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.
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Appearances
and can help provide insight and perspective to improve their business. That's always something that I think people can tend to lose sight of, but it's an important one to focus on.
Yeah, absolutely. I mean, I mentioned earlier, we take an inside out view. So we typically will spend several weeks with an organization once we're engaged. And the data analysis is a critical component of that. Many of these businesses, as you mentioned, they're mid-market size businesses. They don't have tremendous amount of internal resources.
So we try to support them in pulling together information and data that can be usable and help understand why where there's health in the business on the commercial organization and where potentially there could be, you know, some areas of opportunity. And so, you know, as we think about that exercise, that's critically important. Data analysis is first and foremost.
From there, we can draw some assumptions about, And then we provide a lot of times, you know, what we call like a high, low or a probability index into those assumptions. And we're not talking about a lot. You know, it's typically two or three things that are executable within several weeks of And then some which tend to move forward into months. But our total engagements last 12 months.
And that involves all things that we're doing on the execution side, not just consulting. But one of our core components is we own the execution in conjunction with our clients as a way to mitigate risk to them.
Yeah, depending on where... they're resource constrained. In many cases, we can take an advisory role. We can be the interim CRO. We can support the CRO or sales leadership team with augmented sales talent resources. But we're working very, very tightly correlated with that team and owning the outcomes.
And what I mean by that is, you know, we've got that revenue plan that we've helped to solidify with them. And then we're going to resource and staff both restructuring internal resources to align to that, or supporting them with some augmented personnel to help drive towards those outcomes.
And ultimately, it's SEG's responsibility to ensure that those targets are hit, or we need to continue to refine as a function of the plan that we've outlaid for business.
Yeah, and it's a great point to surface up, Scott. So, yeah, demand generation, outbound, lead gen. Again, we're going to fill the holes or increase the areas of where opportunity may exist. Anything commercial falls into that category. We have a fully blown marketing and revenue operations team that supports our engagements.
So we work with a business that was an industrial manufacturer, domestically based. 90% of their organization was inbound via their e-commerce channel. And they knew at the time that they were...
receiving orders from massive size businesses, Walmarts, you know, targets, et cetera, but they had no actual direct outbound or sales function to meet those customers where they were at and to proactively engage with them. And so part of that
process in working with us was to help solidify an appropriate, you know, demand generation infrastructure to support them beyond just paid search and their e-commerce channel, and then build a team underneath that to develop an ICP and to develop talk tracks and, you know, sales process and sales management and truly build that outbound infrastructure from the ground up.
And then once it was fully productive, that client had the opportunity to lift and shift those resources and infrastructure into their business. And so that was a widely successful engagement for us and a good example of where we did kind of everything under one umbrella.
Yeah, sure. As it relates to demand generation, I think it's really important to provide focus on two types of what we call journeys that exist for potential customers. Some customers are very early in their process and it's not warranted to engage with them. We call that early buyer journey work stream.
And then there's later buyer journeys who are actually customers that are actually ready to engage. And so really understanding the difference is critically important. I think a lot of organizations fall into the trap of just putting everybody into one bucket.
And it's important to, you know, create more consistency in your measurement on, on separating those out buyer intent is really, really important. And so a lot of what we're able to do is to establish strategies that help provide visibility into where and how potential customers are engaging with either your existing customer base, your partners, your assets, your information, or the, the,
materials that you're putting out there to provide exposure for your business. And so, you know, those are, I think, two critical things when we think about demand gen that are really important. The old methods of, you know, throw everything against the wall and hope something sticks are still being done every single day. There's a lot of companies that are doing that.
I think the challenge is that you get some success, but it's unpredictable, right? So when we think about a true direct sales and commercial organization, what everybody's really after is predictability. Yes, we're going to grow revenue, but we want to be able to do it in a way that we can understand and predict it going forward.
Yeah, I love that question because it comes up often, right? And particularly in verticals that tend to be a little bit more commoditized. The reality is there's a lot of valuable data and information inside every single business. There is only one business that exists that has the customers that it has. And so that is unique and that is differentiated. And
You had asked a question earlier in our discussion about what's the advice that you have to a CEO or growth officers. And I said, talk to your customers, talk to your sales teams. Those engagements and experiences that your organizations have that are part of your client base are unique to them. And they're also unique to you.
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