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From YouTube: TT330: Sales Stories (Tanuja Paruchuri)
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,
everybody
very
excited
about
to
do
our
very
own
tunisia
that
we
have
on
the
podcast
today,
tunisia
is
in
sales,
enablement,
tunisia,
how
you
doing
happy
happy
thursday.
B
I
know
it
feels
like
a
friday
because
we're
we
have
friends
and
family
day
tomorrow.
So
I'm
super
happy
about
that,
and
thank
you
for
having
me
I'm
really
excited
to
to
be
on
the
show.
A
Yeah
well,
it'll
be
our
claim
to
fame.
A
Yeah,
let's
dive
right
in,
I
think
that
I
actually
think
that
your
story
and
going
into
sales
and
implement
is
really
interesting,
because
I
think
that
the
difference
between
sales
and
enablement
is
just
sort
of
like
they
just
seem
very
odd
at
odds
with
each
other
right.
So
I
know
all
of
these
teachers
that
they
make
like
around
minimum
wage
and
they
do
it
because
they
it's
almost
like
this,
like
selfless
desire
and
almost
of
like
self-sacrifice,
sometimes
and
then
that's
not
generally
what
you
see
in
sales.
A
So
I
know
that
you
started
out
in
sales
and
then
moved
over
to
sales,
enablement.
I'd
love
to
hear
a
little
bit
about
your
story,
and
you
know
how
you
ultimately
decided
that
sales
enablement
was
the
place
that
you
wanted
to
take
your
career.
B
Yeah,
so
that's
a
great
question
to
start
with
so
yeah.
I
did
start
in
sales.
I've
never
done
software
sales
before,
but
I
used
to
work
for
coca-cola
and
then,
after
that
I
sold
to
like
smb
mid-market
accounts
and
then,
after
that
I
worked
for
a
company
called
corporate
executive
board,
which
I
now
think
is
called
ceb
gartner
and
I
did
cult
like
inside
sales
for
them
so
cold
calling
all
day
and
it
was
terrible.
But
I'll
say
this
about
sales.
B
Absolutely
I
think
it's
such
a
character
builder,
it's
one
of
those
things
that,
if
you're
kind
of
I
don't
want
to
put
it
this
way
exactly,
but
if
you're
weak
it'll
it'll
build
you
up
as
a
person,
you
learn
resilience.
You
learn
how
to
take
rejection.
It's
really
helped
me
in
my
dating
life,
but
you
know
I
I
think
overall
it
just
it's
such
a
character
builder.
It
teaches
you
so
many
different
things
you
get
to
learn
so
much
about
so
many
different
things.
B
It's
not
just
getting
stuck
in
this
in
the
role
of
like
learning
only
about
sales,
you
have
to
learn
about
the
customer's
business.
Ultimately,
so
you're
you're
learning
about
a
ton
of
different
things.
In
my
opinion,
so
the
way
I
made
the
leap
was
it
was
pretty
deliberate.
I
guess
so.
I
I
worked
in
sales
for
for
about
three
years.
B
I
really
loved
talking
to
people
so
in
that
way
it
really
helped
me
or
it
really
like,
like
it
excited
me,
I
guess
I
should
say,
but
the
thing
was
that
I
like
I
through
my
career,
I've
done
some
introspection
and
you
do
self-reflection
and
all
of
that-
and
I
felt
like
I
was
a
much
better
relationship
builder
than
I
was
like
a
hunter,
and
so
that's
where
sales
was
kind
of
a
little
more
difficult
for
me,
I'd,
say
and
also
a
little
bit
more
stressful,
frankly
and
doing
a
job
for
eight
hours
a
day,
40
hours
a
week,
and
we
all
know
that
it's
not
just
40
hours
a
week,
you're
working
a
lot
more
than
that
these
days.
B
Most
people
are
anyway.
So
I
wanted
to
enjoy
my
job.
You
know
and-
and
I
didn't
know
there
was
any
such
thing
as
sales
enablement,
but
basically
the
way
I
made
the
leap
was.
I
was
just
saying
thinking
like
to
myself,
okay.
Well,
I'm
hitting
my
numbers
I'm
doing
okay
in
sales,
but
I
don't
really
love
it
so
like
what
else
can
I
do
where
I
can
still
interact
with
sales
people,
but
I
kind
of
get
some
of
the
stuff
that
I
studied.
B
I
studied
marketing
at
the
university
of
texas
at
austin,
so
where
can
I
bring
some
of
those
analytics
and
and.
B
Some
of
the
analytics
and
and
and
like
the
psychology
and
and
teaching
and
learning,
and
that
sort
of
thing
so
so
I
tried
to
look
at
my
own
strengths.
I
guess,
as
I
was
going
through
this
process-
and
I
I
didn't
know
like
I
said
that
there
was
any
such
thing
as
sales
enablement.
So
as
I
when
I
was
in
my
second
job
at
ceb
gartner,
I
I
was
on
the
side
looking
for
another
job,
it
was
it
was.
I
found
this
perfect
job
description
that
fit
me.
B
It
was
like
okay,
you
know,
you're
gonna
work
with
sales,
people,
you're
gonna
marry
the
analytics
piece
and
you're
gonna.
Do
you
know
all
the
operation
stuff
that
go
along
with
it?
So
that
was
at
blackboard,
and
I
ended
up
getting
that
job.
I
interviewed
and
I
got
that
job
and
just
a
really
perfect
fit
a
nice
little
salary
jump
for
me
too
well
from
the
base
to
the
from
one
base
to
another.
I
guess,
but
I
wasn't.
B
I
didn't-
have
the
pressure
of
meeting
a
quota
in
the
sales
ops
job,
so
I
was
hired
on
as
a
sales
ops
specialist.
I
had
no
idea
what
that
meant,
but
what
it
meant
at
the
time.
I
think
the
definition
has
changed
a
little
bit
now,
but
what
it
meant
at
the
time
was,
I
do
all
the
stuff
in
operations
that
nobody
else
wanted
to
do
like
keep
track
of
the
org
charts
and
the
territory
maps,
and
you
know,
help
plan
events
and
all
that
stuff.
For
me,
it
was
really
fun.
B
This
was
all
the
stuff
that
I
like
to
do,
because
I
loved
the
variety
first
of
all,
and
also
I
liked
being
able
to
interface
with
all
the
different
departments
in
a
company
and
that's
what
I
think,
sales
enablement
like
kind
of
does,
and
and
sales
ops
too
right
like
we're.
We
have
to
be
kind
of
the
voice
for
sales
in
a
sense,
and
so
we
have
to
be
that
conduit
between
sales
and
everyone
else
outside
of
the
organization.
So
so
for
me,
it
was
a
really
good
fit.
B
I
stayed
there
for
about
eight
years
and
then
I
ended
up
getting
getting
laid
off
actually
and
on
the
side.
I
was
doing
my
own
business
that
I
had
started
that
had
nothing
to
do
with
anything.
It
was
I'm
a
health
coach,
a
certified
holistic
health
coach
and
I
also
loved
cooking
and
baking.
B
So
I
had
a
baking
business
on
the
side,
so
I
decided
to
go
in
into
that
full
time
for
two
years
after
that
experience
after
blackboard,
and
then
I
came
back
to
the
workforce
with
zillow
and
I
was
there
for
another
two
years
and
then
I
joined
get
lab
so
I'll
say
like
sorry
to
be
talking
so
much,
but
I
have
a
lot
to
say
so
feel
free
to
break
me
up
if
you
need
to,
but
so
when
I,
when
I
was
at
blackboard,
I
started
off
in
sales,
ops
and
then
I
like
transitioned
into
sales
enablement,
not
knowing
what
it
was
one
day.
B
C
B
Yeah
exactly
so,
he
was
like.
Oh
you've
already
been
doing
this
for
two
years
and
I
was
like
oh
wow,
thanks
for
you
know,
thanks
for
paying
me
appropriately
this
the
past
two
years,
but
no,
it
was
good.
Actually,
my
my
level
up
point.
My
point
where,
where
I
saw
the
switch
between
ops
and
enablement
was,
I
ended
up
doing
content
management
for
blackboard
in
the
sales
enablement
capacity,
and
it's
something
that
I
really
really
enjoy.
It's
something
I'm
very
passionate
about.
B
I
evangelize
for
it
every
day
here
at
gitlab,
so
I
went
from
you
know,
doing
kind
of
all
the
stuff
that
nobody
wanted
to
do
to
kind
of
being
a
little
bit
more
focused
in
this
area
of
content
management
still
had
some
of
the
other
stuff
going
on
on
the
side,
but
my
heavy
area
of
focus
was
content
management.
Then,
when
I
moved
to
zillow
well
I'll
stop
for
a
second,
do
you
have
a
follow-up
question
there.
A
B
Cool
okay
yeah.
So
when
I,
when
I
came
to
zillow,
I
was
the
only
sales
enablement
person
there.
They
didn't
have
a
team,
they
didn't
have
a
sales
ops
team,
it
was
literally
marketing
and
me-
and
I
sat
on
the
marketing
team
just
so
I
could
have
a
team.
I
guess,
but
I
really
didn't
most
of
what
they
were
doing
was
not
really
heavily
correlated
with
what
I
was
doing.
B
But
for
me
it
gave
me
an
understanding
gave
me
a
really
solid
understanding,
actually
of
why
I
feel
like
sales
and
marketing
are
kind
of
always
at
odds
with
each
other,
because
you
know
in
the
marketing
side
they're
trying
to
get
marketing
qualified
leads
on
the
sales
side.
You're
trying
to
get
sales
qualified
leads
so
you're
getting
credit
for
it.
The
commission
structures
at
black
or
sorry
at
zillow
we're
just
set
up
a
little
bit
differently.
B
Then
I
think
they're
set
up
here
at
get
lab,
so
so
it
was
a
bit
of
a
different
experience,
but
it
was
super
interesting
and
fun
to
be
a
part
of
that
team,
and
it
gave
me
the
ability
or
the
opportunity
I
should
say
rather
to
build
a
sales
enablement
function
from
the
ground
up
at
zillow
and
I'll
say,
dot
loop
was
the
specific
brand
at
zillow
that
I
worked
for
so
we
had
about.
It
was
a
fairly
small
sales
team.
B
We
had
about
50
sales
folks
and
we
did
everything
from
content
management,
sales,
onboarding,
continuing
education,
content
creation,
competitive
intelligence.
It
was-
and
it
was
just
me
so
there
was
a
lot.
Luckily,
the
marketing
team
also
served
a
bunch
of
different
capacities.
They
they
helped
me
quite
a
bit.
So
I
I
got
a
lot
of
a
lot
of
assistance
from
them
on
that
side
as
well.
Yeah.
C
A
One
of
the
things
I
really
like
about
what
you
shared
is
that
I
think
that
I
think
that
a
lot
of
people,
I
think
that
what
I'm
hearing
is
that,
like
you,
followed
what
you're
passionate
about-
and
I
think
that
takes
a
lot
of
like
self-awareness
and
not
everyone
has
self-awareness
like
looking
deep
within
and
saying
like
what
are
the
things
that
I
actually
like
doing
as
a
person.
So
I
commend
you
for
that.
A
A
Pretty
rare
a
matter
of
fact,
I
think
that
that's
the
shortest
time
to,
like
you,
know,
career
trek
that
I've
interviewed
so
far.
I
actually
have
an
interesting
question
for
actually
I'm
going
to
table
that
one
for
a
bit
so
yeah.
So
thanks
for
talking
about
your
career
and
everything
that
you've
done,
it's
really
great
to
hear
your
story.
A
I
think
that
one
of
the
misperceptions
about
sales
enablement
and
I'm
specifically
talking
about
sales
enablement
here.
I
know
that
you
also
have
experience
in
operations
and
things
like
that.
So
just
sales
enablement
for
this
one,
but
I
think
that
a
lot
of
people
think
that
they
know
what
sales
enablement
does,
but
I
can
almost
guarantee
you
that
there's
a
lot
that
happens
behind
the
scenes
that
people
don't
consider
and
that,
like
like
when
you're
running
sqs
for
those
that
aren't
here
at
gitlab
sqs
is
our
sales
onboarding.
A
So
for
those
of
us
at
gitlab
like
we
see
y'all
for
20
hours,
but
you're
not
running
sqs,
all
the
time
right
and
then
out
of
those
other
20
hours
in
that
week,
you're
doing
other
things
as
well.
So,
what's
the
actual
day-to-day
look
like,
and
you
know
so
like
what
are
your
priorities,
what
are
the?
What
are
your
deliverables?
What
are
the
things
that
you're
doing
that
aren't
as
much
visible
to
those
of
us
that
are
in
sales.
B
Yeah,
so
it's
it's
a
lot
quite
a
bit
of
stuff.
Actually,
so
you
know
in
the
background
before
every
sqs
starts
that
stands
for
sales.
Quick
start
in
case
your
audience
is
not
aware,
but
yeah.
Every
sqs
requires
some
planning
ahead
of
time,
so
y'all
are
seeing
seeing
me
and
john
john
is
the
sales
training
facilitator
you're,
seeing
us
for
about
20
hours,
like
you
said,
maybe
maybe
not
even
that
much
but
beforehand
we
have
to
get
all
the
resources
in
place.
So
we
set
up
the
google
classroom.
B
We
make
sure
that
we
have
all
the
smes
the
subject
matter,
experts
in
place
to
run
all
the
sessions.
You
know
a
bunch
of
scheduling
in
the
background
with
mock
calls
and
all
that
so
there's
there's
some
of
the
boring
admin
stuff
that
goes
on
behind
the
scenes.
B
Of
course,
one
of
the
projects
that
I'm
working
on
right
now,
of
course,
because
my
passion
around
content
management,
I
am
working
on
a
sales
asset
management
tool
or
working
to
get
the
buy-in
for
our
sales
as
a
asset
management
tool
here
at
gitlab.
So
that's
one
of
the
things
I'm
working
on
in
the
background,
some
of
the
sales
folks,
I've
talked
to
and
interviewed
to
see
if
it
makes
sense
for
us
to
have
something
like
that
to
hear,
and
also
all
the
way
up
to
the
asm
level.
B
Bp
rd
vp
those
levels
I've
talked
to
as
well,
so
there's
some
of
that
going
on.
In
the
background,
there's
a
lot
of
research
that
happens
because
that
kind
of
stuff
doesn't
just
happen
overnight.
I
have
to
research
all
the
tools,
the
vendors,
I've
gotta,
get
industry,
research
and
and
research
on
the
actual
efficacy
of
these
tools.
So
I
also
work
with
forester
in
the
background
you
know
gathering
their
research
working
with
the
consultants
on
on
that
side
as
well.
B
So
that's
really
fun
actually,
because
you
get
to
learn
all
about
what
other
companies
are
doing
kind
of
an
aggregate
and
where
you
know
like
where,
where
all
the
efficiencies
are,
what
are
all
the
best
practices
you
know.
So
that's
super
interesting
to
me
and
sorry.
Did
you
have
a
question.
A
B
So
anytime,
I've
been
somewhere,
it's
always
fallen
under
sale
sales
enablement.
I
don't.
C
B
Different
other
organizations,
but
everywhere
I've
been
it's
been
like
that
I
think
maybe
sometimes
the
actual
owning
of
the
tool
could
fall
under
ops,
but
you
know
gathering
all
the
content
and
making
sure
it's
curated
accordingly
and
appropriately.
I
think
that
happens
more
in
the
enablement
on
the
enablement
side.
C
B
A
Cool,
I
I
want
to
ask
you
about
one
thing
that
I've
kind
of
wondered
about
so
like
I
was
I
had
on
the
podcast
a
couple
of
days
ago,
someone
from
alliances
and
for
those
of
y'all
in
the
audience
that
don't
know
what
alliances
are.
It's
basically
partnerships.
So
the
whole
idea
is
that
if
we
have
lots
of
partners,
maybe
the
partners
can
bring
us
business,
but
one
of
the
things
that
I
realized
is
that
we
have
a
person
in
alliances
for
vmware
and
a
person.
A
An
alliance
is
for
red
hat,
but
red
hat
and
vmware
are
actually
like
bitter
enemies
right
now,
like
they're
competing
in
the
exact
same
space,
the
on
the
c
level
for
vmware
actually
recently
like
it
actually
wasn't
recent.
It
was
about,
I
think,
over
half
a
year
ago,
but
in
like
some
tech
blog,
he
was
getting
interviewed
and
he
basically
like,
threw
the
glove
down
and
said
like
bring
it
red
hat
like
we
think
that
we
have
like.
We
are
better
than
you
and
x
y
and
z.
A
I
look
forward
to
the
fight
or
something
it
was
actually
really
interesting.
Hearing
that
perspective,
but
so
it's
just
sort
of
like
is
what
gets
funneled
so
like
is
what
gets
turned
into
enablement.
Do
you
have
full
control
over
what
that
happens,
or
is
it
a
political
process,
because
I
imagine
that,
like
all
right,
so
you
have
all
of
these
stakeholders
right.
You
have
the
enterprise
bp,
then
you
have
like
the
smb
like
the
commercial
vp
and
then
but
like
what
they
want.
A
Their
the
new
hires
to
be
taught
is
like
different
right
and
then
it's
a
big
sales
organization.
So
is
there
an
element
of
politics
to
it
or
like
how
do
you?
How
does
how
does
like
this?
How
do
you
all
determine
like
the
content
that
actually
gets
pushed
out.
B
Yeah,
no,
that's
a
really
good
question.
I
think
here
it's
probably
at
get
lab.
It's
probably
like
the
least
amount
of
politics
I've
ever
seen,
and
I
think
because
it's
a
smaller
organization,
we're
pretty
agile
in
in
shifting
priorities.
If,
if
needed,
some
of
the
other
places,
I've
been,
it's
been
a
lot
more
political
process,
but
I
will
tell
you
from
my
perspective.
B
I
don't
want
to
speak
for
the
entire
team
here,
I'm
going
to
speak
from
my
perspective.
My
customer
is
always
sales,
so
whether
that
means
the
vp
of
sales
or
or
or
you
know,
scr
which
I
would
consider
a
part
of
sales
and
not
marketing.
B
So
all
the
way
from
that
whole
spectrum
to
the
tam
or
the
essay
and,
of
course,
the
ae
and
the
cell,
like
those
are
all
my
customers.
That's
who
I
care
about
the
most.
What
are
they
seeing
out
in
the
field
that
they
really
need
enablement
on
and
so,
and
I
think
I
can
speak
for
the
rest
of
the
team
when
I,
when
I
say
that
they
all
want
their
sales
people
to
be
enabled
in
the
appropriate
ways
and
want
them
to
be.
You
know,
have
the
tools
that
they
need
at
the
same
time.
B
You
know
we
have
priorities
coming
from
our
our
cro,
and
you
know,
people
on
the
upside
and
and
that
sort
of
thing,
so
I
think
primarily
we're
focused
on
our
customer
sales,
but
we
do
have
you
know
these
larger
strategic
initiatives
coming
down
the
pipe
that
we
need
to
focus
on
as
well.
So
we
have
to
take
them
both
and
balance
out.
B
You
know
so
we
take
those,
and
then
we
take
through
our
leadership,
calls
that
we
have
with
them
and
then,
of
course,
we
take
initiatives
from
mckee,
mcbee
and
hong
and
our
other
leaders,
and
we
try
to
mesh
them
together
to
make
sure
that
we
have
the
appropriate
enablement
initiatives
and
I
don't
think
that
any
of
us
kind
of
do
anything.
Helter
skelter,
like
I
think,
maybe
there's,
maybe
there's
an
idea
that
we
do
that,
but
I
don't
think
we
do.
B
A
Yeah
is
there
a?
Is
there
a
political?
Actually,
you
already
answered
it.
There
isn't
so
much
a
political
element,
but
in
other
companies
there
may
be
that's
cool
next
question
is:
how
do
you
measure
success
so
like
yeah,
if,
if
you're
in
sales,
it's
like,
I
have
a
quota,
I'm
carrying
a
bag.
Well,
it's
very
clear.
I
was
supposed
to
sell
ten
thousand
dollars
worth
of
stuff.
A
I
sold
eleven
thousand
dollars
of
stuff,
so
that's
very
clear,
like
it
do
most
sales
enablement
organizations
measure
success
and
I'm
just
curious
as
to
like
what
what
is
a
common
across
industry
and
like
how
do
you,
the
ones
that
actually
do
measure
success?
If
that
is
something
I
don't
know
the
answer
to
this
question
right
now.
B
Yeah
no,
this
is
actually
a
really
tough
question.
I
think
for
a
lot
of
sales,
enablement
works
in
general.
You
know
it
was
funny.
Yesterday
we
were
on
a
call
with
forrester
and-
and
we
talked
about
okay,
you
know
enablement
professionals
are
it's
not
recommended
that
they
be
measured
in
like
based
on
what
sales
is
achieving
right?
So
it's
not
necessarily
like
a
direct
influence.
I
guess
I
I
don't
know
exactly
what
word
to
use
there,
but
we
don't
we're
not
incented
we're
not
measured
by
how
sales
does
necessarily.
B
However,
we
do
have
mbos,
I
mean
we
we
are.
We
have
objectives
that
we
need
to
meet.
We
have
certain
goals
for
every
quarter
that
we
need
to
meet
and
right
now,
one
of
the
other
background
things
that
I'm
working
on.
So
my
my
particular
swim
lane
here
at
get
lab
is
sales
onboarding.
B
So
one
of
the
things
that
we
have
to
do
in
onboarding,
which
we
still
haven't
succeeded
at,
is
putting
some
numbers
around
it.
Putting
some
metrics
around
it
because,
right
now
our
only
kind
of
graduation
requirements
are
okay.
You
have
to
make
80
or
above
on
on
the
pre-work,
and
then
you
have
to
do
a
mock
call
with
a
pmm
or
a
product,
marketing
manager
or
and
someone
on
sales
right
so
that
you
can
get
the
feedback
that
you
need,
but
we
don't
even
enforce
it.
We
don't
have
a
way
necessarily
to
enforce
it.
B
So
that's
kind
of
what
we're
trying
to
figure
out
now
is
like
hey
all
the
people
who
went
through
sales
quickstart
in
the
last
year.
How
are
they
doing
today,
like
first
of
all,
how
was
their
ramp
was
their
ramp
fast,
and
can
we
compare
that
to
what
we
had
before
we
had
sales
quickstart?
You
know
people
who
joined
what
was
there
starting?
B
How
long
did
their
ramp
take,
and
so
these
are
questions
that
I'm
trying
to
figure
out
not
on
my
own,
I'm
I'm
working
with
noel
who's
on
the
sales,
ops,
team
or
field
ops,
team
and
and
he's
pulling
data
from
sci-sense
in
salesforce
and
and
helping
me
to
kind
of
kind
of
put
that
all
together
and
figure
out
what
it
means,
because
I'm
not
necessarily
a
data
person
on
my
own.
B
So
yeah
that
that's
an
interesting
question
christopher,
like
I,
I
really
do
think
that
metrics
and
coming
by
metrics
in
in
sales,
enablement
or
field
enablement.
Is
it's
not
always
an
easy
thing
and
I'm
not
you
know,
I'm
an
individual
contributor.
I
I
mean
I
I'd
be
curious
to
see
what
david
summers
my
manager
has
to
say
about
that,
because
I'm
sure
he
has
a
little
bit
more
experience
around
all
the
different
parts
of
enablement
and
and
what
can
be
measured
and
what
can't
be
necessarily
so.
A
Do
you
know
of
any
companies
that
measure
success
with
some
sort
of
like
metrics
type
of
data-driven
approach
in
our
space,
like,
I
can't
think
of
anyone
who
does
do
it,
but
I
haven't
been
close
enough
to
this
process
in
many
of
the
companies
that
I've
worked,
in
which
I
would
have
known
that
in
the
first
place,
though
long
story
short,
I
had,
I
haven't
heard
of
anyone
doing
it.
I
wonder
if
people
actually
do
it
or
if
it's
just
sort
of
like
everyone's
sort
of
like
trying
to
solve
the
same
problem.
B
Yeah,
so
I've
never
anywhere,
I've
been
so
the
biggest
sales
enablement
organization
I've
worked
at
was
probably
blackboard.
We
had
about
600
sellers,
maybe
700
sellers,
and
we
didn't
do
it
there.
Of
course
that
was
earlier
in
my
career,
so
I
don't
necessarily
think
we
had
enough
tools.
We
didn't.
We
barely
even
had
salesforce
stood
up
in
that
organization.
B
When
I
first
started
so
we
didn't
have
you
know
the
data
came
later
from
that,
so
you
know,
I
think
it
is,
is
kind
of
a
moving
target
for
everyone,
but
I
won't
say
that
no
organizations
are
doing
it
because
I
don't
know
for
sure.
A
Gotcha
all
right,
thanks
for
talking
about
the
day-to-day
of
what
goes
on
behind
the
scenes,
yeah
I'd
love
to
just
sort
of
like
so
so
for
this
podcast,
it's
basically
lots
of
people
coming
in
trying
to
figure
out
what's
next
for
their
careers.
Let's
just
say
that,
like
someone's,
been
listening
to
this
podcast
and
they're
thinking
to
myself,
man,
some
of
tanusha's
story
actually
resonates
with
me
too.
So
it's
like
I
like
to
one
day
not
be
quota
carrying.
A
I
would
like
to
you
know,
build
deeper
relationships
with
stakeholders
and
work
on
long-term
projects.
The
idea
of
teaching
people
for
a
living
is
something
that
sounds
fun.
What
would
what
would
your
advice
be
to
someone
like
this
that,
like
so
like
how
do
people,
how
could
someone
like
start
positioning
themselves
so
that
they
would
one
day
like
move
into
a
sales
and
women
position?
A
So
I
guess
the
two-part
question,
what
sort
of
skills-
and
you
know
like
experience,
should
this
person
be
investing
in
to
prepare
themselves
and
then
the
second
part
of
the
question
is
like:
how
does
someone
actually
generally
make
that
transition?
Is
it
just
sort
of
like
a
company
grows
and
then
they
need
a
sales
enablement
person
and
then,
like
you,
have
a
relationship
and
then
so
generally
it's
just
like
that
or
like.
Is
there
like
a
clear
career
path,
the
sales
enablement.
B
So
good
question
I'll
kind
of
split
it
into
two
parts.
One
is
the
more
fuzzy
you
know:
soft
skills,
part
of
it,
and
so
recently
I
was
kind
of
in
a
situation
where
I
didn't
know
what
my
next
move
was
gonna
be,
and
so,
like
one
of
my
really
good
friends
that
actually
suggested
the
book.
What
color
is
your
parachute?
I
don't
remember
who
it's
by
but.
B
Yeah,
so
it's
a
really
good
book
to
kind
of
help
you
outline
so
so
there's
an
audible
version.
There's
a
you
know:
physical
version
of
this
book,
a
hard
cover
or
whatever.
I
would
really
recommend,
probably
getting
it
getting
the
physical
book
versus
audible,
but
you
can
do
it
on
audible
with
the
pa
pdf
also,
but
basically
it
gives
you
kind
of
an
outline
to
help
you
determine
what
it
is
that
you
enjoy
about
your
career.
B
So,
like
you
have
to
do
the
soul
searching
first,
what
your
strengths
are,
what
you
enjoy
doing,
what
kind
of
life
do
you
want?
What
kind
of
lifestyle
do
you
want?
It's
really
important
to
me
to
be
able
to
work
from
home
and
have
a
certain
amount
of
flexibility
in
my
you
know
in
my
day-to-day
life.
So
I
that's
one
of
the
reasons
I
really
love
get
lab
and
I
like
really
love
their
emphasis
on
on.
B
You
know
like
family
first
and
that's
one
of
the
things
that
that
kind
of
keeps
me
here
drew
me
here,
of
course,
but
keeps
me
here
it
align.
This
company's
values
aligns
with
my
own
values.
So
that's
really
important
to
me:
you
can
go
to
a
big
machine
of
a
company
and
work
there
if
you
want,
but
it's
like,
does
it
align
with
what
you're
looking
for
in
your
life
right?
So
that's
one
part
of
it
and
and
the
strengths
part,
and
all
that
then
the
other
part
of
it
is.
B
You
know
the
practical
skills
that
you
know
you
asked
about.
So
you
know
one
of
the
things
that
I
did
when
I
was
when
I
was
kind
of
making
the
transition,
I
would
say
maybe
from
zillow
to
get
lab
was
was
I
was
like
on
linkedin
learning
a
lot.
We
had
linkedin
learning
for
free
at
zillow,
so
I
would
get
on
there
and
like
take
a
ton
of
courses.
So
everything
from
like
sales
methodologies
to
like
you
know
how
do
you
train
adult
learners?
B
You
know
what
what
is
the
sales?
How
do
you,
you
know,
develop
a
sales
process
like
all
the
things
that
you
know
me
as
an
enablement
professional
I've
seen
like
my
whole
career,
pretty
much,
but
you
have
to
brush
up
on
the
vocabulary
and
the
and
the
actual
process
of
building.
All
these
things
out,
so
I
think
that's
on
the
practical
side.
You
can
take
tons
of
courses
right
now
on
our
team.
We're
doing
a
course.
B
I
think
it's
called
sales
enablement
pro
and
it
has
kind
of
some
of
those
things
that
I
mentioned
all
like
laid
out
in
a
course,
and
I
think
we
got
it
for
50
off,
so
it
was
like
275
dollars
and
you
know
the
company's
paying
for
it,
because
it's
all
about
our
development
and
everything.
So
I
would
recommend
that
as
or
something
like
that,
if,
if
you're
interested
in
making
the
transition,
another
thing
you
asked
about
was
actually
making
the
transition.
You
know:
do
you
get?
B
Maybe
the
role
if
you're
growing
in
a
company
or
do
you
look
outside?
You
know
that's
up
to
each
individual.
If
you
really
like
the
company
that
you're
at
then,
you
should
look
inside
the
company
look
for
opportunities.
A
company
like
gitlab
is
fantastic
because
it's
growing
and
if
you
prove
your
your
worth
and
you
prove
your
competence,
I
guess,
then
you
have
a
lot
of
opportunities
right,
so
do
really
well
at
what
you're
doing
now,
don't
skimp
on
anything
that
you're
doing
don't
skimp
on
your
roles.
You
know,
wherever
you
are
work
really
hard.
B
You
know
it's
what
I'm
saying
at
everything
that
you're
doing
no
matter
what
it
is,
because
it's
going
to
make
you
a
valuable
asset
to
the
company.
No
matter
what
you
know,
you
can
learn
new
skills,
but
you
can't
necessarily,
you
know,
find
a
new
culture
that
fits
you
so
well
and
if
you
already
have
like
the
basic
skills
that
get
lab
of,
like
you
know,
learning
issues
knowing
issues
and
knowing
gitlab
the
product
and
you've
worked
as
an
essay
or
you've
worked
as
a
salesperson.
B
B
Yeah
because
they're
it's
not
like
a
high
turnover
kind
of
team
right
necessarily,
you
know
every
every
team
has
some
turnover,
but
it's
not
a
high
turnover
team
in
general
and
I
would
say
every
place
that
I've
been
the
enablement
teams
have
been
fairly
small
limited.
So
you
you
are
like
maybe
limiting
your
your
job
potential
by
by
selecting
stuff
for
something
like
sales
enablement,
but
at
the
same
time
the
skill
set
is
is
fairly
rare
too.
B
Right,
like
I
mean
there's
I
you
know,
there's
tons
of
jobs
out
there
I
get
like
alerts
every
day
I
get
recruiters.
You
know
you
know
not
calling
me,
but
like
messaging
me
on
linkedin
and
stuff
about
about
potential
job
opportunities
and
stuff
like
that,
so
they're
out
there
there
are
roles
out
there,
it's
just
like
what,
but
and
if
you're,
coming
from
a
sales
background,
you
have
a
much
better.
A
Yeah
talk
talk
about
the
career
progression,
that's
something
that's
really
interesting
to
me.
So
it's
typically
like
how
does
that
work?
It's
like!
So
in
the
sales
world
for
those
like
generally,
it
starts
out
like
sales
development.
These
are
the
people
that
are
doing
the
cold,
calling
then
there's
inside
sales
or
renewals.
Then
you
might
have
like
a
hybrid
role
where
it's
like,
if
the
more
valuable
inside
accounts
you're
going
out
in
the
field
some
of
the
time,
and
then
you
have
like
a
pure
field
role,
where
it's
like
a
sal
here
right.
A
So
it's
like
tell
me
about
like
what
the
what
the
career
progression
is
for
someone
in
sales
enablement.
B
Yeah,
so
I
again,
I
don't
necessarily
think
there's
a
formula
associated
with
it,
but
you
know
I
started
off
in
a
hybrid
kind
of
role
of
of
account
management
and
outside
sales
like
field
sales,
and
then
I
then
I
went
backwards
into
inside
sales
or
more
of
an
sdr
type
of
role,
and
then
I
then
I
went
into
sales
enablement.
So
my
role,
my
my
progression,
was
a
little
bit
non-traditional.
I
guess
but
yeah
I
mean
the
other
way
around.
Flip
would
be.
B
You
know,
sdr
first,
then,
then,
probably
like
an
inside
sales
role
and
then
maybe
a
field
sales
role,
and
I
I
would
consider
account
management
after
a
field
sales
role,
but
I
don't
know
that
that
even
necessarily
makes
a
difference.
It's
just
how
it's
ordered
in
my
head,
but
but
I
don't
think
it
makes
a
difference
if
you,
if
you
even
have
account
management
experience.
B
Frankly,
although
I
think
it
can
be
really
helpful
because
the
personality
of
an
enablement
professional
can
be
similar
to
a
sales
professional,
but
it
can't
be
the
same
like
in
the
sense
that
you
have
to
enjoy
relationship
building
you
have
to
enjoy.
Like
fostering
those
relationships
and
being
patient
with
people
and
and
teaching
them
and
learning
from
them,
it's
it's
a
very
it's.
An
exchange
of
knowledge
is
what
it
is
right
and
I
you
know
some
some
sales
people.
I
don't.
B
I
don't
think
all
of
them,
because
I
I
wasn't
this
kind
of
salespeople
person,
but
still
some
sales
people
are
are
straight-up
hunters
and
that's
all
they
want
to
do
they're.
Just
like
you
know,
let's
go
through
a
quick
sale
cycle,
let's
go
into
the
next
one.
So
if
that's
your
personality,
that's
great
for
a
sales
role,
and
I
would
not
you
know,
consider
transitioning,
maybe
into
a
into
an
enable
enablement
role.
A
I
appreciate
that
all
right.
Well,
I
I
appreciate
here
hearing
your
story,
letting
us
know
about
some
of
the
day-to-day
and
talking
through,
like
things
like
career
progression
and
who
would
be
like
a
good
fit
how
someone
could
move
into
that.
I
like
to
end
the
session
with
just
like,
maybe
one
or
two
stories
about
like
just
like
really
like
show
what
a
representative
of
what
happens
in
sales
enablement.
A
So
I
asked
this
exact
same
question
to
a
sal
who
is
on
the
podcast
in
a
previous
session,
and
then
he
was
talking
to
me
about
like
one
of
the
ridiculous
customer
visits
that
he
had
and
so
for
those
of
y'all
that
are
listening
right
now,
like
definitely
take
a
look
at
that
episode,
but
yeah
I'd
love
to
just
like.
Can
you
give
me
like
a
story
that,
just
like
illustrates
like
yeah?
What
being
a
sales
enablement
professional
is
all
about?
You
know.
B
This
is
kind
of
hard,
I
don't
know
for
me.
It's
always
been
about
like
hanging
out
with
the
salespeople.
I
love
salespeople,
they're
most
fun.
So
I
that's
why
I
didn't
want
to
get
away
from
from
being
around
the
sales
personalities,
because
I
just
I
love
them.
They're
fun
people
and
I
want
my
job
to
be
fun,
so
I
mean,
I
would
say
the
best
illustration.
B
Oh
yeah,
you
know,
I
mean
it
always
involves
drinking,
doesn't
it
well?
No,
I
mean,
I
think,
any
of
the
the
in-person
sales
quick
starts.
I've
been
been
to
have
been
super
fun
because
it's
just
like
three
to
four
days
of
you
being
super
close
to
your
or
getting
super
close
to
these
perfect
strangers
that
you
didn't
know
before
they
just
joined
the
company
and
then
all
of
a
sudden
you're
thrown
into
a
room
together
and
you
make
it
work
and
you
get
to
know
each
other
and
it's
just
really
really
fun.
B
I
mean
I
just
remember
the
last
one
that
we
had
in
san
antonio.
We
were
all
at
this
like
very
I
don't
know
what
the
word
is,
but
we
we
all
went
to
a
mexican
restaurant.
That
was,
it
was,
you
know,
everybody
wore
sombreros
and
it
was
like
they
played
mariachi,
music
and
all
this
stuff.
So
it
was
very
what
you
would
think
of
as
a
what's
the
word.
What's
the
word
christopher,
it's.
B
Yeah,
I
care-
I
don't
know
what
word
I'm
looking,
maybe
stereotypical
stereotypical,
what
you
would
think
of
a
stereotypical
mexican
restaurant
in
san
antonio,
but
it
was
super
fun
and
I
really
got
to
know
I
mean
you
know,
so
we
all
make
judgments
about
people
when
we
make
meet
them
right.
So
when
I
you
know
when
I
first
met
a
few
of
these
people,
I
was
like.
Oh,
I
don't
think
I'll
ever
get
along
with
them.
B
You
know
it's
just
something
that
whatever
you
just
like
either
you
feel
a
connection
or
you
don't,
but
by
the
end
I
was
like
we
were
at
this
dinner
and
I
was
taught
I
was.
I
was
sitting
on
this
end
of
the
table
with
these
people
that
I
was
like.
Oh
I'm,
you
know,
I'm
not
going
to
be
friends
with
them
for
long
or
something
like
that.
You
know
it
was
my
first
impression
but
wow.
I
just
got
to
know
them
and
I
was
so
impressed.
I
was
like
man
who
are
you?
B
C
B
Yeah-
and
so
I
mean
perfect-
you
know
it's
it's
the
perfect
reason
not
to
judge
a
book
by
its
cover.
You
know
really
try
to
get
to
know
people,
but
that
is
definitely
the
best
part
of
my
job.
I
love.
B
I
love
planning
the
the
in-person
events
for
folks
because
they
have,
I
hope
they
have
a
good
time
and
I
hope
they
have
fun
and
ultimately
they
get
close
to
their
colleagues
and
that's
what
we're
looking
for
we're
looking
to
build,
camaraderie
and
and
just
like
a
fun
atmosphere
and
represent
the
get
lab
culture
which
I
hope
I
do
well.
You
know
so,
just
being
the
welcome
wagon
for
the
new
people
coming
in.
That's
my
favorite
part
of
my
job.
A
I
really
like
you
telling
me
that
story.
I
I've
experienced
things
that
were
very
similar
when
I
taught
it's
like
at
the
end
of
it.
It's
that,
like
warm
connection
like
feeling
everyone's
telling
their
stories,
and
it
makes
it
just
like
feel
all
worth
it
yeah
yeah
all
right.
A
Well,
thank
you
so
much
tunisia
for
being
on
the
show
today
for
those
of
y'all
there
do
you
still
run
in
the
baking
business
just
out
of
curiosity.
B
B
I
don't
know
if
I'll
ever
run
a
food
business
again,
especially
being
the
only
employee
and
and
the
you
know,
the
only
one
running
everything
from
you
know
the
the
marketing
and
finance
all
the
way
down
to
the
baking
itself
and
trade
shows
and
everything
probably
the
hardest
thing.
I've
ever
done,
there's
not
a
lot
of
money
in
it.
B
Let
me
tell
you
that
much
at
least
not
not
at
my
level,
but
it
was
one
of
those
things
that
I
had
to
do
because
I
knew
I
would
regret
it
if
I
didn't
so.
I
had
I
had
the
opportunity
and
I
wanted
to
try
it,
and
I
did
and
I'm
really
grateful
that
I
did
taught
me
a
lot,
so
I
I
definitely
do
not
in
the
least
regret
that
experience
it
was.
It
was
one
of
the
best
of
my
life
so.
A
Have
you
ever
watched?
Have
you
ever
watched?
This
is
random.
Now
anyone
who
wants
to
drop
off
in
this
like
this
no
longer
has
to
do
with
what
we
were
talking
about
we're
going
off
script
here,
but
have
you
ever
watched
a
great
british
baking
show.
A
It's
called
the
great
american
baking
show
and
it
is
they've
had
season
one
so
far.
It
is,
I
don't
know
when
it
aired
it
aired
in
wait.
No,
they
have
more
than
one
season.
A
B
Because
none
of
my
desserts
looked
pretty
I'll,
tell
you
that
and
and
I
don't
use
flour
and
sugar
and
all
the
normal
things
that
people
use
when
they're
baking
I
used.
You
know,
like
all
of
my
here's,
my
spiel
I'll,
do
my
spill
real,
quick!
Oh,
let
me
see
if
I
can
remember
this.
All
of
my
products
are
gluten-free
dairy-free
grain-free,
sugar-free,
free
of
all
white
processed
sugar,
high
protein
low-carb
paleo
friendly
diabetic,
friendly
soy,
free
corn,
free
and
non-gmo.
B
I
think
that
was
the
whole
thing,
so
I
used
fairly
and
well
now,
they're,
probably
not
as
unusual
with
keto
and
everything
but
but
yeah.
I
use
like
almond:
flour,
coconut
flour,
coconut
nectar,
coconut
palm
sugar.
You
know
monk,
fruit
sweetener,
you
know
all
those
kinds
of
ingredients,
so
it's
a
little
bit
different.
They
behave
very
differently
from
traditional
baking
ingredients.
So
all
of
my
desserts,
if
I
was
in
that
competition,
I
bet
they
would
just
like
fall
down
yeah,
but
they
still
taste
good.
That's
the
important
thing
right.
A
All
right:
well,
thanks
for
sharing
your
story
on
the
podcast
today,
tunisia
and
hope
to
see
you
all
on
the
next
session
of
seller
stories.
Take
care.