What’s Taking You to the Next Level? – Ruby Raley

Transcript:

Thu, Sep 8, 2022

SUMMARY KEYWORDS 

sales , people , role , team , crm , api , organization , technology , blocking , ruby , important , customers , procurement , build , leader , sales manager , deal , impeller , account , move

SPEAKERS

Ruby Raley & Christopher Smith

Intro

Welcome to the Sales Lead Dog podcast hosted by CRM technology and sales process expert Christopher Smith, talking with sales leaders that have separated themselves from the rest of the pack. Listen to find out how the best of the best achieve success with their team and CRM technology. And remember, unless you are the lead dog, the view never changes.

Christopher Smith

Welcome to sales lead dog today on sales lead dog, we have Ruby Raley, VP of Sales for Axway. Ruby, welcome to sales lead dog.

Ruby Raley

Thanks, Christopher. I really appreciate that. You know, it’s kind of surprised you reached out to me, but I’m excited to chat with you today and talk about sales.

Christopher Smith

Awesome. Well, don’t be surprised, because if you take a Ruby’s LinkedIn profile, you’ll understand why we invited her on to sales lead dog because she is a sales lead dog. Right.

Ruby Raley

Thanks. Yeah, I appreciate that. I really do you know, what I do at x, y, just to kind of follow up on that is I lead one of our sales teams, XYZ, a 20-year-old digital integration company, we’re very well known. We’re International. We have verticals associated with financial services, health care. We have a lot of government accounts and a lot of supply chain accounts. We are trusted to move data by many of the largest companies in the world. And in fact, many people can’t make payroll if our software isn’t working, and healthcare were used across the board, whether it’s from clinical data trials, clinical data for clinical trials, submitting that to government agencies around the world, to pharma distribution and managing shipments of controlled substances to a sitting behind being the front door being the secure front door for data exchange for health plans. And then our big push right now is with API’s and something we call amplify, which is a way for organizations to get more reuse more value out of the API’s, regardless of what platform they were built on. We work with all platforms. And we really changed the game for consumer experiences and develop experiences by using API’s.

Christopher Smith

Yeah, it’s, you know, if you’re not in the tech space, you may not have a clue what API’s really are all this stuff. But it, it really is, when you think about all the different businesses that all have to work together, just to support a supply chain, and all the information that’s flowing back and forth. Somebody’s got to do that. And someone’s got to support that. And it’s got to be 24/7 365. It just has to like, like you to your point, can make payroll if we can’t send this data, right. And so that it’s amazing that, you know, thrilled to have you on the podcast. And because there are companies like x y out there that do these things that really keep our economy moving.

Ruby Raley

Yep, I like to say if you think about it in history, when it was sailing around the world and trading, people would take letters with them. And the letters would say, hey, I’m a real person, I have a real account at a bank, I am good for this amount of money, you can trust me, oh, here somebody you know, is like vouching for me. And today. And then we kind of move to File Exchange and EDI, where we use certificates to kind of represent Hey, we are who we say we are. We’re trustworthy party. We have nonrepudiation. So, if I give, if I send you an electronic order form, I won’t revoke it and pretend that I didn’t mean to. And, and that was good. But it was slow. It was so much faster than paper, slow. And now API’s are letting us do this in real time while people are waiting. So now I can identify myself I can we call it authenticate ourselves, we can exchange data, and we can make a new experience meaning a new service. That’s part of what I do at x, y and maybe part of what you do Christopher at your company, maybe part of what three other companies do quickly and do something brand new that never existed before. And do it in real time so that people can actually complete an experience in one session as opposed to waiting for some paper to show up at their house and then taking another action.

Christopher Smith

Ruby thinking back over your career. What are the three things that have gotten you where you are today to be so successful?

Ruby Raley

You know, it’s always hard for me when I It has these, these very short type questions. Off the top of my head, I think first relationship, you know, many times, and my career, the reason I got to sit in a new seat was because someone I knew recommended me, or someone sponsored me into an organization. The second is learning, I think all technologists have to adopt Lifelong Learning mantra. But to me, I read constantly, I try to absorb as much as I can I read about a variety of things. And then the last thing is just grit and hard work. You know, it’s like, it doesn’t matter how smart you are, if you don’t put the work in the results don’t come.

Christopher Smith

You know, I talk about Tom Brady all the time. He’s one of the hardest working players in the NFL, if not the hardest working. And it’s easy to look at that success and think, oh, that must have come easy to him. There’s always you look at anyone who’s really successful, there’s always a boatload of hard work behind them.

Ruby Raley

Absolutely. Tom Brady’s like my husband’s favorite sports persona. So, it’s nice that you mentioned that as well. My husband will be psyched if he really listens to this episode.

Christopher Smith

Yeah, yeah. Did you start out wanting to be in sales?

Ruby Raley

Um, no, I actually started out wanting to do real time control systems. I was fascinated by it. I had a minor in operations research. And I loved game theory. And I wanted to do wanted to write code that changed things in the real world. So, in today’s world, we might call I might have gotten into robotics, but that’s what I wanted to do. It was hard to find that, and I steered around and got to do some of it not as much as I wanted. And I actually liked talking to people, and we get tired of sitting at my desk. So, I became like, the liaison, the customer requirements person, then the team lead, and I worked my way up the organization and, and decided software was software companies where I’m most comfortable. I love the people I work with, and software companies. And that’s where I currently am. And I’ve done lots of different things and software and technology.

Christopher Smith

Yeah. So I imagined that broad background really helped you get started in sales.

Ruby Raley

Yeah, you know, one of the things I learned early on and defense contrast, contracting was imi or individual marketing initiative, which is kind of like what other companies call it’s always be marketing, where, even though we were serving in some sort of coding or consulting firm role, we were always asked to market and look for the next opportunity. And then soon as a technology lead, I was partnered up with salespeople, especially in logistics and supply chain work, because technology was becoming more essential to delivering all kinds of services. So, they dragged me along as a technologist to convince the customer that we could do the technology. Then I started building all the slide where I started building the value props, I started helping make the case and side by side selling and I did that for many years before I actually set in a true sales seat.

Christopher Smith

What do you remember, some of those are around the early lessons that you now still leverage in your role as a leader?

Ruby Raley

Yeah, there’s, there’s some, um, you know, one of them is, be careful not to oversell like, you know, I, I like to create an envision and you can get too far ahead of your product team and too far ahead of your organization. And frankly, it’s not a good experience for customers, customers really don’t enjoy surprises, and they don’t enjoy struggling through delivery cycles. So, you know, learning how to sell just far enough ahead and not so far ahead was important. You know, other things certainly come along, I think, communications and listening and working. Certainly, COVID was hard for a lot of us salespeople because we had to learn how to do things, we used to do on a whiteboard over an internet connection, where we might or might not really be able to understand the room. Because people were all over the place. They weren’t in one room anymore. So, there’s been a lot of things that I learned over the years. But you know, what I find is you can build on what you already know and work on adding a little bit at each time.

Christopher Smith

What was the hardest thing about your transitioning to sales leadership?

Ruby Raley

forecasting?

Christopher Smith

Really?

Ruby Raley

Yeah, let’s talk about forecasting, you know, so when you’re in sales, or side by side with sales, like whatever role you’re in, you don’t usually forecast across anybody but yourself. And I had been a product manager. And I’d had to set dates before, I had to estimate things. But it’s different with forecasting. Because, you know, in sales League, one of my sales leaders once told me, your job is to get customers to do things on our timeline, not on their timeline. So, you’re always trying to get things done at a certain rate of speed that the customer might not be bought into. And so, you’re trying to judge how much risk you have. And really, a lot of the old selling methodologies weren’t really focused on helping you with that. Recently, we started using med pick. And that actually has helped me think about a data driven way to forecast as opposed to like forecasting from your gut or your experience. And I’m really eating that up because I kind of am a data person. So

Christopher Smith

no, I don’t think gut is really a great way to forecast. Sometimes. It’s all you have. No, but it’s, you know, if our gut was that great, I think we all be winning the lottery on a regular basis. Right?

Ruby Raley

All right, I’m sure I would on quite a few stocks be highly successful.

Christopher Smith

Yeah, yeah. Do you have a particular philosophy about how you manage your team as a sales leader?

Ruby Raley

Yeah, it’s not one of the ones in books, but I really look at it as like a coach player kind of role. I’m, you know, I’ve managed a lot of teams in my life. And I think some sales managers come to the table without thinking about team development, they think about selling, and it’s all about selling. But I’ve never been in a company where I could have everything, I want it so many times, when you step into a role, you inherit the team. And they all have different skill levels. And there’s a certain kind of thing that I call blocking and tackling. And I’m sure many of those sales managers that you speak to Christopher also use the word blocking and tackling, there’s just certain basics in the selling movements that we all do, that we need to do. And it’s that I start with that, but I have to really understand what people are good at and help them know what they’re good at. And encourage them to have confidence. And then also build them up where they have a weakness and help them compensate for that. And I find in sales, we get beat down, we get nose. So, you’re out there, your boss is telling you got to prospect, you got to get opportunities on the board, you got to do this, you’re gonna get almost nine times more noise than you get. Yes, it’s so you, when you look at it, the old saying was, you know, pretend your give yourself $1. For every outbound conversation you have, you know, you’re only going to have one of those dollars that actually converts into a sale. So, we’re all getting nose all the time. So, when you think about that, then I think one of my jobs is to help people have confidence and get back out on the field and play again, not just get beat down from the nose,

Christopher Smith

which is a major component of selling, can’t avoid it. It’s really good. And yes, you’re not trying hard enough.

Ruby Raley

Yeah, or, you know, you’re in a company we all want to go sell and because most of us don’t have that luxury,

Christopher Smith

no, no, we don’t, we don’t. What’s more important in a sales leader, that that drive or empathy and connection with your team.

Ruby Raley

You know, every time you move to a new seat in your professional career, you always have to remember that what brought you to that seat might not take you to the next level. So certainly, I’m still the intense must do project manage to the nines, all over tasks that I used to be. But if I’m really going to be successful, I have to develop trust with my team, I have to hand actions off to them. And I have to check in with them and keep them on track and not let them be distracted. But I can’t do all the work. So, you know when we’re in a in a leadership position. And I think this is true, not just of sales, but it’s particularly true of sales because I think all of us like to get in there and meddle with the big deal. holes in, you know, oh, you know, I’m coming with you, this is the key account, I gotta be there, you got to invite me to the meeting. So, it’s always a little bit hard to back off and let it run without you making it better by being there yourself. But you’ve got to have that level of confidence and trust with your team that you can let them run. So, you can go do something else help someone else make a difference in a different way. And that way your team can get more production and more push to the future.

Christopher Smith

What do you like to do when you’re in a new role, those first 90 days to establish that rapport with your team.

Ruby Raley

You know, it’s really very popular still to write the 90-day plan, I’ve yet to see a 90 day plan that actually delivered the way you wrote it when you showed up, I think is really important when you’re coming into a DEVELOP team. I mean, like not a startup, but an organization that that has success and is working, that you spend some time listening, not just to your team, but to all the teams that interact with your team. So, one of the things that I want to do is a 360, I want to go around, I want to understand everything. And I do not want to dismiss the weakest member of the team, like sometimes as a salesman, a new sales manager, your boss will say, this guy’s an idiot, you know, one of the first things you’re going to do is get rid of the idiot, right? And then you go talk to the idiot, and you discover that, oh, he’s Wow, whoa, whoa, this guy’s got something, you know what’s holding him back, he doesn’t understand the technology, he is not focused properly, he doesn’t have time management, then maybe you recover it, because right now, and it’s more so than it’s ever been in my career is getting rid of one person may is very hard to replace, because there’s so much going on with the great resignation. And everyone, you know, moving through positions and opportunities, even now with, you know, the pressures of inflation, there’s still a lot of jobs on the market. So, you know, making sure you think through your assessments and not jump to conclusions is super important. And you can’t build trust. If you’re you take your first impression, and you lock in on it, and you won’t let the person show you, their skills.

Christopher Smith

Do you use assessments at all? You know, when you’re evaluating you’re coming into a new team or as part of your hiring process?

Ruby Raley

Not in the sense of questionnaires? Is that what you meant?

Christopher Smith

Yeah, exactly. Yeah, party assessments?

Ruby Raley

No, I don’t. I do have a tool I learned when I was a divisional CIO. And that’s one of my customers described it as you find a hole and you drive a tank through it. So said the, the, the sense is you ask people to explain an opportunity, a key account situation, and you see if they can do it. And a small number of words, my best friend calls it 25 words or less. I don’t usually do that, because I have a struggle with 25 words or less too. But if you can explain something, then you understand it. If you can’t explain it to someone else, then you don’t understand it, you have to either or go do some work. Or it could be assigned that you can’t handle the situation you’re in. And maybe that is a sign that this person doesn’t fit the role they’re in and you’ve got to take some action as a leadership as a leader. But is very true that you can catch people who are making it up because they tend to cycle and they cannot crisply explain what’s blocking them.

Christopher Smith

Interesting. Interesting. Do have everybody has a down cycle. If you’re in sales long enough, you’re gonna hit a down period. Yeah. Do you engage with that team member? That’s in a down cycle?

Ruby Raley

Yeah, it’s true and in and in sales. This is one of my mantras is avoid the cliff like this is why in sales, everything keeps coming back to basic blocking and tackling. You cannot as a sales manager forget to train on basics. Because then we start running sloppy plays, we start losing position on the field, we’re going backwards instead of forwards. So, you’re always working on the basics. And one of the basics is avoid the cliff and the cliff is As I went, after all the easy stuff, and I didn’t do the prospecting, to set up my future, so I’ve cleared my pipe, this can happen at the end of the year. If you’re on a calendar year, like in q4, you clear the pipe your hero, you get into q1 and you’ve got nothing. And you’re starving, you have your, you know, and then what do you have to do, you have to work twice as hard on the prospecting as twice as hard. And you work your butt off, and you climb back to the top of the cliff, and you fall off of it again, because you closed everything in q4, and you got nothing in q1. So, this is one of the cycles. And it’s one of the things that I fight every year, and I still have bad q1. So, I don’t think I have the magical key to this. But I do know that if we’re not constantly filling the funnel, we will starve at some point. And you gotta get back out there and get going. And there’s a lot of time management and thinking about that. Because in lots of organizations, including Axway, it can be all hands-on deck to close a large deal. And you’re not you’re not filling your pipe while you’re doing that, right.

Christopher Smith

What is your thinking back over your career in sales, and now you’re in a leadership role? Is there a story that you have around failure that you share with your team to help them through those down periods?

Ruby Raley

I have a couple. You know, often when a salesperson is down, there’s something going on in their personal life. That’s taking time and attention and mental horsepower, and they can’t manage both. And I’ve had situations like that myself, where I was in a high stake’s presentation, my daughter was sick. I lived in Atlanta, I got on the plane, I flew to LA, I built the demo. And the presentation was a proposal defense. I go in I present to the team. But I have been the couple of days before that dealing with my daughter’s situation. And we didn’t win. And it was hard for me to accept that some of that was one maybe because I hadn’t put the prep into it that I needed to and that you know, and one of the things we have to know is we’re not going to win all of them. And it’s okay. And then what you got to do is take that time for balance. So, another part of the coach role is making sure people get balance, because in sales, you’re always sprinting to something, and you don’t have a good time to take a break. So, you’ve got to have that recharge your mental health. And if your sales team is young and highly intense, then as a leader, then you’ve got to kind of make sure they’re balancing all that out. We all know people in sales, including myself, that go through a divorce or a family situation because their work life balance wasn’t right. So, you know, one of the things you got to watch for is that and it does matter as a sales leader, because you pay the price when that person isn’t fully in the moment and able to give their best it is true is their personal life and you can’t meddle in that. But as a leader, if your team isn’t present and there, then you are not going to win at the level you had hoped to win. So, we’ve got to think about it.

Christopher Smith

Oh, you bet. What role has coaching, or mentorship played in your success?

Ruby Raley

Lots. I’ve been lucky enough to have people who believed in me and gave me a shot, sometimes sight unseen. The reason I’m sitting in this position is because people who were on my team, and who had been on the team and had left actually recommended me. So, the general manager at the time did not know me. But based on those recommendations, he reached out and offered me this job five years ago, and I was job hunting at the time I had been working for startups, I loved my startups. But my bank account told me they did not love startups. So, my bank account told me I needed to work for an established company. So, I was able to interview for this role and take a shot at it and really happy that I did.

Christopher Smith

That’s awesome. What do you think it was about you that made him say I want Ruby in this role?

Ruby Raley

I don’t it’s hard. I It’s a hard question that you know, what a gift it would be to see ourselves as others see us, as they say, Isn’t that the truth? Right? What I hope is that it’s my positivity. It’s my work ethic, it’s my grasp of my industry, and technology space that I bring to the table, and I help everyone be better, you know, as a leader. In a really old book, called up the organization, Peter Drucker said it as well, you know, one of the one of the managers roles is to remove his employee’s excuses for failure. So, I can’t remove the failures, those happen, but I can remove the excuses. So, my job is to make everything better.

Christopher Smith

No, I love it. I love it. Let’s talk a little bit about technology. CRM, do you love it? Or do you hate it?

Ruby Raley

You know, we have to realize that the way we use CRMs is as a system of record, it’s a rearview mirror. It’s not. So, you’re, you’re looking at the past, you’re looking at the steps that have been done in the account or in the opportunity, you’re looking at recommendations with decisions that are recorded in there, you’re looking at the past, this is extremely important. In a technology organization, your business is running on the backs of the business that your sales team, and of course, everyone else, down the line marketing all the way to r&d and support are bringing to the table. So, you’ve got to have that documentation, I tell my team point blank, this documentation is not for you is for me, and those who come after you. And you have to put it in there. Because if it’s not in there, it’s not real. There are no excuses, if it’s not in the system is not real. But that system is not yet able to guide us to what the next move should be in large accounts. You Yeah, I think there’s a difference between selling to consumers and selling to businesses. I’m in the b2b space. And I think that those especially Key Account work it there’s like nuances and people and processes in place that while there’s similar, there’s variances and you have to have a plan, you have to know what the process steps are in those organizations, and you have to be moving those process steps to when you think the close date should be or you’re going to slip the opportunity or you’re going to get sent back a couple of steps in the process when you missed some committee that has to review your opportunity or your technology before you can move forward. And sometimes you miss getting a sponsor, if you don’t, our med pick would call it the champion. If you don’t have the right champion, you might not get it done because they don’t have the organizational stock or the organizational willpower to push something through. So, you really have to look into the future, not just into the past. But if we don’t record the past, we will be useless. So has to be done.

Christopher Smith

How many months are your sales cycle?

Ruby Raley

We have a pretty average one from what the people I interview Tell me. And we’re, you know, six months on the small things and nine to 12. One large thing.

Christopher Smith

right. So, And I imagine it’s a fairly complex sales process, right? It is. Yeah. So, to me, that’s another way CRM really benefits an organization like yours that have long sales cycles, you have complex deals that you’re working, there’s no way you can keep that all in your head or in a spreadsheet or anything like that, you have to have a tool to help enable that that process.

Ruby Raley

Right? I agree with that. And you have to keep a record of it. Because there’s always someone in your organization or in the customers organization is going to ask you, why is this the way it is? Or what did you do there, and you’ve got to have the record. But you also have to reflect forward and create a plan for that as well. And sales like to do that in their head. Because they don’t like to write it down. And I understand that, you know, I want to be unique, I want to be special. I don’t want to be replaced. I get all of that. But the process of writing it down is why we all take notes in class because your brain is connected to your hand. And when you write your notes down, you strengthen that mental connection, and you clarify in your own mind what you need to do. So, we all need to do it. Whether we publish it to anyone or not, but we need that and in sales. Sometimes people need to talk it out. So, a lot of what I do and in the coach role is we talk out the closing. So how are you going to close this? Where are the hooks? You know, what’s going to? How are you going to deal with procurement or whoever is the blocker in the account? And what do you do, if they block you, you know, and that’s why I like the sports model, because you have a play, you want to run, you get out on the field, you start to run it, and somebody’s read the play, and they’re blocking you. So, you have to be able to adapt and move around it and still try to move the ball or at least not go backwards. And so that is really important. And some of us are better. When we talk it through. If we wrote it down, we phone it in we, we say oh, gotta gotta gotta get procurement to sign off on this gotta get through the portfolio committee got to get a legal sign off got to get the security sign off. But we wouldn’t really think about, well, is that security assessment going to take a week or a month? You know, or is procurement? Do they have an MBO that says they get paid if they take 20% off your deal? Like so do you need to anticipate that procurement wants another discount that you didn’t have in your plan. So, you’ve got to think through those things. And I used to say, you have to play chess, not checkers. But then I read that checkers is actually more complicated. So I can’t say that anymore. So, I have to use more. So, I have to fall back to sports and you’re running a play and your guy got blocked, and you got to find another person to throw the past to or you got to run the play instead of passing. So, you’ve got to have some plan on what happens if it doesn’t work the way you thought it would.

Christopher Smith

You have to life happens, you know, there are no perfect plans. And so, you have to be able to adapt and have that strategy. What’s your biggest your personally your biggest struggle with serum?

Ruby Raley

I’m mostly I get what I want out of CRM. My biggest struggle is it doesn’t help me with governance, and I have to go back to Hey, you didn’t update this? Hey, you didn’t do that. Hey, did you put your notes in this week? Yeah, do you think that’s the right close date? You know, those kinds of things. And that’s why I keep going back to you. It’s all about block basic blocking and tackling because you think, oh, well, you’ve already explained accuracy. You’ve already explained the CRM, you’ve already explained the close date, they know how important it is, why do you have to keep reminding people? But you do.

Christopher Smith

Oh, yeah, you do. And it’s like, I use this module all the time with our clients. Like in the moment, you have to build it like muscle memory, where you’re doing everything in the moment, because if you leave it to the end of the day, or the end of the week, forget it, it’s going to be garbage, it’s not going to be near as complete if you just do it in the moment. So just build that muscle memory. Do it in the moment and move on with your day.

Ruby Raley

That’s true, you won’t have the nuances that you had in the moment, if you wait until later.

Christopher Smith

Oh, yeah, I mean, my memory sucks. I do this from personal experience. It’s like, I remember socks, and I’m sitting there like, I know, we there was more to this, but I can’t remember it’s gone. You know, the moment, you know, different outcome.

Ruby Raley

That’s very true. It’s also important for sales, like I said, you’ve got to be able to multitask, and you’ve got to be able to time manage. Because if you’re only working one deal, you have a luxury that most of us don’t have anymore. So, you got to not only work that deal, but you’ve got to be working other deals. So, making sure you’re balancing all those out, and you’re giving all of them the right amount of time in a given week is more challenging to do than you think because we still run from meeting to meeting only now as from zoom call to team call to, you know, WebEx or whatever. And sometimes that’s even worse, because you don’t even have the chance to like, at least when I was in enterprise land, you had what I call change class time, where you walk down the stairs to the next conference room, right? And you could, you could at least like kind of like, collect your thoughts and you’d have a minute for everyone got in the room. But now with the calls back-to-back. I have clients and customers who are only booking 50-minute meetings, and they align on they either start 10 minutes after the hour or they end 10 minutes before the hour to allow people to have their bio break and to get their head adjusted to the next topic. I think that’s a pretty smart move.

Christopher Smith

I think that’s a very smart move because it’s like I was thinking you know, too, it’s like I miss drive time between meetings where you can sit in the car and you can don’t have the music out or whatever, but you’re thinking you’re clearing your head, you’re prepping for the next meeting and you’re getting that transition time.

Ruby Raley

Another good sports analogy right there is the visualization. Right? So, it’s really important to visualize that your what you’re going to say what your closes how you’re going to do your pitch to a new client to visualize it, think it through and in the car or for me on the plane a lot. It’s a great time to be in your head thinking oh, I’m gonna do it this way. Oh, no, like replay we do. I’m not good at doing it in front of the bathroom mirror. You know, I know that’s like people tell you I’ve never been able to do that. Maybe I don’t like how I look. I don’t know. I love the transit time. Like whether you’re in train a plane and automobile like that transit thinking time as like, I really miss that. And COVID

Christopher Smith

No, oh, no, I know. I hear you. Ruby. It’s been great chatting with you here on sales lead dog. If people want to connect with you. If they want to find out more about Axway, what’s the best way for them to do that?

Ruby Raley

Sure. So, if they want to connect with me, I’m on LinkedIn. Look up Ruby Rayleigh. I live in Florida. I think my pictures on there. I think it’ll be easy for people to find me. I’m currently at x way. And you can reach me if you want to talk about x way. And I’d be happy to talk to you about API’s even if you don’t want to buy an API engine. And my email address is my first initial last name. So, our r a l e y at x y.com.

Christopher Smith

And if you did not catch that, it will be in our show notes. So, you can check that out at impeller crm.com forward slash sales lead dog. You will find rubies episode as well as all the other episodes of sales lead dog so be sure to check that out. Ruby Welcome to the pack.

Ruby Raley

Thanks. I love dogs. I’m happy to be a pack member. Awesome.

Outro

Thank you. As we end this discussion on sales lead dog, be sure to subscribe to catch all our episodes on social media. Follow us on LinkedIn, Facebook, and Instagram. Watch the videos on YouTube. And you can also find our episodes on our website at impeller crm.com forward slash sales lead dog sales lead dog is supported by impeller CRM, delivering objectively better CRM for business guaranteed.

 

Quotes

• “I like to say if you think about it in history, when it was sailing around the world and trading, people would take letters with them and the letters would say, hey, I’m a real person, I have a real account at a bank, I am good for this amount of money.” (3:21-3:34)
• “I think all technologists have to adopt a lifelong learning mantra. But to me, I read constantly, I try to absorb as much as I can, and I read about a variety of things.” (5:22-5:35)
• “Be careful not to oversell- I like to create and envision and you can get too far ahead of your product team and too far ahead of your organization.” (8:43-8:56)
• “Every time you move to a new seat in your professional career, you always have to remember that what brought you to that seat might not take you to the next level.” (14:10-14:18)

Links

Ruby Raley LinkedIn
Axway LinkedIn
Axway Website

Empellor CRM LinkedIn
Empellor CRM Website
Empellor CRM Twitter