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From YouTube: TT330: Sales Stories (Brent Caldwell)
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
A
Yeah
absolutely
so.
The
reason
why
I'm
so
excited
about
having
brent
on
the
show
is
that
brent
is
our
very
own
inside
sales
manager,
so
if
you've
ever
considered
inside
sales,
I
brought
him
on
the
show
so
that
he
can
talk
a
little
bit
about
his
professional
story,
and
you
know
answer
some
questions
like
that.
So
do
you
hear
any
sound
problems
right
now
brent,
ours
are
just
me.
A
A
You're,
fine
right,
okay,
let's
just
keep
powering
through
them
yeah.
So
I'd
love
to
hear
a
little
bit
about
your
professional
story.
So
specifically,
I
think
that
inside
sales
is
a
really
interesting
position
to
be
in.
So
how
did
what
drew
you
first
to
the
inside
sales
role
when
you're
an
individual
contributor
and
what
eventually
led
you
to
inside
sales
management?
Can
you
walk
me
through
just
some
sort
of
the
old
internal
decision
making
that
you
were
doing
and
how
many
like?
What
sort
of
steps
you
went
through.
B
Sure
yeah,
I
think
I
can
give
you
some
idea.
So
I'd
say
it's
really
about
20
years
ago
for
me,
and
it
was
real
simple
back
for
me
when
I
took
my
first
job
in
software
as
an
inside
sales
rep,
it
was
for
a
small
company
selling
software
tools
to
to
developers
and
we
didn't
have
outside
sales
reps.
This
is
a
small
company.
I
hired
sales
people,
not
inside
sales
versus
outside
sales
and
when
you're
in
a
young
company
and
a
startup,
it's
really
important
for
you
to
follow
up
with
people.
B
You
know
the
leads
that
you
do
have
find
new
leads
kind
of
build
the
business,
and
so
really
we
didn't
have
outside
sales
people.
I
was
the
salesperson
for
my
territory.
I
did
you
know
most
of
my
work
via
email
and
telephone
traveled,
really
for
a
small
company
when
I
needed
to
that
was
20
years
ago.
10
years
ago
I
worked
for
a
company
that
was
more
I.t
infrastructure,
as
management
called
puppet
and
once
again
brand
new
people
I
was
in.
B
B
We
do
not
travel
as
much
as
the
outside
sales
people
not
going
to
have
all
of
the
the
sharpened
presentation
skills,
because
it's
a
lot
more
about
picking
up
the
telephone,
using
the
email
and
reaching
out
to
a
lot
of
people,
but
the
first
two
companies
that
I
started
with.
That's
what
we
have
that's
what
we
did
until
we
built
enough
of
a
platform
of
clients,
then
we
hired
outside
people
on
top
of
it
at
puppet.
B
B
But
when
we
started
paul
meda
and
I
the
public
sector
team,
you
know
that's
one
thing
we
had
to
have
is
an
inside
sales
rep,
because
there's
a
lot
of
phone
calls,
there's
a
lot
of
transactions,
you're
dealing
with
a
lot
of
resellers,
so
you're,
not
just
putting
one
quote
out
to
a
client
you're,
putting
four
or
five
or
six
quotes
out
to
multiple
resellers
for
one
client.
So
there's
a
lot
of
meticulous
busy
work
that
needs
to
be
done.
B
A
Yeah,
I
think
that
that's
really
interesting,
so
when
I've
heard
of
inside
sales,
sometimes
I've
heard
the
term
used
a
little
bit
differently.
I
hope
that
you
can
help
me
walk
through
it,
so
a
lot
of
times
in
companies
they
have
like
smb
and
commercial,
and
then
those
are
the
people
that
are
working.
The
smaller
deals
a
lot
of
times,
they're
comp
less
than
the
enterprise
and
the
field
sales
people,
but
they're
fundamentally
still
closers
right.
So
that's
one
way
in
which
you
have
inside
sales
people.
They
just
don't
travel.
A
A
You
know
ot
north
of
200,
and
so
you
have
some
inside
sales,
people
that
primarily
function
to
do
some
of
the
administration
and
handle
renewals
and
some
of
the
smaller
tasks,
and
I
typically
hear
of
these
people
called
teamed
inside
sales
people
so
in
terms
of
git
lab.
Is
that
what
you've
seen
to
an
industry?
And
in
my
understanding,
then,
the
team
that
we
have
here
would
fall
under
a
teamed
inside
sales
role
because
we
still
have
smb
and
commercial
sales
teams.
Is
that
correct?.
B
Kind
of
I'm
not
sure
I
I
let
me
put
it
to
you
a
different
way
so
team
inside
sales,
rep
just
sounds
to
me
like
there's
a
bunch
of
strategic
account
leaders
and
we
have
a
small
pool
of
inside
sales
rep
and
you
might
be
closing
an
order
for
you
know
one
territory
or
another
territory,
but
you're
focused
on
closing
some
orders
and
doing
renewals
and
that
kind
of
stuff
which,
yes,
that
is
part
of
the
inside
sales
team's
job.
B
B
A
Yeah,
thank
you,
yeah
gotcha,
okay,
thanks
for
clarifying
that
for
me,
I
think
that
we
just
started
diving
in,
but
I'd
love
to
hear
a
little
bit
more,
so
we
talked
a
little
bit
about
the
responsibilities,
but
can
you
walk
me
through,
like
a
traditional
week
of
one
of
the
people
on
your
team?
So
it's
like
what
are
the
things
that
they're
doing?
What
are
the
things
that
they
care
about?
What
are
their
objectives?
What
are
their
milestones
and
yeah?
B
Sure
I
think
the
the
number
one
thing
that
I
look
for
for
a
good
inside
sales
rep
is
organizational
skills
like
how
do
you
know
you're
supposed
to
call
somebody
back
on
next
tuesday
right?
Do
you
put
something
on
your
calendar,
but
you've
got
hundreds
of
clients,
potentially
thousands
of
people,
that
you
talk
to
really
you're
going
to
put
those
on
your
calendar.
So
I
am.
I
have
used
salesforce
in
my
career
and
whatever
crm
you
use.
We
use
salesforce
here
using
the
crm
to
build
your
call
list,
I
think,
is
very
important.
B
So
we
use
open
activities.
So,
if
you're,
following
up
on
order,
you
set
an
open
activity
and
you
set
it
you're
supposed
to
call
the
person
next
tuesday,
when
you
open
your
sales
force,
you
will
see
a
list
of
all
of
your
activities
in
chronological
order
that
pop
up
on
your
home
page.
So
what's
your
week,
look
like
you
wake
up
in
the
morning,
you
see
your
10
15
people
that
you
have
to
get
a
hold
of
on
monday
down
the
list.
You
can
see
the
people
you
have
to
get
on
tuesday.
Well,
what
happens?
B
You're
going
to
try
to
call
a
bunch
of
these
people
on
monday,
but
five
people
from
last
week
called
you
right,
so
you're
not
going
to
get
to
everyone
on
your
list.
You
got
to
go
through
on
the
people
that
you
didn't
reach
today
and
then
put
them
out
I'll
put
one
on
tuesday,
one
on
wednesday,
one
on
thursday
and
fold
them
into
this
list.
B
So
if
you
go
about
this
organizationally,
not
only
do
you
build
your
own
call
list
and
you
know
exactly
who
you're
supposed
to
call
email
close
this
week,
but
as
you
grow
as
you
go
into
another
role
as
we
split
territories
because
we're
successful
the
person
coming
behind,
you
inherits
that
activity
list.
They
don't
have
to
go
through
the
whole
database
and
figure
out
who
the
heck
am
I
supposed
to
call
right.
So
that
is,
I
think,
a
very
important
part
of
what
you
have
to
do.
You
have
to
be
organized.
A
Gotcha,
so
if
just
make
sure
that
I
understand
correctly,
the
whole
goal
is
to
have
everything
in
salesforce
and
then
salesforce
should
be.
Your
source
of
truth
should
organize
all
of
your
tasks,
and
then
someone
in
the
inside
sales
team
would
basically
log
into
salesforce
and
have
a
very
clear
understanding
of
what
the
milestones
objectives
are
for
that
week.
B
Exactly
now,
there's
a
lot
of
complexity
to
it.
You're
going
to
go
to
the
meetings
with
your
strategic
account
leader,
who's,
going
to
ask
you
to
do
some
prospecting
to
a
certain
company
right.
There
are
times
we
do
workshops
and
webinars,
and
sometimes
the
isrs
is
working
with
our
marketing
team
to
set
those
up
and
help
run
them.
A
Gotcha,
excuse
me
so
if,
if
the
salesforce
list,
you
know
this
is
like
my
task
list,
because
inside
sales
rep,
what
determines
what
actually
makes
it
into
that
list?
Is
it
process
or
do
I
create
it
like
I'm
just
wondering
like
what
percentage
of
the
things
in
there
do
I
create
like
taking
initiative
and,
like
I
see
an
opportunity
or
something,
and
then
what
percent
of
it
is
like
our
sales
process,
where
it's
just
sort
of
like
we
just
had
this
call.
B
B
You've
got
six
people
from
an
aws
event
six
months
ago
that
you
tried
to
reach
out
to
and
they
didn't
so
you
got
those
six
people
that
are
popping
up
on
your
list
again.
Would
you
call
them
before
the
person
who
we're
saying
is
going
to
close
an
order
at
the
end
of
october?
B
Probably
not
I'm
probably
going
to
start
with.
We
are
committed
to
closing
this
order
in
october.
That's
number
one.
Okay,
one
step
behind
that
is
those
people
can't
order
until
the
quotes
are
out.
If
it's
october
14th-
and
I'm
saying
I'm
committed
to
closing
it
october
31st-
and
I
don't
have
an
accurate
quote
out-
I'm
in
trouble-
you.
A
B
There's
the
aws
people
from
three
months
ago:
you'd
prioritize
them
lower.
So
it's
a
hundred
percent
the
isr
saying
oops.
I
better
set
a
task
for
this,
because
I
know
this
person
told
me
to
call
them
back
in
two
weeks:
yeah
and
you'll
think
about
it
for
two
weeks.
It
just
pops
up
on
your
list,
two
weeks
from
now
and
you're
like
oh
yeah,
I
gotta
call
that
person
again.
A
Yeah,
so
one
of
the
things
that
you
mentioned
that
you
look
for
in
is
organizational
skills.
What
other
things
do
you
look
for?
It
sounds
like
time,
management
and
having
a
sense
of
priorities
and
self-motivation
are
important,
but
that's
just
me
reading
in
between
the
lines,
what
are
some
of
the
things
from
your
perspective
that
you
look
for
in
a
new
hire.
B
Well,
so
I
mean
there's
there's
you
know
experience
thing
so
you
know
you
can
see
in
the
job
description
we're
asking
like
five
years
of
experience
why
we
have
so
few
inside
sales
reps.
We
can
afford
to
get
people
with
that.
Much
experience
I
mean
honestly,
I
haven't
had
problems
hiring
inside
sales
rep
for
public
sector,
because
a
lot
of
our
strategic
account
leaders
have
worked
with
good
inside
sales
reps,
so
I've
got
a
bunch
of
referrals.
Now
we
don't
always
have
that
in
in
every
case.
B
But
if
you
don't
have
five
years
as
an
isr,
then
what
I
have
to
start
doing
is
looking
at
okay.
What
do
you
have
like,
for
example,
as
we've
ramped
up
people
in
the
enterprise
side?
Looking
for
people
who
have
been
extremely
successful,
sdrs
that
know
git
lab
know
the
story
right
are
used
to
talking
to
people
that
to
me
I
can
use
in
lieu
of
some
isr
experience.
I
can
train
you
about
call
tasks
and
you
know
organizational
skills.
B
If
I
don't
have
to
train
you
everything
there
is
to
do
about
get
lab
in
the
story.
If
that
makes.
A
B
A
Gotcha
so
from
someone
in
my
organization,
it
seems
like
the
things
that
they
could
do
to
set
themselves
apart
is
to
be
really
great
at
the
product
to
sound,
really
great
in
the
phone
really
great
people,
skills
gotcha.
Thanks
for
the
clarification
there.
B
I
would
just
add
to
that
look
so
there's
there's
those
things,
the
things
that
you
mention.
You
know
you're
a
good
team
player
you
you
know
all
of
that
kind
of
thing,
and
then
you
throw
the
organizational
skills.
That's
where
I
think
the
sdr
team
really
is
going
to
need
to
make
that
pivot.
Do
you
know
how
to
you
know,
get
the
quotes
out?
Do
you
know
how
to
organize
your
day?
There's
a
lot
of
people
to
call.
A
A
So
is
it
just
like
an
interview
process
or
I'm
just
curious
as
to,
but
how
like
I
like
so,
for
instance,
in
an
interview
I
could
say
like
hey,
I'm
hard-working
right,
but
so
does
everyone
else
so
like
how
would
someone
demonstrate
and
come
up
with
a
track
record
for
having
good
organizational
skills
so
that
they're
really
prepared
for
your
team
enroll.
B
So
I'm
a
stickler
for
using
salesforce
to
prove
that,
because
that's
where
we
live,
that's
what
the
company
has
decided
is
our
crm
and
again,
as
I
mentioned,
it
becomes
an
artifact.
If
I
move
on,
if
I
move
up,
if
we
split
I've
done
work
that
the
people
coming
behind
me
are
going
to
benefit
from
gotcha,
so
so
really
what
I
would
want
to
see
in
an
interview
is:
when
I'm
talking
to
people,
how
do
you?
How
do
you
manage
your
day?
Show
me?
B
Well,
you
know
I
use
outreach
and
then
you
know
when
people
reach
back
to
me.
I
answer
them
right
or
do
you
say
no,
here's
how
I
interview
how
here's
how
I
set
up
my
day.
Here's
how
I
think
about
it.
How
do
I
know
I
got
through
to
these
people?
Well,
I
use
this
checklist
right,
and
so,
if
it's
not
salesforce,
if
it's
outreach-
or
you
know-
google
calendar-
or
I
write
sticky
notes
all
over
my
screen,
then
fine.
B
I
can
look
at
that
and
I
can
say:
okay,
you
understand
some
organizational,
but
we
have
a
crm.
Why
would
you
not
use
this?
Here's
how
you
could
use
it
so
trying
to
determine.
Does
the
person
have
that
understanding
of
managing
you
know
an
account,
the
big
picture
of
who
do
we
need
to
talk
to?
When
do
we
need
to
talk
to
them
after
they
purchase
with?
What
do
we
need
to
do?
You
know
that
kind
of
stuff,
so
I
could
I
could
get
that
by
asking.
B
How
do
you
do
it
now
and
get
the
sense
of
whether
somebody's
organized
like
if
you
can't
answer
the
question?
How
do
you
know
I'm
supposed
to
call
christopher
next
thursday?
How
do
you
do
that?
What
do
you
do
and
from
getting
that
information
you
know
I
can
tell
okay,
but
what
about
this?
What
about
that?
What
if
you
leave
so
those
are
the
kinds
of
things
that
I
would
like
to
see.
Even
if
you're
an
sdr
you've
got
to
organize
your
call
list,
you
got
to
organize
your
day.
A
A
Gotcha
thanks
for
explaining
that
I'm
curious
to
hear
about
some
of
the
complexity,
that's
involved
in
the
irsr
role,
so
I
guess
like.
Let
me
give
an
example
of
this.
So
it's
like
I
remember
when
I
was
in
doing
field
sales.
The
complexity
was
that
you
tried
to
you.
You
know
you're
going
to
fly
to
austin
texas
you're,
going
to
meet
with
you're,
going
to
try
to
get
as
many
customer
meetings
as
possible.
But
then
what
ends
up
happening
is
a
certain
number
of
them
cancel.
A
One
of
them
has
is
late,
and
it's
just
sort
of
like
it's
this
like
ongoing
organic
thing,
and
you
have
to
figure
out
priorities
in
a
very
like
ever-changing
schedule
and
landscape.
So
that
was
difficult
for
me
when
I
was
in
hybrid
sales.
I'm
glad
that
the
sales
people
that
I
was
serving
and
and
tied
to
they
would
generally
be
responsible
for
figuring
out
a
lot
of
that
stuff.
A
I'm
curious
as
to
like
what
would
you
say
are
some
of
the
hardest
things
that
about
like
surfing
in
inside
sales
like
so,
for
instance,
yeah.
So
it's
just
sort
of
like
what
are
some
of
the
hardest
things
about
the
role.
B
Busy,
if
you're
not
closing
orders
and
getting
quotes
out
and
dealing
with
purchasing
people
and
figuring
things
like
you
know,
okay,
we
want
to
upgrade
ultimate
and
add
50
licenses.
Some
of
the
sales
operations
stuff
really
takes
a
lot
of
attention
to
detail.
So
I'm
sorry,
I
kind
of
I
feel,
like
I've
lost.
My
repeat
that
just
your
last,
the
last
point,
I'm
sorry.
I
feel.
A
Like
I
was
just
curious
as
to
what's
what
are
some
of
the
hardest
things
about
being
in
inside
sales,
you're
saying
that
attention
to
detail,
and
just
like
the
amount
of
work
is
really
difficult.
B
Right
right
so
and
because
you've
got
that-
and
you
know,
if
you're
not
busy,
you're,
not
selling
anything,
it's
really
hard
to
say,
okay,
I
know
what
my
money
is
going
to
be
like
I've
got
this
call.
I've
got
this
guy
will
get
this
call,
but
you've
got
all
the
stuff
that
you
did
last
week
and
that
person
you
called
last
week
that
didn't
answer.
You
is
going
to
answer
you
back
this
week.
Now.
All
of
this
sudden
you've
got
to
get
that
quote
out.
B
If
you
want
to
have
this
in
october,
so
prioritizing
your
time,
knowing
when
is
what
is
the
best
use
of
my
time
right
now
and
being
able
to
put
things
off
that
are
lower
priority,
not
forever
and
not
forget
about
them,
but
in
a
way
that
you
can
do
right
and
then,
when
you
have
multiple
strategic
account,
leaders
like
you
were
talking
about
guess
who
they
call
when
they
need
help
hey.
You
know,
joe
smith.
This
company
just
stood
me
up.
Who
else
can
I
see
right?
B
You've
got
somebody
in
base
in
front
of
the
database
in
a
telephone
that
can
help
coordinate
stuff
like
that.
So
there's
a
lot
of
distraction,
that's
important
that
you
have
to
stop
what
you're
doing
and
you
have
to
focus
on
that
and
crush
it.
Then
you
have
to
be
able
to
get
right
back
into
what
you
were
doing
without
missing
a
b.
That's
the
toughest
part.
A
Gotcha
thanks
for
explaining
that
to
me,
I'm
curious
as
to
so
one
of
the
things
that
you
mentioned
was
the
fact
that
they
do
have
a
quota.
I'm
curious
as
to
how
the
comp
structure
works
for
inside
sales.
Is
it
like
80
20,
and
is
it
tied
to
the
sales
that
you
support
or
like
how
does
that
work.
A
B
50
percent.
Commission:
you
want
a
good
question
for
people
who
want
to
know
whether
you
want
to
be
in
sales
or
not
live
with
50
of
your
paycheck
being
not
guaranteed.
Okay.
If
you
don't
have
that
mindset
that
you
can
go
out
and
that
you're
the
right
company
and
by
your
effort,
you
can
hit
those
numbers
you're
on
the
wrong
business.
Okay,
so
there's
no
80
20!
It's
50
50.!
This.
B
A
B
Correct
that's
right,
your
whole
number
is
everybody
you're
supporting
and
either
we
make
it
as
a
team
or
we
don't
make
it
as
a
team.
Now,
in
that
scenario,
you've
got
three
cells.
Chances
are
not
all
three
are
gonna,
make
their
number
right:
one's
gonna
be
a
little
bit
low
one's
gonna,
be
a
bit
high
one's
gonna,
be
on
target
and
then
you're,
okay.
B
But
yes,
you
roll
up
to
all
of
your
strategic
account
leaders.
That
is
how
you're
cocked.
If
the
team
makes
it
you
make
it,
and
if
you
don't
you
don't,
and
so
in
that
way,
that
the
company
is
double
comp,
there
is
no,
if
it's
50k
and
below
the
isr
get
compton.
If
it's
50k
and
above
sal
gets
comped,
both
team
members
are
comped
on
it,
and
so
yes,
the
isr,
owns
all
of
their
sales
number
put
together.
B
A
A
A
I
think
that
one
of
the
things
that
is
really
interesting
and
a
great
question
I
loved
hearing
the
answers
to
this
is
so
sort
of
like
what
are
the
types
of
what
what
are
some
of
the
things
that
you
look
for
in
the
people
themselves,
not
just
like
from
a
skills
perspective
but
like
I'll.
Just
give
you
an
example
traditionally
like
when
I
talk
to
sales
managers,
I
ask
them
hey
when
you're
recruiting
and
hiring
what
are
the
things
that
you
look
for
and
they
look
for
in
some
order.
A
Those
say:
competitiveness,
they'll
say
self-determination.
They
have
to
be
able
to
go
through
adversity.
They
have
to
be
able
to
persist
when
people
aren't
picking
up
the
phone,
they
have
to
say
they'll
say
something
like
they
have
to
be.
They
have
to
have
like
a
strong
sense
of
drive.
Good
communication
skills
and
so
on
and
so
forth.
So
I'm
curious
first
specifically
for
your
role.
I
think
that
yeah,
so
what
are
some
of
the
things
just
like
from
a
personality
point
of
view
that
you'd
look
for.
B
Well,
I
think
you
need
a
high
degree
of
self-confidence.
You
need
to
feel
confident
that
you're
going
to
be
able
to
reach
out
you
don't
have
to
have
all
the
answers
as
a
salesperson.
You
have
to
know
where
the
answers
are.
You
can
get
on
a
conversation
with
somebody,
and
you
have
the
confidence
that
you
can
help
them
that
you
want
to
help
solve
their
problem
right.
So
so
that's
actually
two
things.
B
One
is
just
having
your
own
self-confidence
and
two
is
having
the
right
attitude:
we're
not
trying
to
sell
people
things
they
don't
want.
I
don't
know
about
every
salesperson,
but
for
me
that's
I
do
motivate.
I
wouldn't
be
a
good
salesperson.
If
I
feel
like
you,
didn't
need
what
I
was
trying
to
sell.
One
of
the
things
that
gets
me
up
in
the
morning
is
I
like
hearing
people's
stories.
A
B
So
you
need
self
motivation,
but
you
also
need
some
perspective
on
you
know
what
you're
trying
to
achieve
you
got
to
you've
got
to
want
to
work
with
people.
You've
got
to
want
to
help
people
you've
got
to
want
to
pick
up
the
phone
you
have
to
want
to
do
it,
it'd
be
really
easy
to
not
and
you're
never
going
to
get
all
of
the
activities
done.
That
is
necessary
and
you're
never
going
to
hit
the
crazy
numbers
we
have
to
hit.
B
If
you're
sitting
back
waiting
for
people
to
call
you
back,
you
put
out
a
phone
call.
If
you
need
to
leave
a
message
great
often,
I
follow
that
up
with
a
an
email.
Then
I
put
them
out
on
my
call
list
and
I
go
to
the
next
person
you
know
dealing
with
multiple
people
juggling
getting
multiple
balls
up
in
the
air
and
then
being
able
to
to
close
in
on
them.
That's
that's
all
really
important,
so
self
motivation
and
I
think,
a
good
attitude
about
why
you
want
to
be
a
salesperson.
B
A
Yeah,
I
appreciate
you
sharing
that
cool.
Well,
I
thank
you
for
explaining
the
role
to
me
and
hearing
a
little
bit
about
your
story
for
those
in
the
audience
that
are
thinking
about
inside
sales
hope.
This
was
helpful
for
you
and
thank
you
brent
for
your
time.
Thanks
for
joining
the
podcast
today,.