►
Description
Date: 12/14/2022
In this meeting, Christopher Wang goes over vision behind the BDA program, what it entails, how it may set you up for success as well as setting yourself apart.
A
Foreign,
so
I
wanted
to
give
you
guys
a
little
bit
of
a
vision
of
what
we're
doing
here
and
the
reason.
Why
is
because
there's
going
to
be
times
in
which
I'm
on
PTO
I
get
sick
and
it's
important
for
you
to
know
what
the
roadmap
looks
like
for
the
next
six
months,
and
it's
also
important
for
you
to
realize
like
what
your
goal
is
over
here.
All
right,
so
I
want
to
start
off
with
just
sort
of
like
what
are
we
trying
to
do
here
and
what
are
the
activities
associated
with
It?
A
Ultimately,
I'll
talk
about
promotions
and
then
finally,
we'll
talk
about
how
to
set
yourself
apart.
Okay,
so
what
is
the
point
of
the
BDA
program
from
a
business
perspective?
We're
trying
to
create
future
sdrs
and
bdrs
that
are
supposed
to
be
super
successful
a
lot
of
times,
people
vouch
a
lot
to
get
into
sales,
get
promotion
and
then
what
they
find
out
is
that
they're
not
actually
ready
for
it.
A
And
so,
if
you
go
on
LinkedIn,
you
see
sales
people
all
the
time
that
they're
bouncing
from
place
to
place
to
place
and
they're
staying
for
each
of
these
places
like
nine
months
one
year.
The
reason
why
you
see
that
is
because
they're
going
into
these
other
jobs,
they're
not
successful
and
they're
applying
for
another
job.
So
really
it's
not
just
about
getting
promoted,
but
it's
about
when
you
get
promoted,
you
come
in
at
120,
130
percent
and
you're
there
to
stay
all
right.
A
A
That
means
that
bdr
is
going
to
pull
from
SDR
SDR
is
going
to
pull
from
BDA
okay.
So
we
want
to
create
a
bench
of
talent
and
then
the
last
thing
is
serve
as
a
ramp
from
candidates
from
non-traditional
backgrounds.
So
my
goal
and
something
that
I
told
our
leadership
is
I,
don't
really
care
what
someone's
background
is
I,
also
don't
care
about
what
their
educational
experience
is
as
long
as
they
have
the
right
personality
traits,
then
I
feel
like
we
can
create
a
program
so
that
people
can
be
successful
here.
A
So
that's
my
responsibility
and
that's
something
that
I
think
a
lot
about
all
right.
So
what's
in
it,
for
you
there's
a
couple
of
things
number
one
I
want
to
give
you
the
opportunity
to
be
extremely
successful
for
a
future
career
in
sales.
So
that's
what
pumps
me
up.
That's
what
fires
me
up
and
what
motivates
me
is
giving
you
an
opportunity
to
achieve
this.
For
yourself.
A
The
other
thing
is
I
want
to
give
you
hard
and
soft
skills.
So
what
I
mean
by
that
is
knowledge
of
Salesforce
knowledge,
of
Outreach
knowledge
of
the
sales
process,
soft
skills,
coaching
and
things
like
time,
management
right,
and
these
are
things
that
I
really
want
to
add
value
to
you,
whatever
you
choose
to
do
so,
if
you
choose
to
take
your
career
into
marketing
into
product
into
many
different
directions,
I
want
this
to
be
a
benefit
for
you.
A
Okay,
so
there's
really
five
things
that
we're
looking
for,
and
we
try
to
make
sure
that
this
is
an
interview
process.
I,
believe
that
everyone
here
has
great
potential
for
all
five
of
these
dimensions
and
I'm
going
to
hold
you
accountable
for
them,
just
as
I
hope
that
you
hold
me
accountable
for
these
five
as
well
right
as
the
leader,
it's
important
that
I
emulate
these
myself
and
if
I'm,
not
you
have
the
right
to
call
me
out
on
it
all
right,
so
number,
one
coachability.
A
Honestly,
the
conversation
I
didn't
really
like
hearing
it,
but
I
took
it
and
I
think
about
it
right.
So
what
we're
looking
for
over
here
is
we're
looking
for
people
to
take
feedback
and
to
run
think
about
it.
It's
not
always
going
to
be
delivered
the
best
possible
way
because
we're
human
ultimately,
but
we
want
to
ultimately
coach
you
so
that
you
can
learn
a
lot
of
things.
So
I
can
share
my
experience
that
you
can
Thrive.
So
that's
my
goal
of
my
heart,
whether
or
not
I
execute
on
that
perfectly.
A
A
You
know
it's
like
that.
Sixth
sense,
like
is
someone
like
bsing
me
or
not
right.
What
I
really
want
is,
if
I
tell
someone
to
do
something,
then
they
run
with
it
and
sometimes
I'm
gonna
make
a
mistake
as
a
manager
sometimes
I'm
going
to
miscommunicate,
and
you
always
have
the
right
to
come
in
and
say,
like
hey,
Chris
I
think
this
is
too
much
work.
Hey
Chris,
like
you
know,
like
this
I
like
this
project,
to
be
a
little
bit
different.
A
That's
always
fine,
but
what
I'm
looking
for
is
that
when
you
commit
to
doing
something
that
it's
either
done
or
it's
like,
if
it's
not
going
to
be
done,
that
it's
communicated
up
front
about
why
it's
not
done!
That's!
Okay,
like
you
say,
hey
Chris.
What
ended
up
happening
is
you
know
this
week
is
I
just
feel
like
there's
too
much
work
communicate
that
proactively
with
me
and
that's
great
okay,
number,
three
self-motivation.
A
What
I
really
mean
by
this
is
we're
in
sales
and
sales
is
like
one
of
those
careers
where
there
are
some
careers
where
you
can
just
do
the
bare
minimum
right.
So
there
are
many
jobs
where
it's
like:
hey
you're
working
this
thing:
if
you
go
to
a
grocery
store
the
person
who's
checking
people
out,
you
can
sort
of
do
the
bare
minimum
for
that
right,
but
in
sales,
it's
one
of
those
things
where
it's
like.
A
If
your
job
is
to
do
the
bare
minimum,
that's
if
your
goal
is
just
to
do
the
bare
minimum.
It's
not
going
to
work
long
term
here
and
like
ultimately,
this
really
isn't
the
place
for
you
all
right.
So
it's
really
important
that,
like
when
we
communicate
these
goals,
it's
not
just
sort
of
like
hey
I
met
this.
It's
a
check
box,
I'm
gonna
go!
Do
what
I
want
now
it's
more
like:
hey,
I,
checked
these
boxes.
I
have
time
left.
A
Number
three
number.
Four
number:
five
team
players
help
out
someone
who's
new
look
for
ways
to
create
chemistry.
Add
value,
teach
something
someone
collaborate
with
someone
number
five
is
ultimately
Achievers.
Sales
is
very
achievement,
oriented
and
we're
going
to
talk
about
how
to
keep
track
of
your
achievements
so
that
you
can
be
set
apart.
All
right,
the
last
two
things
I'm
really
not
looking
to
micromanage.
You
like
I
hate
it
when
people
micromanage
me
personally.
B
B
A
A
So
when
you
apply
for
an
SDR
role
there
is
it's
not
guaranteed
that
you'll
get
an
opportunity
in
the
next
group,
so
what
we
really
want
to
do
is
to
create
differentiators
for
yourself,
so
I
want
you
to
be
in
such
a
position
so
that
it's
such
an
obvious
decision
to
hire
you
that
it's
not
even
a
question
about
why
we'd
go
with
an
external
candidate
right.
So
all
the
projects
that
we
have
over
here
there
are
a
couple
of
dimensions
for
them,
but
the
whole
goal
is:
how
can
you
have
batteries
included?
A
If
you
hire
someone
external,
then
you
have
to
train
them
on
all
this
stuff.
If
you
hire
someone
from
the
BDA
program,
they
have
an
advantage
over
an
external
program.
So
we
have
these
projects
to
give
you
advantages
and
different
triggers.
Okay,
so
number
one
Tanuki
Tech
all
that
stuff.
The
goal
of
this
give
you
all
the
sales
messaging,
the
competitive
messaging,
the
Persona
based
messaging.
All
of
this
stuff
takes
time
to
learn.
A
What
we're
going
to
be
doing
is
the
reason
why
I'm
making
you
take
these
classes
is
so
you
have
a
differentiator
with
an
external
candidate
all
right,
so
it
takes
a
long
time
to
learn
all
of
this
stuff.
If
you
hire
from
BDA,
then
you
already
have
it.
So
this
is
a
differentiator
for
y'all
right
number.
Two
I
want
to
teach
you
all
of
the
SDR
role
before
you
move
in.
A
So
you
understand
the
processes
of
the
behaviors,
the
expectations,
so
that
once
again,
it's
not
only
can
you
sell
gitlab,
but
you
actually
have
the
practical
skills
to
do
the
SDR
role
ahead
of
time.
Okay,
other
things
I
want
you
to
understand
both
sides
of
the
business
so
shadowing
the
SDR
side,
shadowing
the
bdr
side,
ultimately,
that
you
guys
are
thinking
about
your
career
in
sales.
A
It's
important
for
you
to
have
experience
in
all
of
these
different
groups
and
then
so
I'm
actually
going
to
give
you
Shadow
time
with
both
of
these
groups
and
then
ultimately
practice
so
I
talk
about
like
hey.
You
can't
learn
any
new
skill
through
YouTube
videos.
You
can't
learn
any
new
skill
from
hearing
me.
A
Now,
it's
December
of
2022
there's
a
chance
to
build
a
change
in
q1
right,
your
BDA.
So
how
do
you
get
into
SDR?
How
do
you
get
into
SDR
is
number
one
you
set
yourself
apart.
Number
two
SDR
has
to
have
spots.
So
if
there's
no
spots
then,
like
you
know,
they
can't
take
someone
because
there's
no
spots
so
four
to
six
months
requirement
for
B
data
SDR
from
SDR.
A
There's
the
opportunity
to
become
a
team
lead
if
you
get
a
team,
lead
you'll
get
a
bump
in
responsibility
and
in
terms
of
compensation,
and
both
of
these
can
now
apply
for
the
bdr
role.
So
after
your
bdr
two
quarters,
if
you
meet
your
attainment
goals,
you
can
get
the
senior
bdr
after
these
people.
They
can
go
either
to
sales
or
they
can
be
go,
become
a
BR
Team
lead
but
like
in
sales,
there's
many
different
opportunities
that
are
available.
A
So
one
thing
that's
important
for
us
to
understand:
there's
mandatory
time
requirements
for
each
of
these
jumps
for
BDA
to
SDR,
it's
four
to
six
months
from
SDR
to
bdr
it's
one
year
from
bdr
to
sales.
It's
one
year,
all
right.
So
this
is
basically
you
have
to
be
hitting
your
targets
to
be
able
to
qualify
and
those
targets
are
going
to
change
in
q1,
probably
so
long
story
short.
What
I'm,
just
trying
to
say
is
it's
not
just
about
getting
into
the
next
group?
It's
once
you
are
in
that
next
group.
A
If
you
have
a
bad
quarter,
that
can
that's
going
to
hurt
your
ability
to
get
promoted
for
the
next
group,
so
it's
really
important
for
you
to
get
into
the
next
group
and
then
to
hit
your
numbers
so
that
you're
still
on
target
for
the
next
promotion.
Okay,
any
questions
about
this
I
know
that
there's
a
lot
of
stuff
here.
B
I
got
one
question
about
the
page
before
that,
so
about
the
shadowing,
sdrs
and
beers.
Would
you
say
that
is
it
like
should
I
do
that
after
three
after
four
months
or
is
it
like?
Do
you
have
a
specific
time
where
it
should
start
to
do
that,
because
today,
for
example,
I
already
talked
to
an
scr
and
it's
Valentino,
and
she
offered
me
to
to
Shadow
her
also
in
the
coming
weeks.
Yes,.
A
A
A
If
you
want
to
stay
in
gitlab
and
if
you
want
to
go
apply
for
a
job
in
recruiting
HR
marketing
any
of
that
stuff,
you
can
do
so
at
any
point
in
time
you
don't
have
Amanda,
like
we
said
mandatory
four
to
six
months
to
SDR
one
year
to
bdr
all
this
stuff.
You
can
apply
for
roles
throughout
the
rest
of
the
company
whenever
you
want
okay.
That
being
said,
your
likelihood
of
getting
accepted
into
any
of
these
other
roles
will
dramatically
increase.
A
If
you
go
further
along
this
ladder,
so
what
I
mean
by
that
is,
as
a
BDA,
it's
going
to
be
very,
very,
very
hard
to
get
a
job
in
one
of
the
other
departments.
If
you
make
it
to
SDR,
it's
going
to
be
much
easier.
If
you
make
it
to
bdr
it'll
be
easier
if
you
make
it
to
Sales,
it'll,
be
way
easier.
Okay,
the
other
thing
is
that
some
people
are
going
to
realize:
hey
I,
don't
really
like
our
remote.
It's
okay!
A
Actually,
marriage
is
not
a
good
example,
but
like
dating
any
sort
of
stuff,
but
it's
like
you're
going
to
continually
be
evaluating.
Is
this
right
for
me
and
if
it's
like,
hey
gitlab's,
not
a
good
fit,
that's
okay!
We
should
just
talk
about
that.
All
right,
so
you're
also
welcome
to
apply
externally
whenever
you
want
all
right.
The
other
thing
I
want
to
talk
about
is
sales.
How
does
this
stuff
work
so
how
it
works.
A
Is
that
how
every
sales
organization
that
you're
ever
going
to
be
part
of
in
your
entire
life
generally,
how
it
works,
is
that
they're
going
to
divide
it
out
to
buy
account
size,
so
SMB
is
for
small,
medium
business.
This
is
like
your
six
seed
deal:
I'm
I'm
selling,
10
seats
of
Premium
I'm
selling
20
seats
of
Premium.
It's
like
3K
transactions,
5K
transactions,
really
small.
A
After
that
you
go
to
commercial.
Sometimes
it's
called
mid-market,
but
those
are
bigger
accounts
and
then
finally,
you
can
get
into
Enterprise.
So
if
you
make
it
to
Enterprise,
then
that's
when
you
have
like
a
very
small
number
of
accounts,
your
quota
is
going
to
be
five
to
ten
million
dollars
per
year,
so
this
is
just
like
numbers
for
this
year.
It's
all
going
to
change
in
q1,
but
long
story
short
your
quota
as
an
SMB
AE
is
going
to
be
like
I'm,
making
these
numbers
up
a
couple
hundred
grand
for
commercial.
A
It's
going
to
be
one
to
two
mil
for
Enterprise.
It's
going
to
be,
like
you
know,
five
to
ten
million
dollars
all
right.
So
over
here
is
Oso
ISR
they're
also
called
renewals
sales
reps.
What
an
ISR
is
is
it's
basically
to
save
time
for
these
sales
people
so
for
all
of
their
small
renewals?
Sometimes
it's
not
really
strategic
for
the
business
for
the
wafer
Okay.
A
So
there's
a
couple
of
things
about
ISR
number,
one:
it's
changing
but
number
two,
every
sales
organization,
there's
generally
another
group
that
does
renewals
and
then
so,
if
you're
paying
these
sales
people
200
300
000
per
year,
then-
and
that's
a
that's
a
number
that
you're
gonna
have
to
verify.
Don't
quote
me
on
that
right?
A
Then
it
makes
sense
for
the
business
to
have
renewals
people
to
handle
some
of
those
smaller
transactional
things
for
them
to
save
the
sales
people
time
and
ultimately,
like
do
some
of
that
administrative
work
for
these
Enterprise
sales
people
right.
So
that's
generally.
What
isrs
are
they
are
a
value
add
for
some
of
the
other
sales
teams
and
their
goal
is
to
take
care
of
renewals.
Sometimes
they
do
administrative
support,
but
this
is
very
common
in
Tech
sales
that
there
will
be
a
renewals
team
and
ISR
team.
A
A
If
you're
an
SMB
AE,
then
the
goal
is
okay.
Let
me
go
level
up
SMB
to
commercial,
commercial
Enterprise
right.
So
that's
like.
Basically,
if
you
play
sports,
it's
like
the
G
League
to
the
NBA
MBA,
to
like
becoming
like
a
Max
contract
player
right
for
ISR.
You
can
also
make
senior
ISR
and
many
isrs
actually
go
to
become
strategic
account
leaders,
so
some
people
and
sales
staff
they
prefer
to
go
to
ISR
because
they
see
it
as
a
more
direct
way
to
get
into
the
cell
Enterprise
AE
role,
all
right.
A
A
B
A
So
the
answer
that
I'm
going
to
give
you
is
going
to
be
different
in
a
couple
of
months
and
it's
going
to
be
different
in
nine
months:
okay,
so
okay,
ISR
right
now
for
git
lab
it's
actually
in
customer
success
and
some
sales
organizations
it's
in
customer
success.
Sometimes
it's
in
sales
customer
success.
How
it
usually
works
is
that
sales
is
about
new
business.
A
Everything
that
happens
after
the
deal
closes
so
getting
them
getting
the
customer
on
the
new
platform
delivering
it
training
the
new
customer,
the
renewal
on
the
upsell
motion.
Sometimes
that's
customer
success,
so
customer
success
is
like
everything
after
they're
a
customer,
okay,
so
yeah
does
that
help
Dominique.
A
A
A
So
one
thing-
that's
really
important
over
here
is
there's
other
sites.
Glassdoor
LinkedIn
sometimes
has
information
on
this.
But
one
thing
to
keep
in
mind
is
that
this
data
is
old.
Therefore,
it's
already
out
of
date
right
because
the
moment
that
I
give
my
information
or
my
salary
or
my
information
to
one
of
these
like
career
aggregator
sites,
it's
instantly
old.
So
all
the
data
on
these
sites
is
nine
months
a
year
and
a
half
old
all
right.
A
So
some
of
the
things
that's
really
important
for
you
to
figure
out
is
obviously
compensation.
Question
to
ask
yourself
is:
hey
I,
really
desire
reliability,
I,
really
care
about
base
compensation.
Okay,
great
other
people
are
like
I.
Don't
care
about
base
compensation
about
variable
comp,
I
really
want.
My
goal
is
to
hustle
I
have
2X
accelerators.
My
goal
is
to
get
into
an
environment
in
which
I
have
as
much
variable
comp
as
possible,
because
my
plan
is
to
come
in
at
300.
A
All
right,
I
was
talking
with
one
of
my
friends
made
a
million
dollars
a
year
at
red
hat
right,
so
your
ability
to
have
these
incentive
structures
is
going
to
be
your
ability
to
like
this
is
a
personal
decision
for
you
all
right,
other
things
that
matter.
Do
you
have
the
ability
to
learn
so
a
lot
of
times?
People
think?
Oh
yeah
I
can
go.
A
Do
this
I
know
a
lot
of
Enterprise
sales
people
and
let
me
just
tell
you
that
they
work
really
hard
and
a
lot
of
these
people
like
for
every
hour
that
they're
spending
they
have
done
10
hours,
training,
reading
books
blogs
all
of
this
stuff.
It
takes
a
lot
of
time,
skill
and
effort
to
be
able
to
like
get
in
one
of
these
positions
and
actually
be
able
to
thrive
here
all
right.
A
Basically,
what
happens
is
what
I
see
is
a
lot
of
people
are
like
hey
I'm,
going
to
go,
get
into
this
job
I'm
going
to
get
into
this
job
and
guess
what
happens
they
get
in
and
then
they
fail
and
then
they're
looking
for
another
job
in
a
year.
That's
really
not
what
you
want
all
right,
all
right!
Other
things.
It's
really
important
to
have
good
leadership.
A
good
leader
is
going
to
vouch
for
you,
they're,
going
to
put
you
in
a
position
to
be
successful.
A
They're
going
to
give
you
coaching
and
access
to
enablement
programs
and
they're
also
going
to
be
like
fair
right.
It's
very
important
for
leadership
to
be
fair.
So
this
is
what
I
try
to
do
as
a
leader,
and
this
is
what
you
can
hold
me
accountable
for
other
things:
that's
really
important
product
fit.
So
what
you
really
don't
want
to
do?
Is
you
don't
want
to
join
a
company
that
gives
you
a
high
OTE,
so
On
Target
earnings?
A
Much
longer
conversation
on
early
stage
versus
late
stage,
companies
but
long
story
short
make
sure
that
you
have
good
product
Market
fit.
If
you
don't
have
good
product
Market
fit
it's
going
to
be
really
stressful.
For
you,
the
last
other
thing
I'm
going
to
talk
about
is
inbound,
lead,
slash,
opportunity
flow.
So
what
I
mean
by
this
is
some
companies
you
have
to
go
out
and
knock
on
doors,
cold
call,
people
LinkedIn.
You
have
to
generate
all
of
your
demand.
Some
companies
are
already
established,
so
the
customers
are
coming
to
you.
A
Prospects
are
coming
to
you
all
right.
So,
if
you
are
one
of
these
really
established
tech
companies
like
Salesforce,
you
can
rely
on
inbound
lead
flow.
If
you're
a
newer
company
that
no
one
knows
about
you
have
to
go
outbound.
So
what
I
mean
by
this
is
what
percent
of
your
business
is
coming
to
you,
organically
versus
which
of
it?
You
have
to
really
knock
on
one
thousand
doors,
all
right,
so
this
is
important.
Some
people
are
like
hey,
I
want
to
rely
inbound.
A
A
A
It's
not
every
nine
months
guaranteed.
But
what
I'm
just
trying
to
say
is
there
are
big
gaps
between
all
of
these
rules,
all
right.
So
that's
what
I'll
say
about
that:
okay,
all
right
all
right!
So
how
do
you
make
sure
you
got
a
good
deal?
We
talked
about
the
three
T's
Talent
territory
and
timing.
So
I
want
to
just
talk
about
a
quick
story.
A
Talent
is
what
you
control
always
make
sure
you're
developing
yourself
always
make
sure
that
you
are
learning
and
getting
mentored
from
people
who
have
gone
before
you
I
want
to
talk
a
story
about
timing,
so
when
I
went
to
Red
Hat,
basically,
everyone
came
in
at
40,
50
percent
and
the
reason
why
was
because
of
timing.
We
were
pre-
acquisition
and
then
so
literally
the
year
after
that,
everyone
came
in
at
120.
A
So
literally,
timing
in
your
business
matters
a
lot
other
things
as
pre-ipo
post
IPO
that
matters
a
lot
also
when
I
was
at
Red
Hat
territory.
It
matters
a
lot
right.
So
in
my
team
the
average
person
came
in
at
90
percent,
the
guy
who
literally
shared
a
cubicle
wall
with
me
on
the
other
side
of
the
cubicle.
He
got
paid
40
more
than
me,
and
everyone
on
his
team
was
like
getting
like
30
40
percent.
More
all
right,
so
long
story,
short
your
territory
matters
a
lot
in
my
previous
sales
careers.
A
A
All
right,
okay,
cool,
so
all
right.
The
next
thing
that
I
want
to
talk
about
is
what
should
you
be
doing
right
so
I
know
that
previously
what
we've
been
doing
is
me
telling
you
guys
calls
to
action
for
each
week.
I
want
you
to
have
a
road
map
of
what
your
time
here
is
supposed
to
look
like,
and
it
can
fluctuate
a
little
bit
and
that's
fine
all
right,
there's
going
to
be
times
in
which
we're
going
to
deviate
from
this,
but
in
general.
What
are
we
doing
here?
A
All
right,
so
your
first
month
which
the
theme
Here
is
onboarding,
and
what
we're
trying
to
do
is
your
onboarding
issues
done
your
checklist
is
done.
You've
expensed
office
equipment,
you've
gone
through
your
Tanooki
Tech
you've
gone
through
sales.
Quick
starts.
You
understand
our
team
values.
You
under
you
have
you
understand
what
this
can
look
like
for
you
all
right
in
terms
of
bdr
team
placed
into
your
bdr
team,
like
Dominique
copy
check
those
people
build
those
relationships
very
important
to
set
the
tone
off
right
after
that
you
enter
into
the
next
stage.
All.
A
A
The
other
part
of
this
is
training,
so
I
want
to
give
you
opportunities
so
that
you
we
learn
all
of
this
stuff.
This
is
the
phase
in
which
we're
going
to
do
all
the
mock
Hall
training,
the
objection,
handling,
training,
I'm,
going
to
give
you
projects
so
that
you
use
our
tools,
our
CRM
Outreach
stuff,
make
you
read
books
like
influence
so
in
terms
of
the
BDA
activities,
a
lot
of
training
in
terms
of
the
bdr
activities.
The
goal
over
here
is
to
be
supporting
your
bdr
team
with
50
of
your
time,
all
right.
A
So
that's
going
to
be
dependent
a
little
bit
on
your
bdr
team.
If
your
bdr
team
is
completely
new,
then
they're
not
going
to
necessarily
have
as
much
project
for
you
and
that's
okay
right.
If
that's
the
case
then
come
to
me
and
we'll
talk
about
how
to
like
clap
calibrate
for
that
right,
so
The
Benchmark
over
here
is
finishing.
All
of
your
training.
The
next
phase
over
here
is
really
really
really.
Next
phase
is
just
adding
a
ton
of
value
organization.
A
What
you
do,
if
you
do,
this
is
you're
going
to
build
great
brand
for
yourself
and
you're
going
to
create
differentiators
for
yourself,
so
that
if
a
spot
opens
up
you've
set
20
iqms,
you
have
cleaned
up
our
sales,
for
this
instance,
you've
saved
the
BR
Team
so
much
time.
There
are
seven
people
in
this
organization
that
really
like
you,
know
you
and
are
willing
to
be
a
reference
for
you,
okay,
so
the
next
phase
is
really
doubling
down
and
adding
the
value
of
the
organization.
What
we're
doing
is
once
again
supporting
that
bdr
team.
A
We
are
supporting
the
BR
Team
for
the
rest
of
time.
We're
here
that
never
stops
okay,
so
other
ways
of
support,
select
BDA
projects.
Cody
did
a
select
project
about
AWS
that
I
had
to
run
on
a
special
project.
Thanks
for
doing
that,
applying
for
team
leadership
positions,
honestly
we're
going
to
start
this
early.
A
The
reason
why
we
want
you
to
start
doing
this
stuff
is
because
we
want
it
to
be
fresh
in
your
mind
before
you
start
to
SDR
role,
but
it's
all
of
a
sudden
transitioning
to
SDR
enablement
and
building
those
relationships
over
there.
The
idea
is,
why
would
you
go
with
someone
external?
If
you
could
do
someone
internal
right?
A
The
other
thing
is
continuing
to
add
value
to
the
organization
and
preparing
for
the
next
role.
Okay,
so
this
is
basically
the
overall
roadmap
we're
going
to
be
doing
this
a
hundred
percent
of
the
time,
but
if
I'm
sick,
if
I'm
out,
then
what
I
do
want
you
to
do
is
Think
Like,
okay,
well,
Chris
hasn't
told
I
have
extra
time
this
week,
all
right!
Well,
let
me
go
work
on
the
next
Tanuki
Tech.
Let
me
go
read
through
the
book.
A
B
A
B
A
Says
I
delivered
a
lot
of
value
for
the
teams
that
I've
served
I've
been
on
a
lot
of
customer
calls.
I've
done
mock
calls
I've
gone
through
the
enablement.
Okay,
cool
person,
B
comes
along
and
says
hey
what
I've
done
is
I
added
value
to
the
business.
In
the
last
four
months,
I
got
21
Discovery
calls
out
of
those
six
of
them
turned
into
opportunities.
The
net
pipeline
generated
for
that
was
sixty
four
thousand
dollars
that
was
across
five
different
bdrs
all
right
and
in
the
CRM,
as
opposed
to
help
clean
it
up.
A
What
I
did
was
here's
the
actionable
things
I
saved
my
bdr
time,
I
took
it
charge
of
field
event,
registration
and
as
opposed
to
them
doing
it.
I
sequenced,
874
people
over
the
last
four
months,
saving
them
an
estimated
eight
hours
allowing
them
to
go.
Do
the
other
stuff
more
all
right,
so
number
one
is
nebulous.
Not
specific
number
two
has
discrete
numbers
tied
to
it.
So
what
I
really
want
you
all
to
start
doing
is
every
week
that
you're
here
talk
about
what
you
did
all
right.
A
What
did
you
do?
Dominique
right?
You
can
write
it
down
here
right,
so
this
is
for
you
to
get
organized
for
your
interview,
and
this
entire
program
is
built
to
set
you
apart
for
your
interview,
all
right
number,
two
Rites
of
Passage,
so
I
want
you
to
be
better
included
in
all
of
these
different
dimensions.
Number
one:
do
you
really
understand
sales
and
marketing
from
a
theoretical
perspective
right?
So
that's
why
I
want
you
to
have
a
good
foundation
for
this
number.
Two.
Are
you
good
at
objection
handling?
A
This
is
one
of
the
number
one
skills
for
us
to
learn.
I'm,
going
to
be
greeting
you
on
this
and
giving
you
points
number
three.
We
talked
about
how
you
don't
control
the
number
of
leads
that
you
have.
You
do
control
the
conversion
rate.
So
what
is
the
conversion
rate
for
each
type
of
lead
right?
We're
gonna
practice
this
every
single
week
until
you
guys
have
it
down
all
right
and
I'll,
be
grading
you
on
this.
A
A
My
goal
is:
when
you
interview
here,
you
say:
hey
I
got
an
A
here:
I
got
a
I
got
B
I
got
a
a
all
right,
so
I
want
to
give
you
the
ability
to,
from
a
numbers
perspective,
to
differentiate
yourself.
Okay
projects
I
want
you
to
have
a
couple
of
projects,
and
so
what
I
mean
by
this
is
could
be
sequencing.
Aws
people
could
be
outreaching
people
for
free
to
paid.
It
could
be
call
up,
but
one
of
the
projects
that
you
did
and
what
was
the
business
impact
right.
A
So
this
is
we're
going
to
be
doing
for
projects.
The
last
thing
is
exhibiting
leadership,
so
hey
like
what
did
you
do?
That
was
beyond
yourself
right
like?
Were
you
an
onboarding
buddy?
You
do
a
good
job
with
that
right,
so,
okay,
anything
I
can
help
out
with
with
these
things.
The
expectation
is
before
our
team
meeting.
Have
this
build
out.
That's
why
I
created
the
reminder
in
your
calendars
rights
of
Passage
you're
not
doing
anything
here.