest trade is always going to be your will to be successful. Your why. And that's why I asked you guys, why do you want to be in sales? What's your why? Because you're going to have to find that as you go deeper, deeper, free or amino first, you could get into it and say it stops. I don't want to have the pressure of constantly. I mean, I started over this year, I literally crushed it. Hundred and 28% of quota just on the renewable side. And then on the capital equipment side, I think I'm about 350% of my total. Start again next year. Nobody gives a shit. It's the way it works. Sales is high pressure, so you have to find, why do I wanna do this? Uptake? Part of it is, that's a great, that's a great reason. We also want to be able to solve problems all the time. Being competitive is huge, right? So you want to be able to meet other people. I was a marketing major. If I went and worked at a marketing agency, there's no way to judge yourself, but I mean, you can have a better idea, things like that, but you can literally see my numbers. Look at my numbers and emerging world, pure competition. That's about as great of a field you can be in. So I think really finding your why. It's gonna be the most important thing for anybody who actually wants to be. And maybe this was something that somebody, somebody when I was talking to the pension sales at Y, three things. Three ice. Or the idea of independence income. It's those three things that really elaborate similar prices can be independent aspects of it, but individualistically, you have a fair amount of freedom. What you wanted to do it. And there's nobody sitting on your shoulder that say you have to clock in at 09:00 and walk on it. The interparticle forces. But I think it would have made it a fence also impact on your customers and helping solve it for getting back to the public, some are moving into a load like working with people working at According to do. And you're making an impact in terms of shaping their Tiberius as well. Once you mean, I don't know whether that adds to what you're talking about. I think it does. I mean, I think really drove me to the impacts for somebody like me when I was in your guys shoes, I constantly felt like everything I did was my opinion should matter more natural for somebody who's young. I still feel that way all the time. But I can tell you now that right side of that because I have numbers behind my name. I can tell you. I mean, I have a colleague who has an MBA from Kellogg and Columbia undergrad. And I guarantee you, when I talked to the CEO, my opinion matters way more than his. Even though he runs a team of support staff, that's awesome. He does a great job. You'd probably makes half as much money as B. And then again, his ability to change the left. That's the immediate sale. Able to do that, 28. And I'm able to go to the CBO find division and say, I want to do an entire overhaul of this part of our software because it needs to change my 20th million dollars. That's the reason why this is willing to listen to that. If I did not have that Evan be different. So the ability for you to have that impact on, say, at a young age is really cool. It's again, some people may not mind and they're okay with that. I'm just saying like, okay, I'll do this job and I'll just stick to all work on projects and go out on the weekends. I have tons of fun and all that stuff and that's fine. That's, that's, that's an awesome way to build a career too. But in sales, you're gonna be able to then entire process and be able to do whatever you want. Basically. I think it's true. Even within organizations, you look at companies. Most of the CEOs of those companies and people started spending a significant amount of time. You're in sales. Because again, getting to that position as about ambitions, about why again, sales as a starting point. And you also have to touch every advocate that's business, right? So like there's very few other role or you can be at a, at a, at a young age, touching every aspect of business. You're not gonna be able to. Again say you're in marketing or sitting here in accounting chapter, awesome, awesome careers. You guys want to go down this path, that's, that's great too. But you end up where I have, which is a teacher. That's right. Yeah. Exactly. No. So like in those roles, you really don't have the ability to say much beyond the project that you're on or the part of the balance sheet that you're in charge of or things like that. So sales, I need to touch everything, you know, support front end development, even an operation side to help manage every step of that process. And so it gives. An array of experience and that's why you often see people go from sale, then they'll start in whatever That's awesome. I didn't even start to help them make their way into sales. Then become a sales manager, VP of Sales, EBP of some sort running. And then they end up kinda diversifying their thought process and their abilities. And that allows them to become oftentimes a CEO of a company. Again, that's not always going to happen, but at the same time, it's a great precursor and everyone else overstepped to you for doing the hardest job all the time. So I guess for you guys, I mean, in terms of I did a three minute break down my story. Do you guys have any questions about my journey or w or I mean even digit, That's Patrick at all. Anymore questions? I think that's the best way to keep us going. That's the whole point of having more than the others on the Canvas are getting yeah, So I had one that Agilent Technologies sales internship and I didn't want it to say, which is a commercial insurance firm and PDPA, ramp or another. You don't know. What was your favorite stuff that you've done? That's a good question. I would say actually, the one that safeguards with probably I enjoyed it a little bit more. That's why I took that JavaScript. So I get job offers from both. The reason why I went there. Again, they're a big part of that was impacted us that I felt I had a relationship with the CEO. And so feeling that relationship in comparison to just working at a joint company in the beginning, I felt like I wasn't going to have as much of an impact this quickly. The hardest out-of-school. Yeah. I think sales is tough all the time. It's just not worth it. It was just to Ryan. I mean, for me to be successful, I knew I didn't give literally everything. I mean, you work six days a week, nights, weekends, everything. It's a grind, but the ability for me to make my income skyrocket what's there. And so that's why it was all worth it. But it was a challenge because death or a one-stop floating environment, I would say that's probably the hardest form of sales. Then you can do what I do now. Things take months, years, building relationships over time. It's all about the little stuff you do in order to tell the stuff. Because the smallest deal I can do is roughly half $1 million. Half-a-million dollars. Nobody you don't just walk up to somebody intentionally have half-a-million dollars. It doesn't work like that. The reason why I've been successful, it's doing the right thing every single day, overtime, but I'd say the first year if you get beds, just it was it was tough but it was super fun at the same time. So it was a really good mix. Maybe? Yes. So you started at what? That seems odd that I needed this. Can you think of maybe one maybe other people, environment was one of them individually. Thinking had a great impact on shaping. We'll do our schools. Forget to school and people always talk about the practical needed. You always need a great many. Did you have somebody like that that helped you with that process or was that morally more free-flowing and medium is married? It was a combination of a lot of people. I didn't have any distinct mentors to meet Bob and auto involved here at the school? That he mentored me at first, he did a lot of good stuff, but really mean because my natural tendency is to just kinda, my wife likes to talk. I like to dominate personality and be the dominant personality in a room and dictate how things go. You did a really good job of really, really mean as 21-year-old who wanted to be the strong voice in the room, have no set it as an intern. And now it's really important for me to understand Peter as I was, to make it impacted me to sit back and listen and build my skills before I start going after things so aggressively. So when I do, I run for different companies. Might division is called Alpine. We, we sell an extra place software and you connect your played on out there that you guys probably don't know what a roof trusses are four crossings, but when you build, when you build a house or a building, it comes together in pieces, the structural part of it. We sell a little piece of metal that goes there and then the software, the design for all that. You need equipment that helps build that. So I run Pennsylvania to me. Basically every aspect of Pennsylvania to maintain control over. Maybe some we'd have warehouses and stuff and that's under operations, but anything that happens, it's approved by me. In terms of building the territory and the larger any new business, I have to close, I have to get the money. I bring them on it, you know, it all falls under my umbrella. Now we have an accounts receivable person. I have Socrates before. I have equipment support equipment installers that were under my bubble. But at the top end it's all about wrote, growing my territory. So maybe I'll call you in terms of your customer. Commercial construction companies on trust manufacturers. That's it. So people who build the trust is okay, is it that that's the bread and butter of the business? We've tried over you over the years to sell our software to contractors and things like that. And there's a lot of that going on in the BIM world, building information modeling. That's a pretty interesting thing to sell as well. But for us it's just never was his profitable. I should WE really focuses on highly profitable businesses. We get into something exited it really quickly if we realized that the margin is not there, it all stems back to how we operate W at one point. Our business model occur at different. It was all about growing correct positions. We refined companies. That's why we have these four different companies today. At one point we had 12 or something like that. And from basically 2,000.2007, thought company like we were not in a great position to win in 2,000.2009. We're fine on the company. But we had some shrinkage because we were buying companies that were heavily reliant on the economy at that point, we decided to kind of take a step back. The company has got Santi mallard Indio. And what you decided to do is change our entire business model to how do we deliver best-in-class learning, best-in-class results? Quarter over quarter over quarter. And so that really has a lot to do with how we do things in that file. So important, finding what we're good at doing that, and sticking to it. You're going to find that thing, thing when you go into sale. Like not everybody is graded every aspect of sales. Some people that are awesome presenters, that's great. There's some people that are just really good at relationship building, which is also a really good thing, the hat. Then some people are just asking for the business. They're not good at that, but they walk in the door and they will just harass you until you until you get into business. And I know if people I've worked with tons and tons of salespeople and I know people that are super successful because of each of those individual tree. The one thing they all share again and the y right there in their grit and or intensity. Same thing with this dissenters. It's almost gonna be the same thing as the salesperson that's successful. But that's really at the core of why they're so successful. But yeah, I TWO the company that we really hone in on what we're good at. Take advantage of that and then try to make the most money possible audit. The question's going to be the only one. So you are talking about and talked about grading you in? Really all we all have to kind of, I mean, how did he mean you could do the process of trying to find now, we're working with the goo on what do you, what do you do? And what do you do with none of us are perfect. In terms of the right side, when you work with your data, it's Patrick and I worked there. It was really easy to realize what you're bad at. Everything so fast. You quickly realize, I'm doing this wrong, or you go back to the drawing board and then you go to your sales managers and you're like, What am I doing wrong? Because I sell $275,000 last month and this month I'm at $43,000. Sometimes it was just the attitude, right? You're in a better mood and people can feel it all. But other times it was, you gotta wait from the process. That's a really process driven sale, right? So you've got to follow the process. It's very specific. And you don't want to deviate too far away from that, because if you do, it's kinda tough to bring you back in and get you back and bottom. And there is great Mavericks if we would like to call them on my personality indexes, and actually we just took it for the mapper. So I tend to like the buck the trends and do things. I only put the problem with that, I can say from my own self-awareness is that it's a real myself back in, there's a lot on work and say somebody who's really process-oriented and sticks to the plan. And now we have, because it's a massive company and we have tons of self-reflection. We do one-on-ones all the time. My boss and I am now, it's kind of a great fit because he's like the opposite of me, is really introverted. And meanwhile, this is a guy who's hyper successful in sales, but he's like a massive Interbrand. It takes the life out of him to go through a full meeting. He hates it. I mean, he enjoys it, but then it's very draining on him, but he's been super successful. So again, that's what we talked when we were talking earlier about what trades, first of all, extroversion, things like that where we naturally, That's a tail person to talk to people. Great sale people don't always have to be extra for it. There's tons of fantastic salespeople who were very introverted, but they know how to recharge their batteries all the time. And most of that by being by themselves. In comparison, an extrovert get your battery charging and a large sediment that a lot of people, but it can really be done in multiple ways. I think one of the things that I think is a fundamental 100%, the ability to keep going back and doing it. Because you are going to get more go check her. He was going to get C, Yes. And so you can speak if you're extroverted, tend to be optimistic. It's also very easy for you to come down and really, really high and you're right. Yeah. So you really want to understand that process agreed, that area There's an introvert might have exactly the opposite in the sense that they actually stay outshine when they're not doing both because they know how to analyze them. So I also tend to be more consistent, consistent. And that's like the real ability of both introverts. He'll get into sales and they're determined they find their Y and it could be money, it could be their mom or dad told they couldn't do. It. Doesn't matter. In a neighborhood called oh, that's it. That's driving their behavior up to why they want to prove that person wrong. But they tend to be really consistent because they didn't have a process, they know what they need to do. And it's not so natural for them. And what is not so natural for you. You know, you have to constantly work at things. When something supernatural, you can kinda be successful just why and how to fit your pants. Just feel, really did I made a month of sale? Because people like me, That's great. That's somebody is introverted, can have the ability to do even better because they know that they constantly have to work on those. What's that? It doesn't come easy to process them in total, Lucas. Yeah. So I've seen like I said, that's I see a lot of people who were very interpreted the highly successful in sales, which is what most people, you guys are in school, you would think kind of the opposite in theory, but if it happens every day, the other thing that I think I would ask anybody, I think still very far, sales can be here, but regardless of what you do in life, I think a lot of the fundamental base that you have, things that need to be successful. It doesn't matter what I'm pushing the why is really important, right? Are working still important for that because you need to keep looking at things from that you could get better. Also learned how to manage relationships is really big. So when you become a manager, you have to learn how to manage people through your process of being a salesperson. You have to be able to manage. Personalities are not ever going to naturally like, you know, either, but you're going to have to find ways to connect with people. It doesn't matter what it is. To make them feel more comfortable around when you manage people. You could manage company that has literally not one of the same interests, but you still have to have working relationship with them. And to build trust has to come familiarity and actually building that bond over time. And somebody said and empathy. Having empathy, that's a, that's a big deal, right? In terms of being a manager, it's also a big deal on being a great salesperson. He said. The reason being is because you need to understand where your customers are coming from, focusing on their needs rather than their wants. Oftentimes, people say, I want this, I want that. I want 1 million different things. Great salesperson and you can't excuse everybody what they want. It's just not the way it works. That's SAP with management. That's right. You really need to understand what their needs are so that you can manage them better. Because everybody on the team is going to have different reasons why they're doing it. They have different issues, different problems. As a manager, you're getting a lot having shared interests, but you really do have to understand their needs. And everyone's different. I mean, that's the reality of it is when you are managing people, everyone's going to be different and you're not always going to know what did I do wrong, but, but going through the process of being built person, is it really helpful? And again, we've talked about climbing the corporate ladder, only your business, whatever it is, you're gonna have to manage the bulb and it's impossible to not. You can also do until her salesperson and tons of money. Right. I mean, there's I talked about with my boss at the time. Some people are really good at catching rabbits. Rabbits forever. And their salespeople, they're going to make more than the CPO, but the company a lot of times I mean, that's the that's the awesome thing about if you put your time and go to sale tokenization that, that actually reward not on all of them do right there. That'll be the most important thing for you guys. Kicking how your journey is going to go. Where you want it to be. In the right situation. The financial opportunity and can be m less than the right, in the right spot. If you put the time and build up your relationships and you know, either it could be a book of business or just your skills over time? Yeah. Because I mean, I think just listening to things that people brought up into little basic traits. And I think all those states are the five components of shoes, except that the seals, you get much better at it. Each one of these things, which is part of the reason why CEOs of companies and entrepreneurs typically tend to have started taking it on very simplistic terms. It's about having an understanding of what you are, having the grid, having that having the focus on process, because even if you had a big, they're going to match the bond salesman, the extrovert that can go out and say, Hey, you know, it just comes easy to me. You still have to have a process of doing the same process for the litigant. You can be at 250% of your targeted at the end of this year. January, want your back down and you've got to go through the process all over again. Yeah. I think like we talked about it all the time and I talked about my VP, who's the CEO of my division, and there's 60 bps and all by w, each run-ins with a few billion dollars. Above it, we fall under construction. The construction products, the grape DPPs than the one that he liked working for the most and it has worked for the best. But they're the ones that come through the sales process because they know how to connect with people. So even if they suck, they could be horrible at the actual process of their job. They used to be like, at least I can talk to this person who got my problems and if I need something, they're approachable and they, they learned how to interact with people, the people who come straight through accounting and go straight to there an EVP, but they were the same multiple divisions. Has not to have that right. They don't have that same effect on people when they're trying to manage people. They tried to hold on, right? So just like with anything in accounting, the best accountants tend to be the ones that don't miss any details and they really just hone in on the little things. Which is awesome, great accountants, CFO. But when you're managing people, people are not perfect. So you have to realize they're going to make tons of mistakes. And managing, whether there's mistakes or detrimental to their success or not. It's going to be the difference between them doing great and you've been graded as their manager. Other questions? Going once, going twice. So one last, maybe, maybe you can leave them with any patient lessons learned in New York City and thinking about yourself six years or maybe I should take this question. Thinking of Sean six years ago. If you were to note Sean six years ago, should have done at that point. Yeah. I think the big thing one big thing is just don't be scared of change. You know, it may not work out. You can have a job and it's okay. You did another one. Nobody cares. It's pointing to. It's fine. If you don't like something. But if you dry it off, I mean, if you have a habit of doing that over the course of many years, people are going to think it's not the company is right? But if you go into something and you don't you don't like it that much. It's okay. No sale to the great thing to try and it's not for everyone and a lot of people don't realize that it's a different type of animal rights to be a great salesperson areas even be a good person. So it's worth something trying. And if you don't like it, you can do something else. But you're never going to fit. Lack of education, going through a really tough sales job. Because you're going to learn a lot about yourself when you're learning a lot about what you want. I like go there, any bad relationship. You're going to learn a lot by yourself in that process. And think, what do I really want out of my career? So I think that's the big thing. And then never be scared to ask. A lot of people, especially young people, they oftentimes gets scared to ask, I want to do that. You know, it could be anything. I want to be in charge of this project or, you know, I wanna be able to close that deal if you're in sales, right? So there's your oftentimes level if the sale the reason why I was able to jump from small sales, medium in it now to super largest sales at such a fast pace is because I wasn't scared to ask, you know, I wanna I wanna be the relationship builder for that 13 billion dollar organization that's going to be $950 million to us over the course of the next ten years. So putting yourself out there. Because if you mess up, if there's, you know, at the end of the lease, you're going to learn something. So go out and help is fair to put yourself out there. That's good. Thank you very much. Thank you everyone for coming in. That is still more food available, so help yourself to lunch. And if you haven't signed in, please do sign in on the sign-in sheet. We didn't get a sign-in sheet. Thank you very much. Yeah. I wish I was like it's like I should have you it's like you're never you never far. Yeah. And You have no idea.
Fall 2022 Superstar Selling Speaker Series - Friday, November 04, 2022 - Sean Fitzpatrick, Alpine - An ITW Company
From Suresh Sundaram November 04, 2022
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