Sean Carson
speaker
150 appearances
2 recordings
1 series
first heard Mar 2025
last heard Apr 2025
Sean Carson’s voice in public audio — every appearance, attributed to the second.
Trend
recordings per month · last 12 monthsNo recordings in the last 12 months.Older appearances are listed below; set an alert to hear about the next one.
Appearances
It's typically over a 30 or 45 day period so that we have very, very good visibility into where the business is at and where they're looking to go and what the opportunities are either to correct things to help that or to add things to increase that. So when we think about what we're looking to accomplish, the fundamentals really come down into a handful of categories.
One, are you focused on, from an outbound perspective, talking to the right types of customers, your ICP? Do you have one built? Do you have the right messaging that's actually communicating your value to those individuals or to those organizations? And then are you supporting your business with the right individuals to actually be the conduit to deliver that message?
And so a lot of what we do is look at the team construct, the makeup, Those are some fundamental things that are really important. And we're leveraging, as I mentioned before, we're leveraging a lot of what I would call qualitative and quantitative capabilities to support businesses. We indexed probably close to 4,000 sales professionals in composite proprietary assessment makeups.
We've trained over 600,000 sales professionals. And so we have a lot of data. And what we do is help take that data, structure it in a way that's gonna be useful for our clients so that they can get to decision points, either validating them or disproving them to make better decisions about the people that are working inside their business and the customers that they're approaching.
Yeah, it's a great question. And it's a mix, Scott, to be honest. In some cases, people assume that they know, right? And what we do is help to test those assumptions based on data analysis. In other cases, they really don't have an idea and they're trying to go a little bit too far wide and
where we can help is refocus their attention to help define who that ideal customer is and where they're actually driving value for customers and how to continue to do more and more of that. So there's definitely a correlation. I think the more mature a business is in their journey, the better they have done at figuring that out.
The less mature or the more early they are, irrespective of how long or how short they've been affiliated with a private equity sponsor, we tend to see a little less confidence in the answers to some of those questions.
Well, a third of businesses are putting their head in the sand and ignoring it, right? Which I think is a normal human response. A third are paying attention, but not really actioning any type of execution decisions. And then there's this subset of clients that we're working with that have, you know, in conjunction with us, started to get a little bit proactive.
And so a good example of that is we're working with a client right now. We've helped solidify their ICP. They have exposure to the current friction in the market. And so what we're doing is we're creating like a prioritized ICP businesses that are limited in tariff exposure and doubling down on their outbound and go-to-market execution focused on those companies, knowing a couple of things.
One, they're likely not going to be as impacted. So therefore, decision-making can be more normalized versus just looking at the target prospect database of everyone and anyone. And so they're really time-boxing a lot of outbound effort in that context. And the assumption there is,
They should receive normalized results in pipeline, customer acquisition, and revenue throughput as a result of that versus continuing to spread their sales resources across the entire sellable addressable market, which has a mix of those companies that do have exposure.
Yeah, absolutely. Big levers to pull right now. Contract extensions, offers from a marketing capability in terms of decision-making now and deferred payment capabilities. People want business booked. And I think revenue leaders, those that are being very strategic, And their partners in the boardroom are looking at it as an opportunity to accelerate growth in the very, very short term.
And I'm talking over the next weeks, if not month, until things potentially calm down or maybe get worse. In either case, you're providing yourself with an opportunity to capitalize on your share.
You know, again, it's probably a little too early to give a ton of confidence. When I think about some of the clients that, you know, have prioritized this, we're actively engaged in that dialogue. And, you know, there's also a major important area focuses on ensuring you have the right coverage. You see it in the public markets now. People are taking forecasts down.
I think it's important to be realistic. If you're going to tighten resourcing, make sure you have the appropriate adjustment in the overall revenue plan and business budget as a result. Many, many revenue leaders and CEOs you know, are not thinking about it as holistically.
And so when they think about shifting resources or priorities, just understand that that's going to have an impact, not likely tomorrow, but several months from now as a result. So I think we are seeing it to an extent. Some organizations are being very proactive and tapping us to help support those strategies. Others tend to be taking a little bit of a wait and see approach.
Yeah, I think the most important thing is to talk to your customers and talk to your frontline leaders and to the people that are out there in the market every single day. Be curious before you're critical. That's an important mantra that we have. Truly understand where you're driving value. And then think about ways that you can continue to compound that value in the market. And so, you know...
There's definitely an importance on leveraging emerging technology and capabilities, AI, in your strategy and execution. Don't try and do everything all at once. My boss has a good saying. It's like, don't run with scissors because that can be problematic and very distracting. Try to focus on what you're doing really, really well and continue to drive towards that.
with the opportunity of expansion.
In terms of specific to go to market, ourselves, the companies we're advising and our partners, we're getting really, really focused in delivering value first and ensuring that even in commoditized markets, you have a plan of driving thought capital to your customer base and your potential customer base, ensuring that people look at you as a thought leader in the space.
Showing 21–40 of 150 · page 2 of 8
← Previous
Next →