Sean Carson

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.

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?

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.

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.

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

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.

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.

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.

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.

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,

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,