►
From YouTube: TT330: Sales Stories (Steve Xu)
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
B
A
Yeah,
that's
awesome
yeah,
so
I
really
appreciate
you
taking
the
time
to
meet
with
me
today
and
really
what
we're
trying
to
do
over
here
is.
I
want
to
hear
your
story,
because
I
actually
think
that
your
story
is
really
really
really
interesting
and
to
help
out
our
audience
here
in
terms
of
their
career
progression
right.
So
just
a
little
bit
about
background
on
steve
steve
has
been
steve
is
like
a
consummate
sales.
Professional
he's
been
in
the
outside
doing
enterprise
sales
inside
sales
right
now
in
our
commercial
space.
A
B
Sure
you
know
in
sales
we
always
talk
about
our
quota
and
you
know
things
like
that.
So
at
this
quarter
I'm
I'm
getting
close
to
100
last
quarter.
I
was
at
187,
so
it's
you
know.
It's
been
a
good
good
year
so
far
for
me,
and
you
know,
through
the
covent
there's
a
lot
of
uncertainty,
but
overall
I'd
say
you
know
gillab
as
a
whole,
we're
doing
really
well
and
I'm
part
of
the
team
I'm
doing
really
well
and
you
know
I'd
say
actually
wise
outside
of
sales.
I've
been
part
of
this
program.
B
I
get
lab
called
miners
in
tech,
where
we,
you
know,
do
a
kind
of
like
a
give
back
project
for
the
company
and
I've
been
working
with
product
management.
A
lot
of
my
mentors,
jackie
national,
when
we
would
essentially
you
know,
showcase
a
really
cool
project,
I'm
working
on
it.
For
me,
I
wanted
to
be
a
little
more
cross-functional,
and
so
I've
been
working
on
the
side
with
the
project
for
helping
product
and
sales
kind
of
be
more
collaborative
with
our
cycles.
A
That's
really
cool
I'd
love
to
just
for
our
audience
here.
I'd
love
to
hear
a
little
bit
about
your
story.
So
can
you
talk
to
me
to
like
when
you
started
thinking
about
a
career
in
sales
and
walk
me
through
that
entire
process
and
also
walk
me
through
a
little
bit
about
your
career
right?
So
did
you
start
out
in
inside
sales,
and
just
let
me
know
about
like,
let
me
hear
about
your
story
and
what
you're
thinking
at
each
of
these
stages.
B
Yeah
definitely
chris,
so
you
know
I'm
I'm
I'm
asian
and
I
think
most
people
who've
read
tiger
mom
and
all
those
other
you
know
books
are
just
about
the
asian
culture.
It's
you
know,
you're
kind
of
groomed
to
be
a
doctor,
a
lawyer,
that's
kind
of
the
you
know
the
kind
what
you're
pre
destined
to
be
right
and
so
for
me
going
to
college.
B
You
know
these
are
actually
more
fun
than
a
lot
of
pre-med
classes,
and
so
I
started
taking
more
business
classes
and
changed
my
major,
maybe
five
times
through
the
course
of
my
college
career,
but
I
settled
on
undergrad
business
school
at
cornell
and
you
know
coming
out
of
that.
I
didn't
really
know
what
I
wanted
to
do.
C
B
Yeah,
no,
that's
that's
kind
of
the
it's
like
almost
like.
You
have
two
paths
right,
but
good
news
is
I
you
know
my
parents
really
did.
Let
me
kind
of
do
what
I
wanted
to
do
and
it
was
really
nice
because
even
when
I
was
you
know
before
going
to
college,
I
work
as
like
one
of
those
like
sales
associates
like
cash
register,
guys
at
like
the
toys,
r
us,
which
is
not
bankrupt,
but
you
know
I
would
do
these
types
of
jobs.
B
And
even
in
college,
I've
got
to
mention
this,
but
you
know
I
did
some.
I
did
some
waiting
on
the
side,
so
you
know
I
was
at
a
sushi
restaurant
in
a
college
town
and
you
know
there's
a
lot
of
things.
I
did.
I
guess
that
helped
overall
and
you
know
those
are
typical
things
that
most
I
think
most
you
know.
Maybe
asian
people
who
are
brought
up
from
the
asian
culture
may
not
necessarily
do
right,
because
it's
it's
kind
of
like
well
you're,
either
studying
or
you're.
B
You
know,
maybe
reading
up
on
you
know
banking
or
how
you
know
just
trying
to
get
a's
or
studying
for
mcat
lsat,
but
I
kind
of
did
those
other
other
things
during
college
and
I
think
that
it
all
helps
right,
because
it's
all
about
gaining
those
experiences
that
you
can't
really
have
in
college
or
in
classes
so
yeah.
I
think
that
was
really
cool
and
my
parents
they're
just
kind
of
like.
Oh
that's,
that's
pretty
cool
and,
and
they
didn't
really
think
too
much
about
it.
A
C
A
What
my
what
my
brother
did
my
brother
was
a
super
successful
like
investment
banker,
unlike
new
york
city,
so
one
to
follow
in
his
footsteps
and
then
so
that's
basically
what
I
studied
in
college
and
yeah,
that's
really
cool
like
did
you
like
sales
from
the
beginning,
or
was
it
just
sort
of
like
one
of
those
things
where
it's
like
you
did?
You
know
that
it
was
that
you're
gonna
make
a
career
on
it
early
on
you
could
tell
that
it
was
a
good
fit
for
your
personality.
B
Yeah
I'll
be
honest,
you
know
when
you
first
start
off
in
sales.
If
you're
not
in
the
ideal
position,
it's
gonna
be
hard
right,
so
I
think,
being
in
a
training
program,
a
lot
of
college
hires
at
oracle.
It
definitely
helped
because
we're
all
in
the
same
situation.
I
had
the
same
level
experience
essentially
and
professionally,
but
it
was
definitely
tough,
just
just
not
really
having
like
an
internship
right
in
tech,
sales
or
kind
of
living
in
a
bay
area
and
really
knowing
anyone
in
the
tech
industry.
B
B
C
B
Yeah,
so
how
about
I
start
off
with
how
typical
sales
progression
works
right,
so
you
typically
start
with
an
sdr
and
maybe
most
people
who
listen
to
podcasts
their
sdrs,
and
you
kind
of
prove
your
worth,
and
you
know
eventually,
you
move
on
to
either
a
closing
role.
That's
inside
outside
or
maybe
go
a
different
path
right
in
sales.
Natural
progression
is
you
go
from
sdr
to
a
like,
a
smb
rep
and
a
mid-market
rep
and
then
ultimately,
enterprise
yeah.
B
So
we
were
fortunate
at
oracle
where
we
were
kind
of
able
to
go
into
closing
one
right
away.
So
after
six
months
of
training,
we
were
kind
of
put
into
a
kind
of
account
management
position.
You
have
six
six
accounts.
Large
accounts
first
advantage
accounts
that
you
manage.
You
can
try
to
upsell.
So
that
was
for
me.
That
was
my
first
sales
experience.
B
But
at
the
same
time,
on
the
flip
side,
I
didn't
have
that
experience
of
doing
that
right.
So
when
I
left
oracle
and
going
to
zoro,
which
is
a
startup,
my
very
first
startup,
I
was
actually
able
to
one
get
that
experience,
because
at
a
startup
you
don't
have
you
know
six
accounts,
they
managed.
You
typically
have
a
whole
territory,
a
geographical
territory,
and
I
was
able
to
essentially
gain
that
experience
of
one
grinding
it
out
every
day.
B
Finding
leads
helping
field
reps,
close
deals
and
and
discover
opportunities
in
large
accounts,
so
that
was
I
thought
that
was
a
really
great,
a
really
great
turning
point,
my
career
in
terms
of
understanding
how
sales
actually
works.
It's
not
just
you
know,
selling
to
six
different
accounts,
but
you're
trying
to
bring
value
to
every
single
prospect
you
talk
to,
and
so
it
was
the
natural
progression,
but
I
was
able
to
get
that
experience
from
there
and
then
from
there.
You
know
I've
been
closing
sense.
B
It
was
very
unconventional,
and
so
they
hired
a
lot
of
kids
from
I
hate
to
say,
but
they
had
a
lot
of
kids
from
like
the
ivy
league
schools
like
the
schools
that
are
well
known
and
they
basically
trusted
us
to
go
after
large
enterprise
accounts,
and
so
that's
typically
not
standard
in
industry.
You
know
typically
with
large
accounts
you
have
to
have,
and
rightfully
you
still
get
to
have
years
of
experience
and
you're,
typically
a
seasoned
vet
by
then
and
you're
going
after
large
accounts.
B
So
you
know
we
were
fortunate
where
we
were
able
to
kind
of
have
have
the
leadership
there
to
just
let
us
go
after
these
really
large
accounts.
So
for
me
that
was
that
was
probably
the
the
biggest
experiences
I've
got
because
it
was.
It
was
a
really
awesome
field
experience.
You
know
we
were
always
traveling.
We
had
to
go
to
events.
B
You
know
run
boots
really
have
to
build
all
these
relationships
with
these
large
accounts
right
and
even
if
you
do
have
one
contact.
You
know
in
the
tech
industry,
people
do
move
around
a
lot,
and
so,
if
you
have
that
one
contact,
you
always
have
to
learn
not
to
ever
burn
the
bridge
right
because
they
could
be
at
another
larger
customer
and
you
can
get
the
business
there.
But
there
was
a
whole
bunch
of
learning
experiences
in
that
in
that
that
role
with
dart
tricks.
B
A
Yeah,
I
remember
when
I
was
doing
inside
sales
and
just
getting
my
first
in-person
meetings
and
moving
into
more
of
a
hybrid
role
like
yeah
yeah.
It's
definitely
different
and
I
remember
the
people
that
I
was
with.
They
were
more
green
and
some
of
these
people
would
be
like
really
nervous
and
you
could
tell
like-
and
it's
just
trying
to
navigate
through,
like
the
emotions
of
all
that,
because
you
need
to
exude
confidence
and
you
need
to
like
deliver
like
value,
ultimately
right
and
so
yeah
just
trying
to
do
the
emotional
management
as
well.
B
Agreed
yeah,
that's
that's!
That's
the
biggest
part
you're
right
on
chris,
like
with
with
the
large
accounts,
it's
you're
you're
building,
because
these
sales
cycles
are
long
right.
So
you're
constantly
building
a
relationship
you're
constantly
going
through
negotiations
even
from
the
very
first
meeting
through
the
year,
and
so
every
every
meeting
counts
and
if
you're
not
confident
one
meeting
it
could,
it
could
hurt
you
later
on
in
the
sale
cycle.
A
I'd
love
to
hear
more
about
like
your
experience
in
inside
and
outside
sales,
so
it's
like
from
someone
who's
thinking
about
getting
into
both
of
these.
You
know
tracks
one
of
the
things
that
we're
very
fortunate
to
have
is
that
you've
done
both
right.
So
it's
just
sort
of
like
some
of
the
people
in
the
sdr
organization
they're
on
a
lot
of
these
calls,
but
they
may
not
know
the
rest
of
all
that
stuff
that
happens
behind
the
scenes
and
the
rest
of
the
deal
cycle
right.
A
B
Yeah
absolutely
so
you
know
I
I
was
thinking
back,
I
think
the
biggest
part
about
like
inside
sales,
like
you
know,
just
you're,
doing
a
lot
of
transactions.
It's
you
really
have
to
grind
it
out.
You
have
to
go
after
every
little
deal
right
and
you
can't
really.
You
don't
have
to
maximize
your
time,
because
every
transaction
could
add
up
to
your
number.
So
it's
really
a
numbers
game
in
the
end
for
for
inside
sales.
It's
you
know,
however
many.
B
B
It
fluctuates
a
lot
more,
and
so
you
really
have
to
trust
your
own.
You
have
to
trust
your
own
confidence.
You
also
have
to
trust
your
you
know
your
disability
right.
You
have
to
be
confident
in
yourself
because
you
could
have
a
whole
year,
11
months
into
the
year,
where
you
haven't
closed
one
deal,
but
then,
on
the
very
last
day
of
the
of
the
month
of
the
quarter.
You
know
you
bring
a
huge
one
and
you
make
your
number.
A
B
Yeah,
it's
it's,
you
know
it's
not
for
everyone
and
so
yeah
a
lot
of
people.
Some
people,
maybe
don't
want
to
go
into
large
sales.
Sometimes,
and
it
really
depends
on
you
know.
Sometimes
they
need
a
point
in
your
life
right.
Do
you
want
more
stability
and
also
just
how
confident
are
you
in
yourself
right,
you're,
basically,
betting
on
yourself
for
either
roles.
A
A
B
You
know:
commercial
market
sales.
I
only
had
that
one
year
and
a
half
and
you
know
large
enterprise,
but
during
that
one
year
half
I
did
learn
that
with
with
large
deals.
It's
really
a
team
effort,
like
you,
have
to
have
multiple
stakeholders
involved
on
the
customer
side,
but
also
on
your
company
side
right.
So
it's
not
just
going
to
be
you
selling
to
the
customer.
It's
going
to
be.
You
know
your
solution,
architect,
your
engineer
which
you
were
once
for
chris.
B
So
I'm
sure
you
know
what
I'm
talking
about,
but
not
not
just
you
right.
Sometimes
you
have
product
involved
because
the
large
customers
always
demand
something
more
and
when
it's
a
larger
contract,
I'm
sure
it's
not
just
going
to
be
a
product,
but
sometimes
you
may
have
to
loop
and
legal
right
a
lot
more
times
to
get
through
contracting,
because
they're
never
going
to
be
a
standard
term
and
outside
of
that
you're
you
might
get
involvement
from
other
stakeholders.
B
Sometimes
I've
had
a
deal
once
with
with
a
larger
customer
where
you
know
you
have
to
board
that
they
somehow
know
each
other,
and
so
you
sometimes
get
the
board
involved.
You
pull
all
these
different
strings
that
you
can
to
bring
home
this
one
huge
deal,
but
it's
not
just
going
to
be
you
it's
going
to
be.
You
know
everyone.
C
A
A
I
think
that
that's
really
interesting,
so
it's
just
sort
of
like
there's
this
team
right.
So
you
have
the
you,
have
the
essay
you
might
have
like
an
ssa.
You
might
need
to
get
like
your
chief
architect
on
if
it's
like
a
really
really
really
important
deal,
you
might
have
to
get
like
directors
and,
like
maybe
I
remember
my
mentor
at
red
hat.
The
vp
would
like
get
on
some
of
these
calls
just
because,
like
they
wanted
to
show
that
the
customer
was
important.
Basically
right,
that's
actually
really
interesting.
A
B
It's
a
great
great
term.
It's
it
was
analogy:
it's
like
you're
a
quarterback,
some
other
terms.
I've
heard
from
training
way
back
really
great
trainers,
sales
trainers,
it's
like
you're
kind
of
like
the
conductor
of
a
symphony
right,
because
you're
and
you
know
I
used
to
play
the
violin.
So
it
resonated
me
with
me
more
a
little
on
that
front.
B
B
Sometimes
the
cellist
will
come
in
and
you
have
the
bases
in
the
back,
but
everyone
contributes
to
that
that
synergy
that
that
masterpiece
right
and
that
performance,
and
so
it's
almost
like
yeah,
it's
kind
of
like
you're
you're
performing
you're
the
conductor
and
you're
trying
to
make
sure
everyone's
all
in
sync
together.
Much
like
what
the
quarterback
does.
A
Yeah,
so
we
just
talked
about
the
life
in
inside
and
outside
sales.
That
was
actually,
I
learned,
a
ton
from
what
you
just
shared
because,
like
I've
always
been
on
the
other
side
of
the
fence,
let's
talk
about
leveling
up
and
rights
of
passage,
so
I
I
guess
what
I
mean
by
this
is
like
there's
like
this
like
this
path
right,
so
it's
like
sdr
and
then
I
learn
skills
x,
y
and
z.
I'm
hitting
quota
consistently.
A
I'm
really
curious
as
to
learning
about
from
your
perspective,
because,
like
from
the
essay
perspective,
it
honestly
speaking,
it's
like
one,
do
they
have
the
people,
skills
and
two?
Do
they
understand
the
technology?
So
it's
a
lot
more
linear,
but
like
I'm,
really
interested
in
hearing
about
like
the
rights
of
passage
and
the
skills
that
are
needed
to
go
from
one
to
the
next,
and
so
that's
one
part
of
the
question
and
the
other
part
of
the
question
is
like.
A
A
I
don't
think
that,
like
the
difference
between
inside
and
outside,
it
was
just
so
drastic
for
me
that
yeah,
it
would
have
had
to
have
been
some
other,
like
customer
facing
role
that,
like
just,
was
in
a
different
just
like
outside
of
sales,
to
really
prepare
you
for
something
like
that.
But
yeah
I'd
love
to
hear
about
like
how
to
level
up
from
one
to
the
next
and
like
the
different
skills
that
are
really
needed
from
one
to
the
one.
One
role
to
the
next
role.
B
B
It's
very
it's,
and
in
some
companies
you
know
you
have
a
platform
where
you're
gonna
have
to
talk
to
every
single
key
stakeholder
in
the
company.
So
I
think
part
of
it
is
just
learning
how
you're
selling
to
each
buyer,
an
economic
buyer
and
also
another
skill
is
just
building
a
champion.
We
talk
about
a
lot
at
gate,
lab
and
most
places.
I've
worked
with
it's.
B
B
B
I
had
a
lot
of
mentors
and
a
lot
of
people
always
said
it
really
is
a
numbers
game,
and
it
truly
is
it's
like
how
much
effort
you're
putting
in
it's
most
likely
how
much
output
you're
gonna
get
from
from
your
job
and
your
responsibilities
as
a
rep,
and
so
I'd
say
all
those
put
together
could
prepare
you
and
in
terms
of
being
proactive,
I
mean
those
are
the
stuff
that
you
just
kind
of
have
to
experience.
But
you
know
if
you
could
get
mentors.
B
B
Maybe
maybe
I
would
have
been
like
a
lot
more
successful
earlier
on
right
and
I
think
that
that
would
been
key
and
so
now
I've
I've
learned
from
that
and
I've
everywhere
when
I've
tried
to
seek
out
mentors
or
join
these
mentorship
programs
that
you
know
gitlab
so
kindly
offers
that
that's
like
huge
for
sales,
because
it's
like
it's
like
in
sales.
I
think
especially,
you
could
get
very
much
off
track
and
you
can.
B
You
can
be
pretty
lonely,
sometimes
if
maybe
you're
not
having
a
great
year
or
a
great
quarter
right
and
you're
excited
to
doubt
yourself
and
whenever
that
doubt
comes
in
that's
when
it
gets
really
dangerous.
Because
then
you're
it's
like
a
hole
that
you
really
want
to
dig
yourself
out
of,
but
we
have
a
mentor
that
can
pick
you
out
of
that.
A
Gotcha,
I
I
really
like
what
you
just
said
about
emotional
management.
I
remember,
like
I
remember,
even
like,
like
before
meetings.
It's
just
like
doing
like
deep,
breaths
and
stuff
like
that
to
just
sort
of
like
get
like
a
level
headed
get
my.
I
got
to
get
my
emotions
right
right.
I
appreciate
you
sharing
that
with
me.
A
Well,
I
know
that
like
well,
I
I
won't
go
there
yeah,
let's
actually
have
a
little
bit
of
like
story
time.
I'm
interested
in
hearing
about,
like
like
like
sales,
is
just
like
one
of
those
things
where
it's
like
there
are
so
many
good
stories
right
right,
I'll
talk
about
one
story,
first,
just
to
kick
things
off,
but
I'm
really
curious
to
hear
about,
like
one
really
really
big
win
that
you've
had
in
your
career
and,
oh
so,
just
like.
A
Can
you
give
me
like
just
like
a
ridiculous
story
like
something
that
that
would
be
illustrative,
however,
of
like
you
will
have
to
deal
with
this
like?
I
was
stuck
in
this
airport
at
like
9,
00
p.m.
In
kansas,
or
something
like
that,
you
know.
I
know
I
just
sprung
this
on
you.
So
I'll,
just
I'll
I'll
do
a
quick
story.
First,
just
for
the
audience,
but
my
last
year,
at
red
hat,
I
I
had.
I
was
responsible
for
twice
the
number
of
aes
as
regular
essays
were,
and
then
so.
A
A
My
quota
for
the
year
came
out
at
99.9983
percent
and
literally
like
if
anyone
bought
like
the
like
one
user
c
of
gitlab,
like
the
smallest
sku,
that
we
have,
it
would
have
hit
like
a
lot
of
accelerators
just
because
of
some
of
the
strategic
stuff
that
I
was
telling.
But
anyway,
that's
that's
just
part
of
like
the
game
right
and
then
so
was
I
upset
about
it
yeah,
but
I
think
that
it's
exactly
what
you
said
where
it
was
like.
A
It's
a
numbers
game
right
and
then
so
you
will
have
years
like
that
in
your
career.
You
also
have
really
great
quarters
right.
You
have
quarters
in
which
you
hit
mass
accelerators,
you
get
a
whale
and,
and
those
are
the
quarters
that
you
gotta
save
up
for
the
other
quarter
in
which,
like
you
might
get
a
bad
patch
or
something
like
that.
A
B
Yeah,
no,
I
I
I
agree
you
know
what's
funny
is
when
you
think
about
sales
stories.
I
always
think
about
most
people,
I
think
think
about
their
like
first
big
big
win
yeah.
So
that's
like
for
me.
It's
like
my
my
first.
It's
always
like
the
first
one
and
it
was
like
when
I
was
at
dual
security.
They
got
bought
by
cisco,
but
it
was
a
great
organization
and
when
I
joined
I
was
the
first
account
manager
there.
So
before
I
joined
before
my
manager
hired
me,
you
know
there
was.
B
It
was
all
aes
right.
So
I
was
like
the
first
account
manager
and
my
sole
purpose
was
to
upsell
customers
with
a
new
plan
that
they
just
released,
and
I
remember
this
is
one
company
that
just
got
bought
by
ibm
and
so
that
in
itself
was
already
red
flag.
You
know
I
was
thinking.
Am
I
even
allowed
to
work
this
one?
So
I
got
confirmation
there
and
it
was
technically
smb,
so
I
started
working
on
it
and
you
know
found
the
champion
there.
Who
surprisingly
you
know
he
was.
B
You
know,
let's
do
a
demo,
and
so
I
ended
up
giving
a
demo
to
him
and
I
realized
how
many
people
he
brought
on
the
team,
because
zoom
wasn't
that
popular.
Yet
and
all
I
remembering
was
he
goes
all
right,
steve
you've
got,
you
know,
I
think,
a
team
of
like
30
or
40.,
my
guy's
here,
it's
all
you,
and
so
that
was
kind
of
my
first
demo
presentation,
but
I
was
able
to
get
through
it
and
I
just
remember
you
know,
bringing
a
side
relief
at
the
very
end
of
the
demo.
B
I
think
it
was
about
an
hour
long
and
dale.
It
was
just
everything
was
silent
right
and
you
don't
know
what
they're
thinking
it's.
It
was
a
virtual
demo
too.
I
wasn't
like
on
site
or
anything.
You
know
it's
smb
and
you
know
dale
just
goes
all
right.
Send
me
a
quote,
and
you
know
I
just
thought
man
like
it
can't
be
that
easy.
So,
like
a
long
story
short,
I
I
ended
up
sending
him
a
quote
and
obviously
that's
not
the
end
right.
B
So
we
you
know
he
goes
silent,
and
so
I
thought
you
know
I
thought
I
did
pretty
well.
Maybe
I
should
just
talk
to
him
and
obviously
I
had
my
manager
help
me
out
through
this
whole
process,
but
it
turns
out.
You
know
when,
when
you
give
up
by
another
company,
there's
different
processes,
and
so
he
was
trying
to
help
me
get
through
those
processes.
I
was
calling
him
every
day
and
I
think
at
a
certain
point,
it
was
like
the
very
last
day
of
the
quarter.
B
It
was,
I
remember
it
was
like
july
31st,
and
this
was
like
a
deal.
I
was
forecasting
so
everyone's
looking
at
it
and
I
just
remember
going
man,
I
don't
think
this
is
coming
in
and
my
manager
was
helping
me.
You
know
call
up,
and
we
were.
I
remember,
looking
at
we're,
looking
at
linkedin
and
looking
at
ibm
and
there's
hundreds
of
thousands
of
people
like
who
do
we
contact
to
get
this
deal
done?
B
And
finally,
you
know
I
remember
just
calling
down
and
having
very
it
really
comes
down
to
the
human
conversation
and
just
asking
hey.
Who
do
I
talk
to
to
to
sign
this
off?
We
don't
need
a
po,
we
don't
need
any
of
this
stuff
that
ibm
requires,
like
all.
We
need
is
just
someone
to
sign
this,
indicating
that
you,
you
want
this,
you
know
upgrade
right,
and
so
it
turns
out
it
was
this
complete
other
guy
in
a
different
department.
B
That
just
happened
to
be
able
to
sign
this,
and
so
I
called
the
other
guy
who
was
traveling
with
his
his
family.
You
know
in
san
francisco,
so
it
was
funny
because
at
the
time
I
was
also
in
the
bay
area,
so
I
was
almost
going
to
pull
out
the
car
to
go
hey.
I
won't
just
meet
a
restaurant,
you
could
sign,
but
we
didn't
need
to
do
that
because
we
had
docusign
ready
and
everything
he
just.
I
just
remember
him
picking
up
the
phone,
the
vp
and
he
goes
who's.
This
I'm
like.
B
Oh,
this
is
steve.
I'm
working
with
one
of
your
colleagues
dale
and
he
goes
oh
he's
like
yeah.
You
know,
I
think
I
heard
dale
told
me
like
you're
trying
to
get
something
signed
and
you
know
I
go
yeah.
So
you
know
I
was
like
steve
like
we've
got
to
get
the
sign
by
today.
You
know,
based
on
everything
we've
agreed
upon.
He
goes
yeah
yeah,
you
know,
I'm
just
open
the
docusign
up,
he's
like
and
also
he's
like
you
know.
B
A
Story
is
so
indicative
of,
like
I
just
feel
like
the
general
sales
experience.
I
I
loved
hearing
that
story.
What
I
guess
like
one
so
I
I
was
never
really
involved
in
closing
right.
I
heard
about
it,
but
like
that's,
not
something
that
essays
do.
This
is
actually
instructional
for
me.
I
don't
know
what
the
answer
is
to
this,
but
like
how
often
do
so?
It's
like
your
customer.
Your
customers
know
that
you're
a
vendor
they're.
They
know
that
you
have
a
quarterly
system.
A
They
know
that
the
sales
people
are
incentivized
for
closing
within
the
quarterly
system.
So
I
always
imagine
that.
That's
part
of
the
reason
why
all
of
like
50
of
our
business
gets
closed
in
the
last
week,
sometimes
is
because
they're
trying
to
abuse
that
right.
They
know
that,
like
they
can
get
the
maximum
discount
if
they
wait
until
the
last.
C
A
B
Yeah
so
funny
you
mentioned
that
no,
you
just
reminded
me.
I
even
mentioned
this,
but
that
deal.
I
just
talked
about
my
very
first
big
quote-unquote
big
deal
I'll,
never
forget
to
the
the
guy
who
signed
the
economic
buyer
that
signed
it.
He,
the
first
thing
he
said,
was:
oh,
it's
the
last
day
of
the
month.
Okay,
you
know
it's
like
they
all
know,
like
all
the
guys
know
about
it,
it's
like
not
a
secret
anyone,
who's
spending,
long
enough
understands
like
how
sales
works
and
how
quarter
works
month.
End
works
year.
B
End
works
the
best
lesson
I
went
to
oracle
was
you
know
it
was
such
a
big
company
and
a
lot
of
companies.
They
have.
They
hire.
They
like
pay
procurement,
guys
right,
hunches
like
a
pretty
good
salary,
basically
to
specifically
negotiate
directly
with
a
vendor
like
oracle
right
and
so
like
some
people's
professions
literally
were
built
upon.
You
know
how
to
take
advantage
of
quarter
ends
of
euro-ends
month
ends
even
and
how
to
understand
how
each
vendor's
contracting
works.
B
A
B
My
group,
I
remember
yeah
even
at
oracle,
was
like
that
and
you
know
maybe
sas
companies
are
a
little
different,
but
I
anticipate
those
q4s
are
always
going
to
be
the
biggest
rightfully,
so
it
shouldn't
typically
be
the
biggest
because
that's
just
when
you
know
you
want
to
close
out
the
year.
Sometimes
in
your
public
company
you're
reporting
your
fiscal
results,
it
could
make
or
break
your
stock
price.
There's
a
lot
of
just
a
lot
of
factors
that
go
into
that
q4
yeah
that
everyone
wants
to
take
advantage
of.
A
I
remember
my
mentor
at
red
hat.
That
was
one
of
the
things
that
it
was
just
sort
of
like
it
was
such
a
large
deal
that
it
would
manipulate
stock
price
and
then
so,
like
the
ceo
got
involved
at
a
certain
point
in
time,
because
we
were
trying
to
get
bought
out
by
ibm,
eventually
acquired
red
hat
right
yeah.
That
sounds
like
a
lot
of
pressure.
It's
like
hey
the
I
like
the
ceo
of
this
company,
wants
to
like
schedule.
One-On-One
with
you
real,
quick
yeah.
That's.
B
That's
crazy
and
that's
why
you
get
so
many
people
involved
right.
I
think
one
of
my
colleagues
sharif
like
during
our
sko.
He
was
like
saying
on
the
stage
or
I
don't
know
he
said
to
me,
but
you
know
we
have
a
big
deal.
You
get
everyone
involved
and,
let's
say
worst
case
scenario.
It
doesn't
go
as
planned.
B
A
B
A
A
Yeah
the
jedi
deal
like
that
is
just
sort
of
like.
If
this
deal
closes,
you
don't
have
to
work
for
the
rest
of
your
life.
If
it
doesn't,
then
I
don't
know
they're,
probably
still
fine,
but
like
it's
just
like
that
large.
At
this
stage,
I
imagine
it's
almost
like
playing
like
an
nba
championship
or
something
like.
B
That
yeah,
and
even
and
at
that
stage
it's
not
even
about
the
dollar
amount
either.
It's
like
it's.
It's
like
the
it's
like
the
brand
too
right
yeah,
because
I
think
did
microsoft,
win
that
one
yeah
microsoft
won
and
then
there's
stock
prices
that
go
up
and
it
wasn't
just
because
it
was
like
billions
of
dollars,
but
it
was
the
fact
that
you
know
this
this
organization,
I
think
it's-
the
government
organization,
trusted
this
vendor
to
do
this
with
this
much
money.
C
A
I
guess
it's
a
two-part
question,
so
I
I
do
apologize
but
like
no,
it's
okay
part
part
one
is
that
like
they're
like
I
could
do
that
right
and
then
I
wanna
I
wanna
hear
like
as
someone
who
has
done
inside
sales
outside
sales
been
on
these
big
stages
before
I
wanna
hear
like
your
thoughts
on
like
what
he.
Actually
it
really
is
the
same
question,
but
like
do
you
think
that
sales
takes
a
certain
personality
to
do
or
do
you
think
that
it
is
a
teachable
skill?
A
This
meta
study
of
like
super
super
super
large
leaders
in
the
united
states
like
steve
jobs
and
like
bill
gates
and
all
these
other
people.
What
they
found
out
is
that
there's
almost
no
relationship
and
personality
type,
which
is
actually
something
that's
really
surprising,
right,
yeah,
it's
interesting
yeah,
but
the
the
point
that
the
author
is
just
trying
to
make.
Is
that
like,
if
you
do
these,
like
leadership
x,
y
and
z,
you
can
be
a
great
leader.
B
B
Yeah
it's
an
interesting
question
like
like
I
said
I.
I
never
thought
that
I
would
be
in
tech
sales,
but
you
know
this.
I
I
think
realizing
over
the
years.
You
know
it's
a
great
fit
right
for
me
and
I
think
part
of
it
is.
It
is
a
teachable
skill
because
again
I
didn't
really
do
like
professional
sales
before
this,
so
it's
definitely
teachable,
but
I
think
at
the
same
time
maybe
some
type
of
personality,
like
a
great
example,
is
yeah.
B
So
I
was
raised
my
grandparents
in
china,
so
I
wasn't
born
here,
but
I
just
remembered
that
I
guess
you
know
in
a
way
innately.
I
was
some
type.
I
had
some
type
of
like
social
sociability.
So
when
I
came
to
america,
even
though
I
couldn't
really
I
had
that
language
barrier,
I
was
able
to
kind
of
pick
it
back
up
just
so
I
can
communicate
with
you
know
everyone
around
me
and
over
time
you
know.
I
just
realized,
you
know.
B
I'm
sort
of
introverted
by
muscle
have
extroverted
qualities
right,
but
at
the
same
time
it's
not
just
personality.
You
also
have
to
have
that.
You
know
the
grit
and
grind
they
always
say
in
sales.
You
know
you
watch
like
with
wall
street
and
all
those
like
really
crazy
movies
of
sales.
Guys
you
really
do
have
to
like
put
in
a
lot
of
work
and
grind
every
day,
and
you
know
always
have
kind
of
like
money
has
to
be
a
primary
motivating
factor
too.
B
So,
if
you're
not
in
it
to
make
money,
sometimes
you
know.
Maybe
it's
not
the
ideal
track
for
you,
because
being
sales,
everyone
does
tend
to
be
in
sales
to
try
to
overachieve,
try
to
have
the
chance
of
hitting
accelerators,
you
know
going
to
put
presence,
club,
etc,
and
just
having
that
pride
of
you
know,
closing
big
deals
and
helping
a
company
generate
revenue.
So
all
that
does
come
down
to
that.
That
grind
and
kind
of
that.
B
That
mindset
that
you
know
you're
trying
to
do
as
much
work
as
possible,
and
it
may
not
amount
to
much.
It
may
not
translate
to
a
close
deal,
but
at
least
you
know
that
you
know
you
put
into
work
and
you
can.
You
can
be
satisfied
that
you
put
enough
work
to
at
least
give
yourself
a
chance,
so
I
think
all
that
coming
together
it
does.
It
does
help
another
great
example.
B
Like
you
know,
I
have
a
younger
sister
and
she's
very
different
from
me
right,
so
my
family
knows
it
she's.
You
know
she's,
very,
very,
very
introverted
and
very
quiet.
So
you
know
her
personality
would
be
a
very
bad
fit
for
sales,
but
she's
also
really
good
at
designing
and
very
creative
stuff.
So
there's
that's
why
we
have
all
these
different
types
of
jobs.
B
So
I
think
to
sum
it
up:
it's
definitely
a
teachable
skill,
but
you
need
some
type
of
like
you
know:
salesy
personality
or
some
type
of
grit
and
grind
in
you
to
to
be
successful,
and
you
know
have
that
that
drive
every
day
to
I
wake
up
in
the
morning
and
do
do
the
calls
talk
to
customers
like
enjoy
talking
to
customers
like
genuinely
enjoy
like
talking
to
customers
and
trying
to
solve
the
problems
and
translate
that
to
revenue.
If
you
can
solve
the
problems.
A
I
think
that
that's
really
interesting
what
you
just
shared,
because
I
feel
like
the
misconception
with
sales.
Is
that,
like
you
got
to
be
this
like
really
friendly
cool
person,
you
know
everything,
but
there
are.
There
are
some
super
successful
sales
people
that
are
like
kind
of
like
quiet.
You
know
one
of
the
most
successful
sales
people
that
I
know
and
person
who,
like
like
vast
financial
like
achievement,
is,
is
very
introverted
actually,
so
it
just
goes
to
I.
I
really
think
that
it's.
B
A
It's
actually
not
my
brother,
there's
a
lot
of
stories
that
I
could
share
about
my
brother,
but
I
think
that
that's
really
interesting
that
one
of
the
things
that
you
mentioned
is
like
the
grind.
You
know
what
I
mean
and
like
that
that
inner
desire
to
achieve
and
how
that's
actually
something
that
may
matter
more
than
the
social
ability
and
all
the
other
stuff
that
is
kind
of
a
little
bit
like
more
superficial
right.