Ian Koniak – Ian Koniak Sales Coaching Inc – PREDICT When a Deal Is Going to Close

Quote of the Show

The myth I want to debunk is that more activity equals better results and that actually is not true. It's true if you're in a transactional role. It's true if you have a quick sales cycle and you're selling and you have a huge list, but for enterprise selling, more does not mean better. Less is more. It's the 80-20 rule. - Ian Koniak

Key Takeaways

  • Less is more, so the 80-20 rule lets you focus a majority of your efforts into the top 20% of your A accounts.
  • PREDICT Test:
    P – Problem with pain
    R – Reason
    E – Engagement
    D – Decision-maker/Decision process
    I – Impact
    C – Cost of inaction
    T – Timeline
  • You are not alone with your mental health struggles, especially around addiction and recovery.


Episode 41 – Ian Koniak

[00:00:00] 1, 2, 3, 4, sales, marketing and robots. It’s sink or swim out there, and yesterday’s strategies and tactics won’t help you today. This is revenue today, and I’m your host, Jared Robin. Join me as we interview revenue leaders in our community to learn what steps we could take, right. To help you scale yourself and your company.

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Hey everybody. I have a special guest today. Somebody who has 19 years of sales experience, was the number one enterprise sales rep at Salesforce, has sold a hundred million in deals in his career. Currently, he’s the dean of the enterprise Sales School at Pav. And the founder and CEO of Ian Cognac Sales Coaching, and he actually scaled to a seven figure business in year one.

Welcome, Ian. Great to be here. It sounds funny when you say it like that on paper cuz , I’m just a normal guy, but I guess I’ve had a lot of sales experience over the years. I, I, I, I got. Let everybody know what’s up, Right? Like, I gotta talk you up. You’re, It’s so special. It’s, Yeah, it sounds funny. Hearing it, you know, cuz you put the bio, but at the end of the day, , I just try and focus on what’s in front of me every year.

And, and, and I love that. And you know, I, I know you’ve been in the revenue world nine [00:02:00] 19 plus years and you’ve seen a lot. I want to ask debunk a myth about generating revenue today. Yeah, so my, my background’s interesting. I came from selling copiers and printers directly to the enterprise software [email protected].

So I went from this transactional selling, grinding it out, out, working out, hustling everyone to now only having a handful of accounts and needing to sell some of the biggest deals. In in Salesforce history and, and fundamentally I thought I could outwork and out hustle everyone. And you know what?

It’s kind of funny. I, I, I hit my number my first year and then the next three years after that, I, I missed my number and I actually fell on my face trying to outwork and out hustle. And so the mo the, the myth I wanna debunk is that more activity equals better results. And that actually is not true. It’s, it’s true if you’re in a transactional role, if you’re, it’s true.

If you have a quick sales cycle, you’re [00:03:00] selling and you have a huge list. But for enterprise selling, More does not equal better. Okay. Less is more. It’s the 80 20 rule, and I found that if I focused on fewer accounts, but instead tried to go higher, wider, and deeper with the accounts and spent more time, Crafting my message, developing a point of view, learning their business, and really showing up as somebody who understood them and knew where I could help.

I found that’s when my results skyrocketed and that’s the change it took for me to become the number one enterprise AE is actually to do less activity, but more focused and more meaningful activity. So did I get this right? You, you, the 80 20 per parent’s law, you only focused on the top 20%. Of, of your prospects, how, how’d you figure that out and how, how’d you pick them?

Yeah, I think think about, think about it this way. Okay, I only had 10 accounts at Salesforce, so 20% would be find my two accounts. Well, if I [00:04:00] have two accounts and they’re larger enterprise accounts and there are a good 20 or 30 people in each of those accounts, that means that if you. 25 per account to focus on across all the divisions, cuz Salesforce carried a big bag.

I’d have 50 people to target right in those two accounts. And of those 50 people, if it takes on average eight outreach attempts to book a meeting across email or phone or LinkedIn, that’s 400. Outreaches to to, to accounts. So, yeah, I found fundamentally the way I identified the two is really a few different factors, but it’s really, you know, who’s the ideal customer based on what we sell, You know, where might we have a little bit of footprint that has a lot of upside in white space?

You know, who, who’s happy, who’s not, right? So you obviously need to look at things like revenue and employee counts and industry and, and, and place your bet. But if you can make it informed bet by really. You know, picking the top 20% of your accounts, and those are what you would call a [00:05:00] accounts and go all in with those accounts and really go across the board in terms of prospecting in multiple divisions and multiple executives at three levels.

Typically, I was going director, VP and C-suite. So when you do that, you’ll find that. In most big accounts, the, the, the opportunity’s endless. And a lot of these big accounts have subsidiaries that, that they own. They also have sister companies, They also have different brands, different divisions. So hon, honestly, selling to one of these accounts is like selling to, you know, a small country in, in some cases and, and you can be, You know, really, really effective and, and make all of your number off of just the one or two accounts if you’re in with the right people and solving the right problems.

So that whole less is more 80 20. When I figured that out, I started crushing it and I really just placed my bets on only a couple accounts. I went all in with them and that’s where I never looked back once I started that approach. So were were the 10 accounts you had cold. Accounts me when I say cold, I mean like, did they not have any Salesforce instances?

Like [00:06:00] in, or, or, Well, the thing that I had working for me is that Salesforce has 99% of the Fortune 100 as a customer in some capacity. Sure. Right. So they have, they might not be using a lot of Salesforce, but they might be using Slack, or they might be using Tableau, or they might be using MuleSoft. Yeah.

Or you know, I carried, I was an account director and carried the entire bag and Salesforce. You know, 30 acquisitions over the years and a bunch of them while I was there, exact target marketing clouds. So you know, there’s gonna be some footprint somewhere. But the accounts that I found that I grew the most were the ones that had a very small footprint, but they had very big ambitions.

So I would look at. You know what they owned as a way in the door, because I could say, Hey, you’re already using us, but it’s at a very limited capacity. I’d love to talk about some of the strategic things we’re doing with with others in your industry. You know, and a lot of times people would be very willing to meet because we did have some footprint, We did have some reputation there.

But they were not cold accounts in the sense where they’ve never heard of us. I [00:07:00] wasn’t at a small startup, you know, with no names. Yeah, that did make it easier in that sense for sure. But it was still a cold account cuz they, they might have been spending 30,000 with us when the total addressable market with Salesforce in that account would be 10 or 20 million.

So it was a very small footprint. And, and, and I, you know, I, I worked for FedEx, so like I, I resonate with. So like we might have a company’s return logistics business, right? Like making 400 K from Bonos, I remember was the case like, Like that’s a great number for like not having their business, but we didn’t have the 4 million

So like Totally. And then, And then often, Especially in logistics. Like even if they gave you nothing, they had a blank FedEx account. Right? Because they opened it up for like an office manager or something. So like you were able to infiltrate, Now you had a goal obviously to hit. You have two accounts you’re working, maybe that’s three, right?

Like maybe, maybe you smudge it a little. Yeah, yeah. But because cuz I. You know, I, I empathize with that , you know, it’s always like, [00:08:00] Yeah, but they had something cool and I knew somebody and I met them at this game or something. Yeah. I’m thinking of the exact third account when you say that. I’m like, yeah, well Task Us was kind of in account too.

So , it’s funny you say three cuz there, there were, I mean it was, it’s interesting. Go, go ahead with your question. Yeah. So, so how many opportunities did you have in account with like, how many different people? Like, cause I, I, I know you probably had geographical opportunities and I don’t wanna lead you too much.

Like. Yeah, because you had to hit your number. How many opportunities and like what was, What was your number? What was your goal like? What was your, because I think this is important to understand because you wanted to bring everything on, right? Like you probably had $30,000 opportunities too, right? I already had, I lit, so let me just, Take a step back and tell you about the account director role at Salesforce.

So, account director is just that. It’s a director that’s responsible for aligning the Salesforce Army to the biggest challenges or goals that the C-Suite or the company is publicly responsible for. Yep. Achieving. [00:09:00] So I did have an army at my disposal. I had a team of 30 people that. I was leading. Okay, now you might say, Wow, that’s crazy.

For two accounts. But realistically, you gotta remember, there’s a Tableau account executive. That Tableau executive has an engineer. The Tableau executive has a customer success manager for Tableau. Same thing for MuleSoft or Marketing Clouds. So if you take all of these, we call them primes or co primes, which were the specialists that sold products under.

I got paid on the entire bag, so my job was not necessarily to go sell everything. My job was to understand the vision of the client and make sure I bring in the right resources, which often meant. 10 different products to solve a very complex problem. So I’d be quarterbacking and, you know, having, and, and you’re dealing as much internally with selling as you are with externally.

So I led a, a very small team into making sure we were marching in the same direction. So I was setting the strategy. Here’s where I think where it can [00:10:00] help. Here’s the opportunities cuz honestly, a lot of these co primes. You know, they had bigger account list than me, so they might have five of me that’s pulling ’em in different directions.

So my job was to make sure I win their time and their mind share to get behind the vision I had of, of a big deal happening. Cuz they’re also trying to place their their bets. What, what horse are we gonna bet on? Which ae are we gonna bet? Which, who do we wanna follow along to? The Promise lands. So it’s a very interesting job.

There’s a lot of strategy in terms of defining the goals of the organization, mapping what products are we gonna sell, and we’re basically creating something from nothing. We’re saying, Here’s, you know, the current landscape, here’s where I think you fit in as a co-pro. Here’s where Marketing Cloud fits it.

And then I would go and divide and conquer. So I would have my marketing person contact the CMO and people there. I would have my analytics person work with their BI teams. So I’m basically holding a team accountable to make sure they’re. Executing and getting traction into the account. And if they’re not, then basically I’m pulling them in and, and, and I’m doing it [00:11:00] myself.

But a lot of it was, Hey, I trust you cuz you know what you’re doing. Go run a sales cycle. And a lot of it was me leading a large deal where they were just supporting me in a big vision where I was bringing in a bunch of products. On top of that, I had something called ecs, which is enterprise. Corporate sales it stands for, and those AEs were responsible for selling deals under $150,000.

So I was solely charged with going after the big deals. And if I had some run rate stuff or some small deals, I could pass it to ECS or it’s a really brilliant model because it keeps me focused on what I’m. Good at, which is getting new executives aligning with their vision, bringing in my team and quarterbacking.

And it was honestly a skill set that I had. You know, I had many years in sales leadership and I had had led sales team. So that came fairly natural to me in terms of aligning people and getting them working towards a common vision. But I, I didn’t, wasn’t doing that the years when I was trying to grind it out and do a lot of activity.

I was trying to do everything myself, trying to be a lone wolf. But once I started taking a step back and quarterbacking and leading. Both my team and the [00:12:00] customer’s team, that’s when the results really, you know, really took. Now my question is, do you think you did the same amount of activity? Just more focused, because you’re talking about going deeper, right?

Like the same amount, The calls I worked, I worked, I worked just as hard, but I worked smarter. Yeah. Yeah. I, I put my time and attention on large strategic deals. I mean, that’s the simple, It’s not just the 80 20 rule with the. That you’re focused on. It’s also the 80 20 rule with opportunities. So my job was build and create and foster large opportunities that are seven or eight figures in nature.

So I was responsible for generating what we call cila, which is a Salesforce enterprise license agreement, where maybe they have 20 contracts and I wanted to consolidate them under one, get them the whole suite of products, like you said, I wanted to. Everything. We had over 200 products to sell. So it’s like how?

Which is a double edged sword. It’s a double edged sword. It’s crazy. I could sell you everything. And it’s like, I can’t confuse you. I gotta, but, but here’s, here’s the beautiful thing. When you can sell [00:13:00] ’em everything and when you, I didn’t sell, I didn’t have a tool. I didn’t even have a toolbox. I had Home Depot, right?

I had the whole entire store. So my job is, let me learn about your goals. Let me learn about your biggest priorities. How are you measured? Okay? What, where do you think your, you are inefficient. Where do you think your time and attention needs to be focused? What’s keeping you up at night? What are your metrics for the year?

Biggest priorities you have for the next 12 months, and how can I get my team to support you hitting those goals? So it was like really cool because I could have conversations that weren’t product focused or weren’t Yeah. You know, pigeonholing me into one thing and, and really just were focusing on customer outcomes.

And then I would bring in, I even had a design thinking team that was, Came from the lights of Accenture and Deloitte and all these, you know, consultancies to really create a better future and, and design a better future for clients when they couldn’t get out of their own way. So sometimes they’d be in workshops with 30 or 40 executives leading whiteboard sessions with the whole team.

So again, if you work for an Oracle or Salesforce or Microsoft or any of these sap, any of these big, [00:14:00] big enterprise software companies, you have a lot of these. But honestly, my first couple years I wasn’t using them. And then once I took a step back and I realized, Hey, my job is to be the Ring Master. My job is to pull the strings, bring in all the people, and, and get people working to me.

I mean, it just played out in my favor. My activity was no less whatsoever, but it was very, very f. Focused very, yeah. Strategic and, and much deeper work. It was much more about storytelling and creating really powerful executive decks and just a totally different type of work than a transactional trying to close a 50 K deal sales rep would be doing.

Ian, I, I have no doubt you or somebody on your team closed FedEx when we transitioned from an internal homegrown thing to Salesforce, and I just remember thinking. Man, that rep made President’s Club. Yeah, because that was, yeah, these deals were 10, 20, $30 million. These, these are, you know, these are pretty large deals.

There was, it’s a couple deals I can think of that they weren’t mine, but they were nine, nine [00:15:00] figure deals where the rep made two, three, $4 million, I mean, game life changing money. So I. You know, for me, I, I realized the way I was doing it for most of my career did not translate to being a partner for these large enterprises.

They don’t want someone who’s just gonna cram something down their throat, who’s gonna pressure them? They want someone who is gonna partner with them over the long term and help them transform their business. Digital transformation is a big, big focus area when I was there, and it still is right now.

And you know, only, only certain companies can help with that. If you carry a big enough bag and you. You know, the scale and also the platform that can support the scale of a large enterprise and what they need. So Salesforce was on that list. Microsoft, certainly AWS and Oracle. There’s, there’s a handful of companies that could really support these enterprise client needs, and I just fundamentally feel like.

The, the people that are doing these big, big deals are, they’re not sales reps in the traditional sense. They’re more leaders and, and visionaries that [00:16:00] are basically able to take this massive conglomerate and move them, even though. It takes hurting a lot of cats. It takes finding the right change agents.

It takes like sometimes like getting out of the way and letting them figure it out on their own. Like it’s such a, it’s like a chess match on these big enterprise deals. And there’s a guy I know, Jamal Raymer, who wrote a book about it, it’s called Mega Deal Secrets. And he talks about just one of the deals in there.

And it’s true, it, it resonated because there’s just so. And I find honestly, the fastest path to a large deal is get to power quickly, get above the, the power line and, and find the change agent. When you do that, a lot of times they’ll do a lot of the heavy lifting for you to get the right people in the right room to, to make something happen.

No, I love that. So you, you, you leave Salesforce to now go into your own coaching business. How are you bringing those? Concept into what you’re doing now to help you get to seven figures. Oh my gosh. It implies so well. I [00:17:00] love the question. So here’s the cool thing and, and I don’t mean to brag and I apologize if this sounds arrogant, but I took my skills that I developed over 19 years and I said, Okay.

like, I’ll, I’ll just draw an exact parallel. So you start your fiscal year, you get a big $10 billion account. They have 25,000 employees. They have no pipeline. You say, What am I gonna sell ’em? What am I gonna do? How am I gonna make my number? How am I gonna get to, So my number was 2 million. It was, it was between two and half, two and two and a half million during my time there.

So that’s kind of the, the, the number. And then my last year at Salesforce, I got raised to 4.3 million. So the, the enterprise sales reps. Responsible for selling. I’d say between two and 4 million is a pretty, pretty good average in that, in that space. So you’re taking something and you’re building this pipeline.

Probably you need double that to close that much as double the amount of pipeline. If you’re good, you’ll close half your deals, at least if you’re good. If you’re good, you need double. If you’re normal, you need triple, perhaps. Yeah, exactly. If you’re normally you. [00:18:00] You know, triple the pipeline. But you know, again, that, that’s depending on the person and, and their experience and whatnot.

But I, I, So you start with nothing and you create a account plan. Account plan basically maps out, Okay, here’s the opportunities. Here’s what the, the customers focused on. Here’s their goals, here’s their key executives, here’s their people. And then you say, you divide and conquer. So here’s who you’re going after.

Here’s who I’m going after. Here’s the opportunities we see. It’s basically just in your head. It’s. On any, any, there’s no reality. This pipeline’s not really yet. You put it in your head and then you put it on paper and say, Here’s our target. We’re gonna try to create 7 million in pipeline by halfway through the fiscal year.

We’re gonna try and close 1 million of that. We’re gonna try close another two in the back half of the year. Hopefully we finish at three, four, 5 million ACV in a lot more in in total contract value. But hopefully that’s where we go and you execute. So when I started my business, it was the same thing.

It’s like, well, I want to build this to a seven figure business. How am I. Do that. Well, here’s the strategy I’m gonna do, I’m going to, And it was literally like [00:19:00] pipeline back of the napkin math. It was, okay, I’m gonna create a coaching platform, which is subs, subscription based. It’s not you know, just, just me charging per hour.

It’s a product that I can sell and I need, I need this many subscriptions for gold level coaching. So when I started my program, I charged $12,000. Client for gold level coaching, which had 12 one-on-one calls with me, plus the portal, plus the group coaching every week. So that was the highest tier was 12,000.

The second tier was 6,000, and the third tier was 3000. So I say, well, if I want. To make a million dollars, I can get 50 gold level clients. That’s, you know, six, $600,000 at 12 K, and I can get another 50 silver clients, which is $6,000, times 50 is 300,000. Now I’m at 900,000 and I can get another, you know, 30 bronze clients and then I’m at seven figures.

So you, you figure it out then, so you know what the goal is, then know what the number of clients needed to hit that goal is, and that would be the equivalent. You know, checking [00:20:00] average selling price, average dollar price, and backing into how many deals you need. And then it’s like, okay, well what does the pipeline look like for that?

So I basically did the math first. Figured out the business model, built the product. See, I don’t, I, I’ve switched my, my viewpoint on this big time. I used to think sales can sell anything even with the bad product. Now, I think if you have a great product, focus there and then focus on marketing and then focus on sales.

So I started with the product. I want to build a great product that can. That level of membership, something scalable, something that has a portal, something that people will tell their friends about. I wanna market the crap out of it. And then if people still aren’t convinced, I’ll jump on sales calls. So here’s what happened.

I start marketing and I make LinkedIn videos every single week, and I also post every day on LinkedIn. I grow my following to a pretty good amount on LinkedIn, and then I’m also making YouTube videos, which I’m, which I’m growing that. Combined with the newsletter, and I’m doing this well before I have a product to sell.

So I started this whole build and audience journey in [00:21:00] 2019, 2020. Now clients are coming to me, Hey, can you coach me? And I start getting the coaching business and now I can’t take more clients cause I’m still at Salesforce now. 2021 comes, I start putting people on a wait list and this wait list gets super big and I just do the back of the napkin math and I say, Wait, I can make more.

Selling, coaching and doing what I love. Then selling, you know, enterprise software and it became a no-brainer. You know, between you and me the quota was doubled, right? So my quota went up to 4.3 million, which meant, meant I would’ve had to perfect timing, perfect timing for this to happen. Seren, serendipity.

I’m like, instead of saying all the socks, screw you, I’m like, Thank you. Perfect. It’s exactly what I needed to make the leap. Cuz until then I was pretty hesitant to go and go all in on the coaching business. So the, the way that I applied the skills is I, I planned, I focused, I executed. It’s consistent, like I didn’t see the results, but by the time I launched the product in May of 2022, my first public launch, the thing sold out in two days.

Cause I had already been nurturing and [00:22:00] already been building trust with my clients via LinkedIn and, and YouTube. And I didn’t take. Any sales calls, I did a 500 k launch without taking sales calls because they believed in me. In this case, I was the product and I had the marketing that I had been doing.

So if, if product and marketing are there, you know, the sales is, is is really tertiary. It’s third. Yeah. So that’s kinda how I think about it. Founders, when we’re all sales people were like sales led, everything, and now we’re all. Marketing led, growth, led, everything. It’s crazy. I’m like, I’ll do founder led sales, but that’s not gonna scale like we’re feeling it, right?

That’s right. And it feels so good not to hop on sales. I mean, I like selling, don’t get me wrong, but like I think of like what’s the highest value activity I can be doing versus the lowest value activity and honestly, a low value tivity, seeing if someone would be a good fit for my program. If I’m gonna get hundreds or thousands of people in my program, sure I’m not gonna have time.

But you don’t. People jumping on sales calls that are running, you know, very, very big large coaching type businesses. They have teams for that. So I [00:23:00] can hire a setter, I can hire a closer, but ultimately you’re right. Yeah. Product and marketing are what’s gonna drive, the audience is gonna drive and referrals and affiliates, right?

So all the people in my program now, that’s all growth. That’s all growth. That’s all part of it. If they tell their friends, they get paid, like they’re gonna be my best sales people as people in the program. So I’m, I’m love it. Yes. I’m loving. The other thing is discipline. The ability to delay gratification is really important in the enterprise selling space.

You’re not gonna see the results, you’re not gonna see the immediate dopamine of closing all these small deals that you would get if you’re selling to smaller accounts or have a smaller deal size. So that’s same thing with running a business. You might be. As you know Jerry, cause you, you are a founder.

So going, you’re, when you’re building, it’s all on paper. You don’t see anything. I’m building my court, I’m recording videos, I’m making all this with no followers, no fans, like it doesn’t matter. I’m going through the process and trusting if I stay consistent and work on delivering value and serving others, that eventually the customers will come.

And honestly, it was the best kind of like skill set I could have developed as a founder. You know, you’re, you’re operating [00:24:00] on blind faith when you don’t have the revenue coming in, in the beginning, so you just have to trust. One more thing I’ll add is I, I didn’t do this alone, right? I, I didn’t just scale the seven figures magically.

I’m a huge believer in investing in myself to find mentors and coaches that are paid, not free, but paid mentors that are gonna, you know, basically show me how to do it. So I hired a guy named Sam Evans, who’s a, a very strong leader in digital marketing. Some of the top coaches. Of course creators in the world came through his program and he laid out the roadmap for me.

I also got in touch with Marcus Chen and Chen and, and John Barrow said, you know, a lot of people, Scott, least a lot of people had made the switch from corporate to entrepreneurs, and I picked their brains and I, I tried to learn from a lot of people, so I didn’t make a lot of mistakes on my own and figure out and pay the tuition.

So if I had to give one piece of advice away for anyone on this call, it’s like, find a great mentor or coach and pay. Pay them to be part of their program so that you don’t have to figure it out and pay tuition like I did for three years. [00:25:00] It wasn’t until I joined a mastermind and got help that my got to number one and I took that 80 20 rule in full force and started actually carrying and adding value.

So that’s like the best thing I could say is just like people have done it before you at the highest levels, why reinvent the wheel? Model them, copy them, and, and you’ll save yourself a lot of heartache and a lot of time figuring out. I, I, I just invested in Reforge an awesome program. I, you know, we’re talking about growth loops and stuff, and I was on with the CMO of the, the former CMO of Optimized Lease slash Netflix.

Nice. In like a q and a, like in every week. It’s, it’s another thing. And, and, you know, to the audience, we all have help, Like this is, is, is the takeaway and, and it helps us get there faster. And, and one thing you brought up that I, I’ve been playing around, I need to, I need and, and I’m gonna hit you up after I need help with, Course creation.

We’ll, we’ll, we’ll, we’ll talk through that offline. Yeah. But, but like, Good, we’ll figure that out. So, you know, go, going into like KPIs to guide you. [00:26:00] You have two different, you have two different ins, right? You have Ian as top enterprise seller at Salesforce, like the KPIs there, and then you have your current.

I’m curious as to how it’s evolved. Like what, what, what’d you do then? What are you doing now? What I did then, I mean, KPIs like, look, I everyone’s, it’s what Salesforce gave you, right? Like it’s what everyone does this wrong. I mean, I, I can’t stand the state of sales leadership right now. It just makes me upset to talk about, like a lot of people think activity is the kpi.

It’s. Just like build some, some people, some companies are feeling the pressure, not the good ones, but they’re feeling the pressure and, and it’s their jobs and the pressure goes right down to the bottom. And I see it with people I coach. I see it with a lot of people I coach. Their managers are asking to do unnatural things and create sometimes pipeline and the expense of honesty and, you know, just get it in there and, and all kinds of like, like just find the low hanging fruit at the expense of the, the big deal.

For me my KPIs as an enterprise rep really were [00:27:00] meeting with power was the number one thing that I needed to get. I wanted to get executive meetings with C-Suites, with senior vice presidents. I didn’t care about pipeline or you know, the number of calls I made. It was more about, okay, am I. Connecting with the right level of people.

That can be change agents or mobilizers inside of the account. That was the first thing I looked at is like, who have I met with in the account? Who have I not met with? And I made it a point to get meetings with, you know, all the key folks, the coo, the coo, the cmo, the cio, right? I need to be a trusted advisor talking to all these folks.

That’s, that’s the first one. The second thing obviously is deals over a million dollars, right? So you’re not gonna get. Very large deals done. If you’re scraping and clawing at 50 to 75 or a hundred K deals. That was the mistake I made for many years. But you know, for me it was like, how many seven figure deals can I create?

How many transformational deals can I create? And then the third KPI is really, once you get those deals created, you have the conversations, you create the opportunities. Now it becomes okay. Are these real deals and how do I [00:28:00] qualify these deals to make sure they’re actually gonna close? I don’t want to be closing at a 33%, not even a 50.

I wanna be closing at a 75% ratio. So if I have 4 million in pipe, 3 million in that close. Otherwise I’m wasting my time. So, My time was really spent, I don’t know if this would be a kpi, but it’s more like you, you hear of the, the, the metrics. You hear of the, the med picks and you hear of different qualification.

Yeah. The story I’ll give, I’ll cut to the chase. In 2020, I had a baby. Okay. And I went on paternity leave. In my, my little guy, Luke, he’s, he’s a little angel, but I had to go back to Salesforce. . I came back to Salesforce in October and I had four months in our fiscal year left, and Salesforce has their fiscal year ends in January and I had to sell a million dollars to hit my plan.

Well, I’d already been coaching, I’d already kind of started to build my brand and things were going well and I, I was like very close to not coming back cuz I, I said, Why am I gonna put myself through this misery? I don’t have the pipeline, I don’t have the accounts, and if I fail, if I miss it, I’m gonna lose credibility as a [00:29:00] coach.

In other words, well, who’s gonna hire a coach that didn’t even hit their own number? So I’m like, I was really scared and I could have easily quit and just given up and said You, I had a baby. I just didn’t finish the year and, and been. But instead, I decided to face my fears and lean into it and say, You know what?

Look. Win or lose. Hit it or not hit it. My message that you are not your number. You’re more than your number. You’re a person. You have worth outside of your performance. And if I’m gonna preach that message as a coach, I better be willing to take my own medicine and risk missing my number. So I went all in and I actually had to create and close over a million dollars in pipeline to hit my.

Of 2 million. I ended up closing 1.1 million in a period of just over 12 weeks and finish at 110% of plan. So the question is how do, how did I do it right? So I came back and I listed out all of these aspirational deals that I wanted to close, and there were probably 500 k, a million K, 1.5. And there was, I think there was about 10 of them.

And I [00:30:00] came up with a list of criteria to qualify whether this deal was really prepared to close within three months. Cause three months is a short window per enterprise. The criteria was, am I dealing with. The decision maker, like power or decision makers, do I, am I solving a problem they really care about or helping ’em achieve a goal that’s truly important to them?

Okay. Have I presented a business case for them? Have I given them a proposal yet? In other words, do they have numbers? Right? Have I met with power? If, if, if you know, not, not only identified, but have I met with power and has power confirmed this is a priority for them? Have we established timeline?

So I came up with like 10 or so criteria in the deals. I put ’em all on a spreadsheet and I basically went through and I said, Okay, which of these qualify? And I saw a lot of gaps. I saw a lot of missing information. So the first thing I. Is I, I, I basically said, I’m gonna set meetings with power in each of these, and then I’m gonna either qualify or disqualify them.

And I ended up [00:31:00] only choosing a few of those. One of them was like 500 k, and there were a few. For like two 50 or so, and it got me over over a million. And that evolved, that, that list evolved into a acronym which I created and copyrighted this year called Predict. And it’s a way to measure and to see if a deal is going to close at the large enterprise level.

So I’ll just share kind of what it is, but this is my KPI for opportunity. And, and, and you’re using this now Predict with Ian Cognac. Is I’m teaching it to my clients. Yeah. So they use it for their deal. So it’s a, it’s a, Sure. I I don’t like saying methodology cuz my, my whole approach is like, just have a conversation, be a human and get to know people.

But this, I love that is the way to put the deal through the sniff test to see is it a real deal. That’s the way to think of predict. It’s really to assess whether your deals quality and, and you’re, and you’re assessing. With your business capturing the bigger deals probably as well for you. Right. I, I honestly am just doing B to C now, so I’m not using Predict for myself.

It’s not, but yeah, when [00:32:00] I, when I sold training and coaching, which I was doing for a lot, most of the year now, I just cut that business off cuz my coaching business is going really well and I love doing that. And I’m focusing there just on purely the B to C side of coaching. But when I was selling B2B and selling training to companies like Salesforce, I did, yes, I did put ’em through the predict.

What, So what’s the acronym? So the acronym’s. So p. P is problem with pain. So it’s really two pain. So problem with pain, what problem we solving and what pain is that causing? Okay. Specifically, no problem, no pain, no deal. Sorry to say the R is the reason. That’s their personal why. Why is this important to the buyer?

What’s in it for them? What’s their personal motivation for getting this done for your champion or for your executive sponsor? And then why is it important for the company? How is this gonna help the company, and how is it gonna help the individual buyer? That’s the R. The E is missing from every single methodology out there, and it’s one of the most important, and that stands for engagement.

I was gonna. FedEx. We did [00:33:00] sales. Ready, Research. Engage. Good. Okay. Keep going. Good. And so, so sales ready. FedEx has his own thing. Ready? D dd, Discover, develop, demonstrate. . Okay, So they e was engaged. So the, the, the fundamental E Yeah. So are they engaged? Are they giving you information that they need?

Are they giving you the data for a business case? Are they getting back to you? Are you on a text thread with them? Yep. Are they getting in front of all the right people? So that’s the E is for engaged. Okay. Love the d I love that is for decision maker. In decision process. So another double D right decision maker.

Do we, are we dealing with the right folks that can actually sign, right? I think med pick comes economic buyer, and D is decision process. Do we know what their exact process is for making the decision? That’s a D I’s impact. Impact is. Have we given a business case? What is the financial impact of solving the problem?

What does this mean to them? Give me the dollars. Do we do? We have a business case. C stands for cost of inaction. What happens if they do nothing? So what are they paying right now? How much is it costing them in the status quo? That’s [00:34:00] their labor. That’s their time. That’s their current tech stack. That’s the opportunity cost of what happens if they don’t actually solve the problem.

What are they missing out on? That’s the C. And there’s all kinds of questions under each of these that you can ask. Yep. But that’s the C. And then the last one is T, and that stands for timeline. Why? What compelling event do they have that’s driving this forward and what is happening in their business that makes this deal urgent for them?

Not for us, but for them, so that you, you know, you pass the predict test, your deal’s gonna close. That’s the bottom. I love that, that that’s like a mic drop right there. And, and I’m so appreciative that you pointed out the e not being in many of the processes and I remember an old sales director saying, this is the most important step of the process.

Yeah. Cause that’s the relationship one. But totally. You, you have such great processes. A great company have had great results. Is there anything keeping you up at night with all. I’m curious. My this is a, a different, different Sure. Different answer completely. It doesn’t keep me up at [00:35:00] night. I, I have an aura ring and my sleep is nails, so I’ll tell you, I sleep, my sleep readiness and my sleep efficiency is over 90% every night, meaning when I’m in bed, I’m sleeping 90% of the time.

I’m not tossing and turning. It doesn’t take me a long time to fall asleep. I don’t wake up. So I general. How do you sleep well at night? Well, in my, in my experience, coaching in my personal life, I’ll tell you the best, perfectly , yeah. Best way to sleep well at night is to make sure you’ve won the day, you’ve set your goals for the day and you’ve achieved your goals.

And if you’ve done everything you can that you put your mind to and that you. Put on your calendar and you actually executed, you’re not gonna beat yourself up, You’re not gonna feel guilty, and you are gonna be able to fall asleep really having exerted yourself. It’s the old Parkinson’s law. So what keeps me up at night is not am I working my hardest?

Am I working on the right things? I know I am. I’m pretty good at prioritizing and planning. Sure. I was able to scale. What keeps me up, and I’m gonna take the step back, is, is am I doing god’s. Okay, . So I come from an addiction recovery yeah, background. [00:36:00] And I went through 12 steps and step 11 is, is pray only for knowledge of God’s will and, and the power to carry it through, right?

So what I mean by that is am I really helping others in the capacity that I can, Knowing. Helping people sell more is one thing, but helping people change and evolve their lives to overcome addictions, to appro, improve their marriages, to take, take vices that they’ve never told anyone about, and, you know, stop living in shame and secrecy about these and really, you know, get the help that they need.

Really just deal with shit that maybe they’ve bottled up, whatever it is. So I’ve had to do a lot of personal work on. And fundamentally where I’m focused right now is, is enterprise sales training. And those are my clients cuz that’s what I’m known for. But where I really get my passion and energy is helping people transform their lives and make changes that they never thought were possible.

And I’ve had to do this in my own life and I’ve been able to. Overcome some really nasty history of addiction and genetics and all kinds of, you know, obstacles in [00:37:00] my life. And I know if I can do it, other people can do it. So the, the, the science of change and driving people to actually wanna make change and, and execute those changes, that’s really where I do see myself in five years.

So what keeps me up is, is am I doing the right things that really help get that audience out? Or am I just isolating myself to just the enterprise? Stuff that, you know, that people wanna hire me for and get paid for. So let, let’s unpack that in a couple minutes cuz that that’s intriguing and we talked about this quite a bit, but you know, before we get there, like what, what excites you about the future?

Like in general, there’s so much gosh. Could be what excites me about the future. It’s such a good question. I think right now, We are more disconnected than ever. I think with our phones and with social media and with this, this constant need for immediate and instant gratification that many of us are struggling with.

Even though we’re trying to use technology to connect, a lot of times it can actually make us feel more isolated and disconnected [00:38:00] than ever, and I feel. There is a renaissance and a new movement for people wanting to build authentic, genuine connections and kind of coming out of covid and isolation. And I think there’s, people are gonna be starved for, for love and connection and, and meaning and purpose in their life.

And I feel like there’s something happening where people are starting to recognize that, you know, Maybe that the way I’m living is not really making me truly happy and and fulfilled. And so what I’m talking a lot about in my keynotes and with, with a lot of people is three things that really do lead to happiness.

And those three things, and I think you and I can relate on this based on our last conversation. Yeah. One is connection, right? Meaningful connections with others and with. I ideally with your partner and, and, and, and, you know, that’s, that’s the first thing. When you have connection on a day to day basis, you have happiness and all the studies of happiness.

That’s like the main thing is people feel that that deep happiness is right here too. Like there’s nothing to go out and get. That’s anything to [00:39:00] do. It’s just remove removal. Yeah, remove, Remove. It’s, And again, I had all this stuff before, but it was never enough. I was chasing problems. I was chasing money and success and recognition.

Sure. And so now I chase connection. That’s the first one. Growth, which is the continuous pursuit of your full potential. Really challenging yourself physically, mentally, with business to continue growing all the time. And the third is contribution. Really making a difference in the lives of others. So if I can really help.

Focus on those three areas, and it starts in the home. It starts with your family and your kids, and you know you’re significant. Others being present and giving people the time. If I can do that, that excites me because I feel like that’s where I’ve gotten my joy. That’s what got me out of addiction.

That’s what helped me to now serve others at a much higher capacity. And until I did that work on myself, you know, honestly, I didn’t appreciate what was right inside of me and right in front of me the whole entire time. So I guess that’s what excites me most is that. Teaching this and that. It’s really resonating and people are seeing a direct impact in their happiness level, not just their wallet and their [00:40:00] income.

Ian, like this is the perfect transition. So like the first half we learned from you and and learned a ton and what was the coolest part was like towards the end we’re leaking towards the second half in the sense that I wanna learn. About you, right? Like, I wanna learn what drives Ian. And, and, and also just anything about you.

So who are you? . Who am I? Oh man. Who are we? Right? We are, we are the, Oh, it’s such a cool, We’re, we’re, we’re the same. We’re, we’re a product of all the experiences that have led us to this point. Who I am now sure is not who I was five years ago and 10 years ago. Who am I now? I’ll talk to because Yeah, and you spoke about addiction and recovery and all of this.

Like, expound on all of this cuz I, I I want to get all that, that good stuff of your, your. Journey. I’d say, Who am I as reflected in my values? I, I, sure it’s hard to say, I’m this guy, I can put whatever’s on LinkedIn or whatever resume, but none of that matters. What MA matters is your values and your character.

And for me, what what I, who I am is a [00:41:00] person who is just like you and everyone listening to this, but woke. Okay. Woke up to the realization that everything I thought was important didn’t fucking matter. Part of my language. The things that matter in most in life, I have right now and I have in abundance.

And so for me, who I am are my children, my wife, and the love that I share, and my faith that I have. I genuinely am somebody who wants to live the values of integrity, being an honest person, being kind, caring for. People lending a helping hand where I can, giving back to others, not just the sales community, but to others.

I took a call earlier today for someone that was struggling with addiction and, you know, just helped him with where he needed to go. And, you know, I, I just feel that there’s so much more joy in giving than receiving. So I’m genuinely a person who’s been very blessed my whole life to have been given gifts and also been.

[00:42:00] Challenges that I’ve been fortunate through my, through God and through resilience and everything that’s happened, I’ve been very fortunate to overcome these challenges now where I’m in a place where my ego genuinely, I, it’s not about me. Okay? I like to say I’m humble, but it’s the truth. It’s fundamentally my job.

If I am empty inside, I am happy. If I’m not thinking about myself and letting my spirit shine through conversations like this, or coaching calls or trainings that I do, I am in flow for me. So that is my goal, is to dissolve the ego and fundamentally just. Serve and give and use my 20 years of hardships and triumphs and experiences so that others hopefully don’t make some of the mistakes I can and can also prioritize what’s most important with what’s right in front of them, and that’s being a good person helping others.

Being present, like genuinely doing something that you like and that you’re passionate about and, and doing it for the right reasons. And then the money will come as a [00:43:00] result of that. So I, I think who I was in the past was very, very different than who I am now. And it took a near death experience and it took nearly losing my family to addiction for, for me to come out of that and realize all of what I just.

Damn. I mean, it’s so strong. And you, you mentioned that you love helping folks and, and, and you alluded to like foreshadowing wanting to do more work in raising, you know, mental health awareness. Mm-hmm. , right? Can you, can you share like, because you, you’ve transitioned cuz you, you are this incredible historic enterprise seller.

You have created an incredible second to none you know, core structure where you’re helping individual. But you want, you know, you distinctly told me that you want to be so much more and you want to evolve what you’re doing going into the future. Yeah. Share a bit of that. Goodness. So here’s, here’s my story just to kind of give you a little bit of insight.

And I, I share this with a, with a with sadness, but also with compassion and love for my [00:44:00] former self. When I, when I. I struggled with my own doubts. I felt, and I know a lot of salespeople can relate to this a lot. I felt like I wasn’t worthy unless I was hitting my number. I felt like I was never.

Unless I was performing. Right. And, and in, in an industry where you’re measured by the scoreboard and by your income, I think that’s, that’s very common. And during my Rico year selling copiers and printers, I was the guy, I was the number one. Every position I had promoted led 80 people when I left. And then I go to Salesforce, I get rookie of the year, get lucky in my first year.

And so now I have 11 years under my belt, crushing it, and then I miso a three years in a row. Well, during that time, missing quota. I was really down on myself. I was, you know, I couldn’t even look at the mirror. It’s like I was really upset and in the first year I thought it was my boss. The second year I thought it was my team and my territory.

I moved teams in the third year. I had to look in the mirror and say, Wow, maybe it’s me. And, and I remember almost not even recognizing myself in the mirror. It [00:45:00] was, it was nearly an out of body experience after that third year because I saw myself and I’m like, Who are you? You’re nothing. You’re worthless because you just missed again, on the last day of the fiscal year, and it was like the most painful feeling I’ve ever had, to like, feel like I was worthless as a human.

And, and all the while I’m married, I have a beautiful family, and none of that mattered. All that mattered was hitting my number, okay? Mm-hmm. . So I, I end up crushing it. The next year I join a mastermind, invest in myself, finish number. and I remember feeling, I thought, I, I thought this would solve all my problems, but I don’t feel any different.

And then I did it another year after that and I’m like, Whoa, now I have a lot of money in the bank. I bought this house, but I don’t feel any different. Then I have a near death experience and I’m like, Oh, I get it. I have been selfish and pursuing only money. Now I gotta start giving back and, and I start this coaching business and I start giving back and I start making video.

And all the while my ego is outta [00:46:00] control. Now, I, instead of I go the opposite direction, instead of feeling worthless, I’m like, I am God’s gift to sales. Now I have a personal brand. People are paying for my coaching, and here’s what happened. And then I’m gonna get really vulnerable for a minute with you, Jared.

When your ego is flying high, you behave badly. and a lot of times you fall really hard and that’s what happened to me. So 2017, 2018, I’m rocking. I’m the top guy, I’m partying, I’m getting drunk, I’m taking clients out, I’m going to strip clubs. I’m going out and just behaving really badly, hiding all this, lying from my wife and just thinking, well, this is just what top dogs do.

They go out, they party, they celebrate. I work hard, I deserve it. 2019 happens. Now my ego gets even bigger cuz now people are trying to pay me for. Knowledge and skills, and I’m getting a following. I end up cheating. Extra validation. Yeah, extra validation. So I end up going to Vegas and I have a bender and I end up doing something that was out of integrity with my marriage.

Okay. And it was [00:47:00] something that I felt tremendous shame around. Cause I always consider myself a good husband, but I cross the line in in, in a state of drunkenness. And I felt tremendous shame around that, but I would never admit it to my wife. I would never tell anyone about it. I just kind of kept it in secret.

Then I continued to kind of still party. I said, I’ll never do that again. And then a few months later I was back at it and, and then I’m like, Oh, shit. I, I think I have a problem. Okay, so fundamentally, I, I came from, my family is full of alcoholics. My dad unfortunately passed when I was only 20 years old.

He was only 54. My cousin passed away of addiction. My brother struggled. So I, I have this whole history of addiction with the males in my family, but I always kind of denied it because I was a high performer, high achiever, and I’m like, Ah, it’s not stopping me. I’m not in a ditch. So what does it matter?

But once I lost integrity with my marriage, Across the line. I’m like, I got a problem. Okay. So, mm-hmm. , I kept it to myself. I didn’t get the help. I just kind of thought I could do it on my own. And, [00:48:00] you know, basically I had always struggled with compulsive sexual behavior. Right? I’d always struggled with porn and strip clubs, and this isn’t something anyone talks about because it’s taboo, but a lot of men, I know because they tell me in secret struggle with the same thing.

And especially in the sales culture where you’re traveling a lot, you’re drinking. So I basically crossed the line in Las Vegas and then I said, That’s never gonna happen again. But unfortunately, I continued to view porn and continue to kind of do things in secret. Well, my wife is, is a. A Christian woman, and she’s always kind of told me what her boundaries were and she said, This is not okay in our marriage.

So I just didn’t say anything, right? That’s, that’s the bottom line. Well, February, 2020 comes and I’m feeling super guilty about Vegas and I decide, you know what? I’m gonna tell my wife, I’m gonna tell my wife what happened. But I’m not gonna tell her the whole story. I’m gonna tell her a little bit just to ease my conscience, ease my guilt.

So I start telling my wife, My porn. I told her, you know, Hey, [00:49:00] I’m looking at porn. I hope you don’t have a problem with it. And she’s like, Why are you telling me this? I’m like, Well, you know, I know you hate strip clubs. So I, I went to a virtual strip club. I, I went on webcams and there’s women stripping there, which is a very popular now on these, you know, these amateur camera sites.

And that’s what I was doing. And she was pregnant four months pregnant at the time, and she collapsed to the ground and started shaking and convulsing, like uncontrollable convulsion convulsions. I’m like, Oh, fuck what happened. Right? And I share, I share this story openly cuz it’s been 32 months and I’m sober and a different person.

But that’s, that’s where all this is coming from. She collapse. And then it gets worse. She starts having labor contractions. Well, she’s four months pregnant. Wow. So now I’m thinking, Oh, what have I done? We gotta get to the doctor. We get, we, we rush off to the doctor. Right. And all I did was tell her about the webcams.

I hadn’t told her about Vegas or any of the more extreme stuff, and that’s how she reacted. So I’m like, Oh my God. [00:50:00] In the whole time, I’ve always been, I’ve always believed in God, but I. Really internalized how to practice godly values and live godly values. I just believe there was something, but I didn’t make, you know, that how I lived my life.

And I started praying to God. I said, God, please do not take this baby. Do not take this baby. Please let my wife be okay. I I, I don’t care what I have to do. I will get help, please. And we get to the doctor, he puts on the ultrasound device and he basically is, it’s like 30 seconds, a long time. He’s looking, he’s looking.

I’m, I’m, I’m just expecting no heartbeat. I’m expecting that you know the baby. We lost the baby. Cuz if you go into labor at, at, at four months, you don’t keep the baby. It, it’s impossible. It doesn’t happen. After about 30 seconds he pops up and he said, Ian, there’s a heartbeat. Sandy, there’s a heartbeat.

I’m like, Oh, thank God. It was like, it was like such a relief. I can, It’s one thing if you think you’re hurting yourself, it’s another thing if you. Hurting someone else. And it’s a whole different level If you think you’ve murdered your, your [00:51:00] son, that’s not even born yet. And that’s what I felt is I just could have murdered my son cuz of the stress I caused my wife.

So I asked the doctor, I said, What is it? What happened? What? What’s going on here? And he said, Ian, these aren’t labor contractions. These are stress contractions. Your wife has been in such distress over whatever happened. You know that, that, you know, she, her body went in mirrored labor and mimic labor. Mm.

But it’s not labor, it’s stress. He’s like, What is it? You got a girlfriend? Like, what happened? Like, you cheat on her. I’m like, Well, something like that. Right? I, I didn’t get into the details, but that was it. That was my rock bottom. That was February 13th, 2020. It’s been 32 months since I viewed any kind of porn or anything related to what I was doing.

In that process, I also stopped getting drunk. I stopped smoking pot. I stopped taking Adderall. So I’ve had to really, I mean, again, by the grace of God, my baby is alive and healthy and beautiful. My wife and I are closer than we’ve ever been, but that whole [00:52:00] process was one of me. Cleansing all of the stuff that I had bottled up for a whole lifetime.

I confessed to my wife. I got into therapy. I got in a 12 step recovery. I told her everything. She left me for a while. But you know what? It was basic based on her knowing the truth versus her staying because she didn’t, of what she didn’t know, which is the right thing, integrity’s everything. Integrity was everything.

So then she came back and she said, I see you’re working. I went to 90 meetings in 90 days, and like I said, God has lifted whatever desires. All those things inside of me are gone, and I just am so grateful for it. Now, the simple act of watching the sunset or taking a walk or meditating, or just enjoying time with my family, these values that I have, this is who I am now.

It’s somebody who puts family first, who puts God first, who puts service of others first. And I know that by doing that, you know, everything I need will be provided. So that’s, that’s the long winded answer to your question because that’s what got me to this point. Ian, thank you for [00:53:00] sharing that with us.

And, and wow, having those experiences makes you stronger, makes you a stronger advisor and consultant and friend. I live my and for a friend. I live my values. I have wife lunch with my wife every single day. No matter what. I put my phone away. I work out. I just ran a marathon. I spend time with my kids.

Am I perfect? No, we’re all human. We’re all doing our best, but I can tell. I am a different person than I was several years ago, and my values are so different, and that’s what I want everyone to experience. I wanna experience the joy that comes from being present and from giving yourself to others and truly living in integrity and not having things that you do that you’re ashamed of.

If you live your truth and your actions and your behaviors match your values and your beliefs and your words and your thoughts, you are going to be happy. You are gonna sleep better at night, and I get that. Pleasure living that every day. So there’s no secrets for me. That’s why I can share this openly cuz I’m not doing it [00:54:00] anymore.

And I know there’s a lot of people that struggle with the same issues that I struggle with. So I want them to know they’re not alone. And like I said, if anyone needs support, just finally on LinkedIn and I’m happy to take a call and get you to the right resources cuz so many people helped me in, in my struggles when I was there.

Let’s, yeah. So if people want to contact you for anything from enterprise sales for. To challenges with addiction, recovery, just mental anything. How can people get in touch with you? I, I know it’s probably pretty hard to admit this, but. I regularly take calls with people that hear me on a podcast or sharing my story that have never told anyone some secrets, and yep, I, I will take a call with you and I’ll guide you and get you to the right place depending on everyone’s got different vices they struggle with, but fundamentally, If, if that is the issue that you want my help with, like, you don’t need my coaching, you just need my support and my ear, and you can, you can send me a direct message on LinkedIn and just tell [00:55:00] me, you know, Hey, I heard you, I heard you on this podcast, Revenue today.

And, you know, you, you struck a chord. I’d love to talk to you, you know about my struggles, something like that. Send me a dm. I will write back, I will take a call with you and, and help, help guide you cuz again, so many people were, were doing that for me when I was in my. Darkest moments. If you want sales coaching and you wanna join my program it is sold out for 2022, but I am taking clients starting in 2023.

So there is a wait list. Just go to unap your sales potential.com. That’s untapped your sales potential.com. And you’ll see a wait list form on that page. Just click that. Or if you want to go right to the wait list form, you can go untap your sales potential.com/waitlist. I do private coaching, I do group coaching in a mastermind, or you can just take my course online.

So that’s easy to do and if you wanna just get some content for me and follow my, my, my content just. Subscribe to my YouTube channel. I put on new videos every week, or DME on LinkedIn. Connect with me and I’ll get you [00:56:00] my newsletter and you’ll get a a free training every week that way. So there’s all kinds of ways to get support.

And Ian we spoke about doing some mental health stuff together, so like let’s let’s put that into reality. It’s being recorded, so hopefully that holds us accountable there. I can’t thank you enough for coming on. I know. There’s somebody in the audience that’s gonna listen today that is gonna, is gonna learn a ton about enterprise sales and there’s somebody else that’s gonna learn a ton that there’s other people out here to support you.

So whether no matter what camp you’re in, you might be in both. And and, and, and Ian’s here for that. I’m here for that. You, you have people out here. Thank you for your time, man. It means the world to us. Absolutely. And thanks for, thanks for inviting the conversation and the questions that got me to share some, some very intimate details, which I feel.

Can help a lot of people that may be struggling in the same issue, especially married [00:57:00] men in sales, that that might be out of integrity with their behaviors. Yeah. And, and I want to thank the audience. If you learn something today or laughed or you know, had something hit you in the fields, tell somebody else about it.

You know, we’re, we’re here for you all. And Ian, thank you again. It means the world to me to have you on here. Absolutely. Thanks, Jared. Have a good one. Whoa. Another great episode of Revenue Today. For show notes, links and mentions, visit revenue today.live. For all my friends in the Rev Genius community, thank you.

It’s been awesome to spend this time with you. Please DM me any feedback and ideas in our Slack channel or on LinkedIn. If you’re not in Rev Genius, join us at Rev Genius dot. It’s free and it only takes like two seconds and you’ll be joining a group of 27,000 revenue professionals strong. We’ve got it all.

Looking forward to seeing you there. Catch you on the flip side.[00:58:00]

Thank you on.

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