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From YouTube: TT330: Sales Stories (Paul Duffy)
Description
"Sales Stories" is a podcast where we spotlight sales leaders and share their stories and career advice. "Sales Stories" is part of the instructional materials for Tanuki Tech.
For more on Tanuki Tech, see here: https://about.gitlab.com/handbook/marketing/revenue-marketing/sdr/tanuki-tech/
For more on Christopher Wang, see here: https://www.linkedin.com/in/christopher-wang-0835b226/
A
A
A
What's
up,
everyone
welcome
to
another
episode
of
sales
stories,
and
today
I
have
our
very
own
paul
duffy
on
the
call
duffy
is
a
cell
here,
so
very
excited
about
this
call
paul.
How
are
you,
how
are
you
doing
today.
B
I'm
doing
great
chris
thanks
for
asking
you
know
it's:
it's
weather
is
changing
up
here
in
the
boston
area
and
starting
to
get
a
little
bit
cold,
but
things
are
going
very
well.
A
Great,
so
when
I
think
about
the
cell
position,
I
hear
I'm
just
for
those
in
our
audience
that
don't
know
about
like
where
I
fit
in
the
org
chart.
I'm
actually
the
sa
for
the
sdr
organization,
and
one
of
the
things
that
I
hear
from
all
sorts
of
salespeople
who
are
inside
renewals
sdr
is
that
they
want
to
be
a
salon
day.
So
I'd
love
to
just
like
hear
a
little
bit
about
your
professional
story.
A
So,
like
tell
me
a
little
bit
about
how
you
started
out
in
sales,
how
you
moved
from
one
play
to
the
place
to
the
next
and
how
you
eventually
became
missile
yourself
paul.
B
Yeah
sure
glad
to
share
might
not
be
the
traditional
path,
it's
probably
an
untraditional
path.
I
took
to
get
into
sales
and
I'll
share
a
quick
story.
I
was
coming
back
from
arizona
came
back
to
massachusetts,
where
I'm
from
and
in
a
nutshell,
I
ran
out
of
money
and
and
how
that
happened
was.
I
was
looking
to
become
a
pilot.
I
was
going
to
pilot
training
school
and
you
know
basically
didn't
realize
the
total
cost
it
would
take.
B
So
going
to
pilot
school
got
my
private,
my
instrument
working
on
my
commercial
rating,
and
I
was
look,
there's
no
more
money
in
my
bank.
So
I
came
back
to
the
boston
area
and
this
was
you
know
years
ago,
and
I
said
you
know
what
I
need
to
get
a
job
and
I
want
to
get
a
job
for
a
short
period
of
time
to
go
back
and
pay
for
flight
school
and
that
job
came
out
to
boston.
B
It
was
with
a
technology
consulting
and
staffing
company
and
they
said
we're
looking
for
people
that
are
not
afraid
to
pick
up
the
phone
reach
out
to
customers
or
prospects,
and
you
know
be
okay
with
getting
said
no
to
50
plus
times
a
day.
So
that
was
where
I
started
out
as
a
as
an
inside
salesperson
dialing
50
60
70
phone
dials
a
day
to
some
of
the
largest
companies
in
the
world
trying
to
offer
our
services.
B
So
it's
kind
of
how
it
started
out
inside
sales-
and
you
know
from
there
just
worked
really
hard
hit
the
numbers
and
stayed
with
that
company
for
nine
years
and
worked
my
way
out
and
became
the
number
one
person
at
that
company
for
a
couple
years.
A
B
A
couple
years
spent
learning
learning
how
to
actually
just
pick
up
the
phone
and
have
a
conversation
with
people.
A
A
B
Yeah,
no,
it's
a
definite
transition.
I
think
the
one
thing
that
I
learned
from
pilot
is
use
a
checklist,
so
you're
going
up
on
a
plane.
You
have
a
checklist
and
you
know
if
you
don't
go
by
a
checklist
to
you
know
before
you
fly
it,
it
can
create
because
a
nightmare
you
can
die
so
a
lot
of
times.
What
would
do
is
every
morning
it
prepared
me
to
say:
okay,
who
am
I
calling
today?
You
know
what
is
the
target?
What
group
what
company?
B
So
I
have
a
checklist
of
people,
that's
going
to
call
and
what
the
what
I
was
going
to
talk
to
them
about,
depending
on
some
of
the
research
I
did
so.
The
transition
wasn't
too
bad
the
learning
transition.
I
think
my
background.
I
was
taught
from
an
early
age
that
hey,
you,
know,
work
hard
and
you
know
that
will
kind
of
help
out.
That's
kind
of
you
know
in
in
kind
of
still
from
my
parents,
so
the
transition
wasn't
bad.
B
The
company
I
worked
for
had
a
great
training
program
that
helped
me
out,
and
they
just
said
you
know.
If
you
follow
this,
you
will
get
success
and
it
pretty
much
was
it
came
true
now
it
didn't
work
for
everybody,
because
some
people
can't
adapt
and
some
people
can't
learn
on
the
fly
but
yeah.
A
That's
really
interesting.
Tell
me
about
the
transition
from
inside
to
outside
sales.
So
like
was
it
were
you
doing?
Was
it
just
like
I've
like?
A
I
think
that
what
I
see
in
a
lot
of
companies
is
that
you're
in
an
inside
role
and
then
once
you
start
like
leveling
up,
then
you
start
getting
called
out
into
the
field
for
just
like
specific
deals
and
then
eventually,
like
you,
eventually
move
out
into
an
explicit
100
percent
outside
sales
role
and
you're
still
doing
like
webex
and
like
calls
and
stuff
like
that.
But
your
your
title
moves
over
right
so
like
how
was
that
transition
for
you?
Was
there
like
a
lot
of
learning
that
you
had
to
do?
A
Was
it
what
you
expected?
I'm
just
curious
as
to
like
how
that
transition
was.
A
B
A
certain
point
and
what
what
happened
from
that
company
was
once
we
start
this.
You
know
once
we
as
an
organization
and
myself
started
to
see
success
at
some
of
these
key
clients,
one
of
the
some
of
the
largest
companies
in
the
world.
You
know
we
started
generating
revenue
and
the
revenue
became
bigger
and
bigger,
and
I
went.
A
B
My
management
team,
I
said:
hey,
it's
not
going
to
pay
us
hundreds
of
thousands,
hundreds
of
thousands
of
dollars
a
year.
I
think
it
makes
sense
to
go
out
and
meet
these
people,
because
we
have
these
transactions
where
it's
just
all
over
the
phone,
and
I
said
you
know
just
from
my
standpoint.
I
think
it
makes
sense
to
me.
B
So
that's
how
it
kind
of
started
transition
started
with
you
know,
one
buyer
that
was
ended
up,
buying
a
lot
from
us
and
and
where
it
really
works
so
going
from
inside
to
outsiders,
when
you're
meeting
face
to
face,
they
see
you,
they
trust
you.
That
is
when
it
helps
out
to
then
transition
to
someone
else
in
the
organization
because
they've
met
you
they've
kind
of
you
went
out
to
dinner
with
them.
B
They
now
trust
you
and
you
can
say
that
you
know
customer
who
say
you
know
we'll
say
sally
sally
thanks
so
much
for
the
time,
thanks
for
being
a
customer.
Who
else
do
you
suggest
could
use
our
services?
I
think
that's
where
it's
important
to
have
that
the
transition
from
inside
outside,
because
meeting
people
face
to
face
goes
a
long
way,
and
it
still
does.
Unfortunately,
in
these
times
not
as
much,
we
can't
go
out
and
see
our
customers
today,
like
we
used
to
that.
B
Will
that
will
probably
change
at
some
point,
but
that
transition
meeting
people
face
to
face
understanding
and
whiteboarding
with
them,
and
that's
what
at
least
I
love
to
do
is
whiteboarding
with
the
customer.
Help
me
understand
what
some
of
your
goals
and
objectives
are.
How
can
I,
as
a
as
a
partner,
help
you
and
to
deliver
on
some
of
those
goals
and
objectives?
So
that's
the
transition
to
kind
of
the
outside
role.
You
know
once
you
get
in
their
office,
things
open
up
quite
a
bit.
A
What's
that
I'd
love
to,
let
me
let
me
formulate
this.
Let
me
formulate
this
question.
Is
that
tell
me
about
like
how
big
the
difference
is
between
inside
and
outside
sales?
Is
it
like
an
astronomical
difference,
or
is
it
like
if
you're
good
at
inside
sales,
then
you're
you're
90
the
way
there
or
you're
70
the
way
there
or
it's
like
you're?
You
have
to
learn
a
completely
new
skill
set
almost.
B
It's
you
know
the
inside
sales
aspect.
It's
you
know
it's
it's
a
lot
of
email.
It's
a
lot
of
phone
calls.
It's
a
lot
of.
You
know,
whatever
a
lot
of
the
tools
that
you
have
at
your
disposal
at
that
time.
So
from
that
standpoint
it
there's
a
lot
of
repetition,
the
transition
to
an
outside.
It's
it's
learned.
It's
it.
You
know
it
can
be
learned
in
an
aid.
I
mean
it.
I
don't
know
I
just.
I
think
I
have
a
decent
ability
to
bond
with
people
and
yeah.
B
I
think
people
that
maybe
just
maybe
a
robot
just
picking
up
like
the
phone
and
dialing
or
sending
out
a
thousand
emails
a
day.
They
may
have
that
ability-
I
I
don't
know,
but
it
it
takes
someone
that
can
engage
somebody.
Someone
asks
asks
really
good
questions,
because
I
think
when
you
get
on
site
with
somebody,
it's
really
about
the
asking
the
questions
and
digging
down
deeper
into
kind
of
what
they're
looking
to
accomplish
and
some
of
the
challenges.
B
Maybe
some
of
the
pains
they're
facing-
and
I
was
fortunate
that
that
first
company
they
trained
us
on
sandler
and
that
helped
out
a
lot.
So
when
I
did
go
into
the
field
it
made
that
process
a
little
bit
easier.
That
being
said,
the
first
time
I
showed
up
at
a
customer
I
was
with
my
boss.
B
He
had
a
little
bit
more
experience
and
I
just
kind
of
followed
for
him
and
then
you
know
at
the
next
trip.
I
said
his
name
is
matt.
I
said
matt,
listen,
I
got
this,
I'm
gonna
go
out
and
do
it
myself.
I
have
a
great
rapport
with
the
customer
and
they're
starting
to
approach
a
million
dollars
with
us,
so
I'll
go
out.
B
I
got
it
and
off
from
there-
and
I
was
out
you
know
I
was
out
with
that
one
customer
they
both
had
operations
in
chicago
and
milwaukee
and
I'd
be
out
there
probably
twice
a
month,
try
flying
out
from
boston.
Okay,
you
know
it's
a
little
bit
of
both
is
every
I'll
say
it.
This
way
can
any
and
every
inside
sales
person
become
an
outside
salesperson,
probably
not
every
single
one
of
them.
A
I
think
that
that's
really
interesting
what
you
just
mentioned
about
like
a
training
program.
You
mentioned
it
in
your
first
sales
role.
How,
like
you
still
use
those
skills?
I
think
that
that's
something
that's
really
really
important,
and
I
was
reading
a
book
actually
last
weekend
and
across
industry.
The
research
shows
that
only
around
15
percent
of
all
sales
enablement
materials
retained
after
30
days
so
literally,
like
company,
spends
a
million
dollars
into
sales
training
out
of
all
of
that
stuff
across
industry
people
don't
remember
85
percent
of
the
material
after
one
month.
A
I
think
that
it's
also
really
interesting
that
perspective,
that
most
people
in
inside
sales
can
get
good
and
become
outside
sales.
Reps
too,
can
you
talk
to
me
a
little
bit
about
like
what
sort
of
things
that
they
should?
They
be
working
on
right
so
like,
let's
just
say
that
I'm
mentoring,
like
a
really
really
really
like
ambitious
and
hungry
inside
sales
person
really
wants
to
land
their
first
sal
roll?
What
would
you
recommend
like
if
you
are
mentoring,
this
person,
like
hey,
you
should
start
like
thinking
about
x,
y
and
z,
skill.
A
What
what's
like?
The
growth
path
look
like
from
an
enablement
perspective.
B
Yeah,
let's
say
I'm,
I
I'm
a
mentor
to
somebody.
What
I
would
do
is
I'll
use.
My
set
of
accounts,
as
as
kind
of
a
kind
of
sounding
board
would
say:
okay,
you
know
steve
says
you
know
steve.
B
This
is
what
we
want
to
learn:
we're
going
to
want
to
understand
kind
of
the
key
strategic
initiatives
that
this
company
is
doing,
and
then
what
comes
out
of
those
strategic
initiatives
going
to
be
technology,
programs
and
technology
programs
and
from
there?
How
do
we
kind
of
impact
and
make
some
of
those
programs
successful,
so
understanding,
high-level
business
initiatives
and
how,
from
there
they
might
have
five
initiatives?
Drive
revenue,
reduce
cost
increase?
B
You
know,
customers
whatever
it
may
be,
reduce
security
risk,
understand
those
and
then
work
and
those
projects
and
then
find
out
who's
owning
those
projects.
So
I
would
first
say
to
you
know
someone
that
want
to
move
into
this
position,
understand
the
business
or
businesses
you
want
to
work
with
some
of
the
key
initiatives
and
who's
owning
them
and
plug
in.
B
How
can
we
help
those
organizations,
so
that
kind
of
would
be
the
first
thing
you
know,
and
then
let's
say
you
identify
50
people
at
those
companies
that
are
responsible
for
you
know
delivering
those
services
all
right.
Let's
set
up,
let's
you
know
now
work
to
get
in
front
of
those
people,
because
a
lot
of
those
people
might
be
brand
new
to
us,
and
we
want
to
show
value
like
to
say
for
prospecting
brand
new
into
these
clients.
B
I
want
to
be
able
to
show
value
to
those
people
who
are
trying
to
get
on
the
phone
or
respond
via
email
and
value
can
come
in
form
different
ways.
I
can.
I
can
probably
assure
you
that
hey
my
name's
paul,
I
you
know,
saw
you
oversee
devops.
Let's
set
a
meeting,
there's
no
value
in
that,
but
you
know
sharing
information
sharing,
any
type
of
information
that
might
be
pertinent
to
them
for
those
particular
people
and
then
it's
I
like
to
show
value.
It
could
be
a
white
paper.
It
could
be.
B
B
A
B
Customers
said,
I
am
spending
a
ton
of
money
with
ex
security
vendor
it's
millions
of
dollars,
and
I
still
don't
our
security
posture
is
still
not
where
it
needs
to
be
so
fantastic.
His
name
is
joe's
joe,
that's
fantastic.
You
know,
git
lab
one
of
our
kind
of
core
tenants
is
efficiency
in
helping
companies
reduce
security
and
compliance
risk.
So
I'd
love
to
dig
into
more
of
that,
so
it
just
works
with
you
know
like
he
was
a
c.
He
is
a
cto
understanding,
kind
of
his
key
tenants
and
working
from
there.
B
A
Yeah,
I'd
love
to
hear
a
little
bit
about,
so
it's
like
you're
in
the
sal
position.
You've
been
success.
Definitely
very
successful
in
your
career.
I'd
love
to
hear
your
thoughts
on
just
sort
of
like
there's
all
the
sales
material
out
here
right.
There's
a
million
blogs.
There's
all
these
books,
challenger
sale
comes
to
mind.
A
How
much
do
you
think
like
well
yeah,
I'm
just
curious
as
to
like
so
someone's
in
the
inside
sales
position.
There
are
there
an
sdr
here
and
they're,
really
hungry
they're,
trying
to
level
up
like
what
do
you
think
makes
the
most
sense
like
read
a
bunch
of
books
like
get
a
mentor.
A
You
know
shadow
like
because,
like
I
think
that
there's
a
difference
between
understanding
theory
and
having
practiced
the
actual
behavior
right.
So
it's
like.
I
understand
the
theory
of
basketball
because
that's
I
watch
a
lot
of
basketball,
but
it's
like
I
doesn't
mean
that
I
can
like
do.
Crossovers
and
stuff
so,
like
I
I'd
love
to
hear
a
little
bit
about
just
like
the
actual
leveling
of
practice
or
the
leveling
up
process
right.
A
B
Yeah
so
learning
I
always
start
with
learning
when
I
got
that
job.
The
first
that
I
mentioned
way
back
when
I
would
get
in
the
office
an
hour
a
half
hour
early,
and
I
would
study
it's
a
technology,
consulting
company
and
I
didn't
know
much
about
technology.
My
fear
wasn't
going
to
get
someone
on
the
phone
and
not
know
what
I'm
talking
about.
So
what
I
did
is
spend
the
first
half
hour
just
learning
all
these
technology
terms,
so
it'll
be
the
first
thing,
just
kind
of
understanding.
B
The
space
that
you're
in
so
you
can
talk
intelligently
to
people.
Reading
books
is
is
good.
We
we
just
started
a
book
club
here.
So
reading
is
good,
getting
a
mentor,
critical,
so
understand
kind
of
the
success
at
that
company
I
was
talking
about.
I
saw
one
of
the
top
people
and
his
name
was
peter.
I
said
peter
listen,
you're
doing
very
well.
I
want
to
kind
of
get
to
where
you're
going
and
I
sat
down
with
peter
multiple
times
to
understand
what
he
was
doing,
what
he
was
doing
differently
than
everybody
else.
B
So
getting
a
mentor
is
critical
and
then,
lastly,
don't
be
afraid
to
fail.
Let's
say
if
you're
inside
you're
calling
somebody
right
now
and-
and
they
hang
up
on
you
big
deal-
you
know
what
you
can
call
that
person
back
probably
next
week.
They
they
probably
won't.
Remember
one
thing
I
I
can't
stress
enough
is
just
because
one
person
hangs
up,
but
you
know,
or
some
one
person
says
we
don't
want
to
talk
to
you
gitlab
that
doesn't
mean
the
whole
organization.
Doesn't
the
person
might
be
having
a
bad
day?
B
They
just
bad
timing
whatever.
So
it's
persistent
state,
you
know
be
persistent
as
well,
because
persistence
will
pay
off.
There
is
a
sal
here.
Well
I
mean
sdr
he's
now
in
the
the
finance
team
joey
davidson,
I
had
a
customer.
That
said,
I
said,
help
me
understand
why
you
took
the
call,
and
he
said
because
joey's
very
persistent,
you
know
more
persistent,
any
other
sdr
that
was
out
there.
So
persistence
is
key
as
well,
so
you
know,
reading
reading
books
get
a
mentor,
be
persistent
and
don't
be
afraid
to
fail.
A
One
thing
that
you
mentioned
before
is
that
you
think
that
most
inside
sales
people
could
eventually
be
successful
in
an
outside
role,
and
I
think
that
one
of
the
things
I
immediately
thought
about
is
there's
a
lot
of
reason.
Well,
I'm
really
interested
in
outliers
and
I'm
really
interested
in
just
sort
of
like
almost
just
sort
of
like
I'm
just
trying
to
like
phrase
this
the
right
way
like
what
makes
someone
great
right.
A
So
it's
like
in
any
industry
so
like
business
sports
like
like
what
are
the
key
ingredients
that
make
someone
great
in
terms
of
like
great,
like
outside
sales
people.
What
combination
do
you
think
of
it
is
skills?
What
combination
of
it
do,
you
think,
is
experience
and
what
combination
of
it
do,
you
think,
is
actual
just
like
when
it
comes
down
to
it.
It's
just
personality
right
so
and
the
reason
why
I
asked
this
is
that
experience
you
can
get
experience.
A
Most
people
can
get
ex
skills.
If
you
want
to
read
enough
books,
you
mentor
enough
people
you'll
get
those
skills
but,
to
a
certain
extent
like
your
personality,
that's
something
that
you
can
change
somewhat,
but
it's
like.
I
like.
I
was
an
engineer
for
about
half
a
decade.
I
don't
think
that
most
of
those
people
would
be
very
successful
in
sales.
B
It's
a
good,
it's
a
great
question.
I
never
thought
about
it
that
way:
you're
going
to
be
outside
sales,
it
you
got
to
be
able
to
engage
people
in
a
meaningful
conversation
that
is
important
to
them.
It's
you
know,
you
see
a
lot
of
sales,
people
maybe
put
up
their
slides
and
show
hey.
This
is
why
the
company
is
great
and
yeah.
The
conversation
will
shut
down.
It's
you're
gonna
have
the,
I
guess,
the
personality
in
the
emotional
emotional
intelligence
to
say:
let's
focus
on
them
and
can
that
be
learned?
B
That's
a
good
question.
I'm
not
sure
some
parts
of
it
probably
can
be
learned
me
personally,
I'm
a
genuinely
curious
person,
so
I'll
ask
questions
that
you
know
to
me
I'd
like
to
understand
you
know
so
that
part,
you
know
yeah
it's
just
innate
and
I
think
some
very
good
sales
people
and
just
just
being
genuinely
curious
in
regards
to
you
know
taking
a
an
inside
person
trying
to
you
know
mold
them
into
a
a
outside
person.
B
You
made
a
good
point,
like
you
know,
I
don't
think
every
inside
person
can
do
it,
but
I
think
every
inside
person
should
have
the
opportunity
with
the
right
training
and
given
the
opportunity.
So
I
don't
know,
I
don't
know
if
it's
50
50
and
like
learn
versus
innate
abilities.
I
don't
know
the
actual
mix,
we're
all
different
and
every
single
outside
sales
person
is
different
and
even
the
best
ones
are
different
and
they're
successful.
So
there's
there's
no!
No!
B
I
can't
you
know,
I
can't
say
because
it's
50
50,
you
know
I
don't
know,
but
we
all
have
our
own
style
and
it's
it's
both
kind
of
the
art
and
the
science
and
the
art
is
kind
of
my
personality
and
how
I
engage
people.
The
science
is
about
the
stuff
that
I've
learned
over
the
years,
the
the
skinned
knees
from
talking
to
a
bunch
of
people,
the
experience
and
just
negotiating
with
with
customers,
so
that
the
kind
of
the
r
you
know
is
the
engagement.
B
The
science
is
the
the
experience
and
the
train
I
get
over
the
years
so
inside
sales
people-
yes,
they
absolutely
can
be
outside
sales.
People
and
you
know,
engage
customers
and
meet
with
them
face
to
face
it's
it's
just
they.
You
know
they
want
to
spend
a
little
bit
of
time
inside
and
skin
their
knees.
B
A
little
bit
understand
kind
of
what
it's
like
to
fail,
because
you
know
every
single
person
sitting
in
my
seat
has
failed
and
failed
over
and
over
and
over
again
was
it
is
it
michael
jordan
said
you
know
taking
ten
thousand
shots
about
my
career.
I
forget
the
numbers,
some
some
analogy
and
I'm
not
doing
it
justice,
but
he's
missed
like
x,
amount
of
them
and
because
he's
done
that,
because
he's
failed
so
many
times
he's
successful.
So
it
just
takes
a
little
bit.
B
B
So
I
wish
I
could
say
50
50
or
you
know
I
just
don't-
have
a
a
good
solid.
You
know
definition
a
percentage
of
where
it
is.
I
just
I
was
that
I'm
thankful.
I
got
some
great
training
when
I
was
earlier
get
labs,
provided
some
great
training
as
well,
and
I
have
an
innate
ability,
I
believe,
to
just
connect
with
people
and
understand
kind
of
what
they're
you
know
looking
to
achieve
and
how
how
we
can
help
them
out.
A
Yeah
thanks
for
sharing,
I
love
what
you
talked
about
with
enablement
for
those
on
that
are
listing
this
podcast
that
maybe
they're
not
in
inside
sales.
Maybe
they
have
no
conception
of
what
sales
is
about.
Let's
just
say
that
you
are
in
the
finance
department
and
you
just
looking
at
honestly
like.
A
I
know
this
happened
from
time
to
time,
because
I
see
the
applications
come
in,
but
it's
just
sort
of
like
people
see
the
salary
ranges
for
sales
and
then
they're
drawn
to
it
in
other
roles
and
one
of
the
things
that
so
I
was
an
engineer
for
half
a
decade
and
one
of
the
things
I
heard
all
the
time
was
like
you
know
what
I
just
don't
have
the
personality
for
it.
A
You
know
I
I'm
just
like
I'm
an
introvert
or
something
like
that
in
my
own
story,
like
I
was
an
engineer
for
a
while
and
like
I
was
really
before
I
entered
into
sales,
it
was
actually
scary
for
me
because,
like
I
because
like
I
always
associated
sales
with
like
extroversion
and
those
like
fun,
personalities
and
stuff,
do
you
think
that
stuff
like
really
matters
or
do
you
think
that,
like
in
your
role,
you
see
people
with
all
sorts
of
different
personalities?
B
You
know
I
think
introverts
and
extroverts
can
be
successful.
You
know
I
I
look
at
the
leaderboard
or
some
of
the
people
on
the
gitlab
sales
team.
I
see
both
introverts
and
extroverts
on
that,
so
anyone
can
be
successful.
It's
just
it's.
You
know
old
school.
It
was,
let's
be
the
you
know,
super
extrovert
sales
person
that
you
know
takes
people
to
dinner
and
drinks
all
the
time
and
that's
how
you
conduct
a
business
on
the
golf
course.
That's
not
so
much
anymore,
so
you
don't
need
to
have
that.
B
That's
extrovert
personality
to
deliver
on
sales
anymore,
like
I
said
you
look
at
that
that
board
who's
leading
the
board.
It's
it's
made
up
of
both
extroverts
and
introverts,
and
it
really
comes
down
to
you
know,
understand
the
customer's
business,
understand
some
of
the
pain
and
challenges
they're
facing
and
how
we
can
help
enable
them
deliver
and
show
that
we
can
deliver
for
them
and
help
them
become
successful,
that
you
don't
need
to
be
an
introvert
or
an
extrovert.
B
You
just
need
to
be
able
to
ask
great
questions,
understand
business
and
understand
how
you
can
help
them.
So
I
you
know
extroverts
introverts,
all
apply
I'll
say
all
need
apply.
You
know
it's.
I
see
like
you
you're
coming
from
an
engineer
position
background,
and
then
you
jump
to
kind
of
an
sa.
That's
a
fantastic
route.
You
know
to
sales
because
you're
still
that
technical
salesperson
as
well
and
yeah,
I'm
sure
you'll
be
super
successful
here
as
well.
A
Appreciate
that,
thanks
for
giving
so
much
information
about
and
frankly
advice
to
all
those
people
that
are
considering
like
eventually
making
this
as
their
career
choice,
I'd
love
to
change
the
topic
now
to
the
day-to-day.
So
like
I'm
just
going
to
be
fully
transparent,
a
lot
of
people
don't
understand
what
the
day-to-day
of
a
sal
is
like.
So
just
sort
of
like
you
know
letting
us
get
like
a
in
the
audience
here,
get
a
glimpse
behind
the
curtain
like
what
are
you
doing
like
on
a
day-to-day
basis?
A
What
is
your
typical
week
like,
and
can
you
walk
me
through
like
a
typical
like
business
trip,
so
it's
like
booking
the
airplanes
lining
up
the
meetings,
the
pre-meeting
prep.
You
know
I
I'd
love
to
hear
like
on
a
day-to-day
and
a
week-to-week
basis
and
like
walk
me
through,
like
your
traditional,
like
trip
like
what
are
you
thinking
about?
What
are
you
trying
to
get
out
of
these
meetings?
What's
your
definition
of
success,
things
like
that.
B
Yeah,
I
think
I
think
you
know
I
don't
know-
maybe
people
listening
and
other
people
in
general
just
think
of
sales.
People
are
on
the
golf
course
all
the
time
and
you
know
they're
out
schmoozing
their
customers.
I
think
that
people
when
people
hear
sales,
that's
what
they
think
a
lot
and
it's
just
so
much
more.
B
It's
it's
a
lot
of
prep
work,
but
day
to
day
example,
day
to
day
you
know
it's
kind
of
preparing.
Looking
at
you
know
it
could
be
the
morning
of
or
the
night
you
know
the
night
before
I'm
more
of
a
morning
of
person,
because
the
end
of
the
day,
I'm
just
kind
of
spent
so
I'll
look
in
the
morning
get
up
and
look
what
I
have
for
the
day
and
plan
out.
They
gotta
call
a
customer.
B
Well
a
prospect
call
this
morning,
but
it's
been
a
multiple
step
engagement
and
make
sure
I
had
everything
prepared
for
that.
So
you
know
looked
at
my
day
made
sure
I
was
prepared
for
that
call
and
it's
a
lot
of
preparations
responding
to
emails.
It's
you
know
in
our
position
where
I
am.
I
have
a
lot
of
small,
medium
and
large
customers
and
a
lot
of
the
smaller
customers
will
have
demands
as
well.
B
So
it's
balancing
your
time
every
single
day
to
make
sure
that
you're
getting
to
the
smaller
customer
because
they
can
grow
and
making
sure
you're
you're
attentive
to
their
requests,
but
not
spending
so
much
time
in
the
weeds
where
you're
not
looking
big
pictures,
so
you
can
grow
kind
of
the
bigger.
You
know
the
bigger
chunks
or
you
know
like
what
I
call
hitting
a
home
run.
B
So
it's
a
it's
a
balancing,
it's
a
balancing
act
for
me
because
I
have
customers
small,
medium
and
large
day
day-to-day
it
could
it's
it's
a
lot
of
emails.
It's
phone
calls!
It's
customer
calls
it's
research,
I'm
on
linkedin
a
lot
as
well
and
once
a
quarter
I'll
go
into
a
look
at
kind
of
you
know
their
the
quarterly
report
that
comes
out
see
if
anything's
changed
from
a
business
standpoint.
So
it's
kind
of
a
day-to-day
stuff.
B
You
know
working
with
my
sdr's
more
kind
of
couple
times
a
week,
understanding
kind
of
what
the
game,
no
sharing
kind
of
the
game
plan.
Isn't
you
know
determining
where
we
are
in
that
game
plan
and
it
could
be?
You
know
a
couple
campaigns
that
we're
running.
You
know
example
andrew
and
I
are
working
on
a
devsecops
campaign
and
want
to
make
sure
we're
you
know
going
along
as
planned
with
that
in
regards
to
I'll
switch,
it's
kind
of
making
the
trips
with
git
lab
I'm
lucky.
B
I
cover
new
york,
new
jersey
and
it's
just
a
it's
a
train
ride
down
to
new
york
city
for
me,
so
I'm
not
hopping
on
planes
as
much
anymore.
Previous
life
I
was,
I
was
traveling.
You
know
whether
it
be
midwest
down
south.
You
know
you
name
it,
but
most
of
my
trips
are
just
on
a
on
a
train
and
that's
good
because
on
the
train
you
can
get
work
done
three
three
and
a
half
hours
down
to
new
york
city
and
get
the
work
done
that
I
need
to.
B
But
it's
preparation,
you
know
a
lot
of
it.
Is
you
have
an
upcoming
meeting
meetings
with
certain
people
want
to
make
sure
you
understand
kind
of
their
key
required
capabilities?
What
they're
looking
to
achieve
and
make
sure
we
can
plug
into
them?
B
You're
in
a
meeting
and
then
boom
the
cio
walks
in
and
you're
talking
to
a
director
level,
the
cio
has,
you
know
a
different
view
of
things
and
you
have
to
be
able
to
adapt
to
talk.
You
know
more
interesting
more
from
a
business
standpoint
than
so
much
a
technical
standpoint.
That's
why
I
do
a
little
bit
better
myself
is.
I
understand
I
think
I
understand
business
a
little
bit
better
than
the
technology
aspects,
I'm
not
a
bits
and
bytes
person.
B
I
understand
okay
company
actually
looking
to
drive
revenue,
they're,
looking
to
cut
costs,
they're
looking
to
reduce
risk,
you
know
being
a
business
major
from
from
college.
I
understand
that
stuff
a
little
bit
better,
so
I
rely
on
my
essay
quite
a
bit,
but
going
to
the
things
when
you
go
on
the
road,
you
need
to
make
sure
just
the
little
things
like
your
hotel's
booked,
your
train's
booked.
You
know
what
the
meetings
are.
B
Calendar
management,
letting
other
people
know
you're
not
going
to
be.
You
know
available
and
making
sure
that
I
think
that's
probably
some
stuff
that
people
you
know
might
not
think
of
it's
not
hard.
It's
just
making
sure
that
it
gets
done
and
then,
when
you're
done
with,
let's
say
your
trip,
you
know
finishing
up,
making
sure
you're
documenting
everything,
and
you
know
what
the
next
steps
are.
So
I
followed
up.
I
had
a
call
this
morning.
Wasn't
a
trip.
B
It
would
have
been
a
trip
because
they're
local
here,
but
due
to
kobe
we're
not
having
it,
but
I
made
sure
we
get
that
next
step
and
who
is
the
person
to
get
that
next
step
with?
So
what
I
did
is
in
this
case
it
was
michelle
michelle
all
right.
What
we'll
do
is
it
sounds
like
this
is
what
we're
gonna
do.
What
I'll
do
is
I'll
get
that
information
I'll
get
back
to
you.
Let's
set
up
a
call
next
week.
So
it's
the
follow-up.
B
You
know
whether
it
be
in
person
or
you
know,
online
type
of
meeting
so
yeah,
one.
B
Is
you
know
trips
can
be
good
great.
You
know
I've
gotten,
you
know
gone
to
new
york
city,
a
lot
seen
a
lot
of
things.
What
I'd
always
suggest
to
sales
people
take
advantage
of
when
you
weigh,
if
you
have
a
you
know
some
time
that
night
go
out
and
have
a
nice
dinner
get
to
explore
the
the
years
it's
going
to
be
a
balance.
You
know
it's
work.
Let's
give
you
a
little
bit
play
as
well
for
the
question,
but
it's
you
know.
A
A
It
was
like
travel,
hardship,
pay,
compensation
or
something,
but
the
whole
idea
is
like
if
you're
on
planes
and
coming
back
friday
night
at
like
9
p.m,
then
that's
factored
into
your
comp
right
and
it's
just
the
fact
that,
like
you,
can't
necessarily
have
a
traditional
life
anymore.
Like
my
mentor
at
red
hat,
he
worked
for
a
fortune
5
company
and
it
was
a
global
role
and
he
was
flying
out
to
their
offices.
In,
like
malaysia,
singapore.
A
And
he
was
probably
like
80
hours
a
week
average
and
40
hours,
some
weeks
like
on
airplanes
themselves,
but
yeah.
I'm
just
curious,
like
in
typical
outside
roles,
tell
me
about
just
sort
of
like
because
there's
a
certain
lifestyle
element
to
it
right.
So
it's
like
yes,
we
explored
like
this.
Do
people
have
the
right
personality
profile?
Do
people
have
to
write
skills?
How
can
you
change
some
of
that?
B
Yeah,
so
I
think
git
lab
is
a
little
bit
different.
You
know
we
do
we're
all
remote
companies,
so
any
sales
person-
I
would
say
prefaces
pre-covered
you
know,
is
typically
out.
You
know
meeting
customers
as
needed,
but
yeah.
It's
definitely
not
a
nine-to-five
job.
You
know
I've
been
on.
You
know,
driving
to
the
airport
at
3
30
in
the
morning,
sometimes
going.
A
B
Station
at
5
00
a.m.
Getting
home
at
you
know,
2
a.m.
So
it's
not
there's
no
defined
schedule.
You
know,
I
don't
think.
Nowadays
there
is
a
defined
schedule,
probably
in
any
career
you
know
other
than
maybe
you
know
you
know
the
teacher.
I
get
two
two
sisters
at
the
teachers.
You
know
they're
going
in
at
eight
and
they're
out
at
four,
although
I
shouldn't
say
that
because
they
do
a
lot
of
correcting
on
papers
as
well,
but.
B
A
nine
to
five
it's
you
know
it
could
be
going
on
tuesday
morning,
early
tuesday
morning,
I'll
shoot
down
the
new
york
meetings
at
like
one
o'clock.
Four
o'clock,
we'll
have
a
you
know,
invite
the
the
team
out
to
dinner
might
not
get
back
to
the
hotel
till
11
o'clock
at
night.
So
you
have
to
be
flexible
and
okay
with
that,
that
you
know
schedule
that
type
of
schedule,
and
you
know
it
could
be
the
next
morning.
B
You
know
more
meetings
and
then
you
know,
depending
how
long
my
trips
are
usually
two
to
three
days.
When
I
do
go
away
and
it's
you
have
to
be
adaptable
and
book
a
lot
of
meetings
as
well,
because
typical
will
happen
is
when
you're
on
the
road.
So
you
have
four
meetings
set
up
at
least
one's
gonna
get
counted
for
some
reason,
but
you're
gonna
be
adaptable,
and
and
like
I
said,
it's
have
some
fun
like
your
customers
are
people
as
well.
They
like
to
go
and
have
a
nice
dinner.
B
They
like
to
go
out
and
see
things.
Maybe
a
show
so
have
fun
while
you're
on
the
road,
but
make
sure
you,
when
you're
on
the
road
you're
getting
the
things
done,
because
it's
expensive
to
fly
or
you
know,
take
a
train
and
pay
for
the
hotels
down
there.
But
yeah
it's
it's
it's
a
different
world.
You
have
to
be
adaptable.
You
have
to
not
be
ready
for
the
nine
to
five
and,
like
I
said,
sometimes
you're
leaving
very
early
in
the
morning.
B
If
you
have
an
early
flight
or
you
can
fly
the
night
before
and
you're
missing,
you
know
next
tonight
so
be
adaptable
and
be
used
to
a
lifestyle.
That
is
not
a
traditional
lifestyle,
and
I
think
you
mentioned
the
point.
The
hazard
pay
type.
We
don't
get
a
hazard
pay.
You
know,
sales
people
are
comp,
the
good
salespeople
compensated
well
and
it's
just
part
of
the
job.
So
you
accept
that
as
part
of
the
job.
B
When
you
say
across
industry,
talking,
let's
like
across
all
different
industries
like.
A
Across
tech,
tech,
tech
outside
sales,
like
what
do
you
think
is
average
like
so
what
I
mean
by
that
is,
if
you
start
your
day
at
nine,
and
then
you
get
back
to
the
hotel
at
like
seven
like
that,
that's
that's
included
like,
even
though
you
had
that
dinner
and
stuff,
that's
included
into
there,
so
like
from
an
hour
perspective
like
what?
What
what
do
you
think
everything
is
added
up
for
tech
sales
across
yeah.
B
For
outside
rolls
it's
it's
less
now
because
I'm
not
having
customer
dinners.
You
know
a
tip
on
the
road.
You
know,
let's
say
like
I
said
I'll-
do
two
or
three
days
I'll
leave
on
an
early
train
down
to
new
york
city
and
I'm
leaving
the
house
at
6am
and
that
night
I
might
have
dinner,
and
you
know
I'm
getting
back
to
the
hotel.
B
10
11
p.m.
So
you
know
there's
a
long
day.
The
next
day
might
be
less,
but
you
know
average
in
a
week
when,
when
you're
on
the
road
and
I'm
not
on
the
road
every
single
day,
every
single
week,
I'm
on
the
road,
probably
every
other
week
during
normal
times-
and
it's
probably
two
days
a
week-
travel
it
could
be
shooting
down
in
new
york,
then
shooting
over
to
jersey
going
to
long
island.
B
A
B
A
Okay,
I
I
heard
that
beep
go
off
and
respect
your
schedule.
Do
you
have
a
hard
stop
at
two,
or
can
you
like
keep
on
going
for
a
little
bit.
B
A
Yeah,
so
how
about
we
just
end
this
section
with
a
good
story.
That's
like
typical
of
like
what
what
life
is
like
in
outside
sales
and
then
we'll
just
end
the
podcast
there.
So
I
mean
I
just
remember
like
so
many
crazy
stuff
happens.
Unexpected
things
happen,
cios
walk
in
their
room
like
give
me
give
me
a
story
that,
like
personifies
like
what
outside
sales
is
like.
B
Well,
you
it's,
we,
we
hope,
all
outside
sales
and
we're
coming
back
from
the
trip.
We
get
a
million
dollar
po,
but
it
doesn't
happen
all
the
time
but
you're
a
fun
story.
You
know-
and
I
think
this
is
maybe
what
people
think
of
happens
all
the
time
at
outside
sales
yeah,
not
so
much
and
this
you
know
this
happened
15
years
ago,
but
I
think
it
personifies
the
what
people
think
of
outside
sales,
the
customer.
B
It
was
a
very
large
industrial
custom
customer
they
have
healthcare,
they
have
aviation
biggest
name,
one
of
the
biggest
names
they.
Everyone
knows
their
name,
and
I
won't
mention
it
though,
but
I
was
flying
out
to
milwaukee
to
meet
with
the
team
and-
and
they
were
at
that
at
this
point
they
were
spending
a
couple
million
dollars
a
year
with
us,
and
we
had
one
of
our
guys,
one
of
our
key
folks,
technical
folks,
working
on
site
with
them.
B
You
know,
day
in
day
out,
he
was
flying
every
week
from
dallas
to
milwaukee.
His
name
was
bobby
and
he
was
doing
a
lot
of
programs
for
one
of
our
directors
up
there.
A
gentleman
named
tony
and
I
said
guys
you're
doing
so
much
work.
You
you
get
the
cio
personally
called
me
and
said
your
team
is
doing
fantastic
work
because
of
the
work
they've
done
with
our
systems.
B
B
So
I
said
guys
we're
going
to
celebrate
myself
tony
bobby
and
a
bunch
of
other
folks
on
the
team
went
out
and
we
went
to
a
nice
steakhouse
in
milwaukee
a
place
called
moe's
and
tony
was
you
know
as
bobby
was
chartered
to
drive,
and
I
don't
condone
this
behavior
okay,
I
don't
condone
this,
but
we
poured
tony
out
into
his
out
into
his
house
and
said
tony
you're
home
and
you
know
bobby
and
I
took
off
bobby's
driving
and
it's
just
one
of
those
stories
that
I'll
never
forget
and
tony
to
this
day,
tony's
over
at
one
of
the
global
financial
financial
companies.
B
B
We'll
connect
that
once
a
year
myself
and
bobby
and
we'll
all
talk
about
that
story,
he's
like
I
didn't
feel
today,
so
you
know
it's
one
of
those
stories
from
a
sales
perspective.
You
know
you
got
to
really
bond
and
engage
with
your
customer
on
a
non-business
standpoint.
We're
out.
B
And
it's
just
you
know,
tony
into
this,
we
got
I
get
to
running
really
well.
His
wife
was
like.
I
don't
know
what
you
did
to
tony,
but
he
wasn't
good
for
a
couple
days.
So
I'll
end
it
with
that
it
was
a
you
know.
A
B
Different
times
fantastic
times,
but
your
customers
are
people
get
to
know
them.
You
know,
you
know
once
they
become
customers
get
to
know
them
on
a
non-business
level
is
something
I'd
suggest
you
do
and-
and
I
do
that
and
I
still
have.
I
still
have
friends
that
were
former
customers
back
from
those
days
and
it
you
know
that's
kind
of
why
you
make
the
curve
and
I
I
enjoy
those
relationships
because
I
know
I
can
call
bobby.
B
I
know
I
can
call
tony,
I
know
called
tony
tony's
boss,
chris
he's
retired
now,
but,
and
you
know,
have
talks
about
the
good
old
days.
So
that's
it
and
I'm
looking
up.
You
know
we'll
continue
to
build
some
other
relationships
here
at
git
lab
and
we
are
doing
so
with
some
of
the
largest
companies
in
the
new
york
new
jersey
area.
B
I
hope
it
wasn't
too
risque,
but
it
kind
of
it's
like
it's
old-school
sales.
You
know
and
that's
kind
of
what
what
you
know
not
how
we
get
things
done.
It's
just
a
celebratory
moment
that
we
got
to
to
engage
with
and
have
fun
and
because
our
team
did
a
fantastic
job
in
driving
revenue
for
a
customer
and
the
cio
said
you
know
you
get
a
call
from
cio
thanking
you,
that's
pretty
powerful.
So.
A
B
The
you
know,
I
was
a
sales
person
and
they
look
to
me
for
this
and
you
know
it's
a
team
effort.
It's
it's.
Sales
is
not
about
one
person
whatsoever
and
if
someone
tells
you
you
know,
they
are
wrong,
you
know
bobby
and
his
team
did
a
fantastic
job
and
it
took
a
bunch
of
effort
prior
to
even
that
you
know
to
make
it
happen.
So
sales
involves
the
entire
team
and
you
know
I.
B
Thank
you
thanks
to
the
entire
team,
whether
it
be
you
know,
marketing
your
sdr,
your
sa,
the
people
that
interviewed
me.
So
just
it's
a
complete
effort.
You
know
finance,
whoever
it's
an
effort
to
get
things
done,
and
you
know
a
lot
of
times.
People
say:
congratulations!
You
know
to
the
sales
team,
but
they
forget
about
all
the
other
people
that
helped
you.
You
know
whether
put
together
a
deal
negotiate
that
deal
the
legal
folks.
You
know
what
have
you
everyone's
involved.
So
it's
definitely
a
team
effort.
B
Another
point
you
know
to
the
people
that
want
to
be
sales.
You
know
outside
sales,
leverage,
a
team
find
out
the
good
people
and
and
go
back
to
them
and
leverage
them
and
thank
them,
and
you
know
and
praise
them
as
well
give
them
recognition.