Sales Gravy: Jeb Blount

To a sales leader, it’s a familiar story.

Month one: Your new SDR is on fire. Energy through the roof. They’re excited about cold calling.

Month two: Still strong. Meetings are getting booked. Dashboard looks good.

Month three: Cracks appear. Rejections pile up. But they hang in.

Month four: Burnout.

The dials drop. The energy’s gone. That superstar you hired 90 days ago is updating their LinkedIn profile—and you know exactly what that means. Now you’re back in hiring mode, your team’s pipeline is slipping, and your recruiting budget just took another hit.

But it’s not that the SDR role is broken—the system is. Sales teams are great at starting fast and terrible at sustaining it. People get thrown in with a script and a quota, celebrate quick wins, then act surprised when burnout becomes inevitable.

Tim Hester, VP of Sales Development at Alliance HCM, leads one of the fastest-promoting SDR teams in the industry. His team survives month four and keeps thriving. Some SDRs promote out in 60 days. Others stay because they’re growing, not just grinding.

It’s a tactical framework that stops inefficiency.

When Tim inherited his SDR team, he saw the pattern immediately. One SDR position. No progression. No momentum. Just grind.

Talented people hit quota, kept hitting quota, and then started asking themselves: Why am I still doing the exact same job six months later? “Just wait your turn” doesn’t cut it anymore. Maybe it never did.

The wake-up call came when Tim realized something critical: The things that kill SDR motivation aren’t trainable.

Work ethic. Mindset. How someone approaches their day and prospecting blocks. That’s character. You can’t coach it in a workshop. Tim tried way too many times before figuring that out.

You can teach someone objection handling. You can show them how to use the CRM. But if there’s no light at the end of the tunnel, no amount of training fixes that. That’s on leadership, not the rep.

Tim flipped the script on how SDR performance gets measured and rewarded. He created tiered SDR levels based purely on performance thresholds. Not tenure. Not politics. Not “when a spot opens up.”

The roadmap has clear levels: from new SDR to quota-hitting SDR to exceeding SDR who now trains the team. Each level comes with a comp bump and more responsibility. Most importantly, it proves effort matters.

This framework ensures that when your reps look at the dashboard, they see a clear, actionable path for progression. It’s the sales leader’s job to ensure that dashboard clarity is tied directly to the next level.

The impact is immediate. Reps see exactly what they need to level up. There’s no waiting for someone to quit so that a spot opens. Those who want to move fast can; those who need more time have a clear path, too.

This framework changed recruiting entirely. Tim could tell candidates on day one: People move up at their own rate; you control your trajectory at this company.

Suddenly, the SDR role wasn’t a holding pattern. It was a launchpad.

Metrics are your scoreboard. If your reps don’t trust the score, they stop playing hard.

When Tim took over, the dashboard was a mess. Crowded with metrics nobody understood or trusted. Reps tuned it out because they didn’t know what half the numbers meant or how they connected to their success.

Tim stripped it down to four metrics:

1. Dials – Shows effort and how they’re working the database. Everyone can pick up the phone.
2. Connections – Only counts conversations with decision-makers. Not gatekeepers. Not assistants. This shows outreach quality.
3. Meetings Scheduled – The conversion from connection to meeting. This is where you see who’s actually selling.
4. Meetings Ran – If they don’t show up, what’s the point?

For Tim, the most important is the latter three because of their impact. He’s measuring what drives meetings and revenue. Simple. Clear. Actionable. No vanity metrics.

Most companies try to turn SDRs into product experts on day one. Tim does the opposite.

He breaks training into three buckets:

Mechanics – CRM management, using the dialer, and objection handling. These are fundamental basics that must be mastered before there can be further movement.

Knowledge – Developing an ICP and persona basics. Narrow and focused. Build your knowledge on the people who matter.

Art – The intangible skills that develop over time as reps sit in on meetings and watch demos.

Setting that expectation allows reps to move fast. It might not be the straightest line, but they’re executing, gaining confidence, and booking meetings in week two instead of week eight.

SDRs aren’t closing six-figure deals. They’re scheduling introductory meetings and bringing in the account executive who has the expertise to close. Expecting perfect performance on day one slows ramps and kills confidence. Employ mechanics first and let the art follow.

Before Tim was a leader, he spent too much time searching for the silver bullet. He’d toss the whole playbook after one bad call, desperately seeking the one “secret” that would make prospecting easy.

His breakthrough was realizing his job as a leader wasn’t to teach the art of the perfect call, but to build the system that rewarded consistent effort.

Now, he drills this into his team: consistency. It’s a direct result of the structure he built. Reps commit to consistency because they know the roadmap proves that their small daily progress will compound into a promotion.

The commitment to consistency starts during onboarding. By clearly presenting the tiered performance levels and the four key metrics on day one, leadership sets the expectation that results are driven by process, not luck. When the path is clear, reps stop searching for a shortcut.

Consistency beats flash every time. Average SDRs become consistent producers. Consistent producers become top performers. The system is the guarantee that their consistency will pay off.

The SDR graveyard isn’t full of lazy people; it’s full of frustrated talent who were put on a treadmill when they needed a ladder. By month four, a high-performer has mastered the basics and is staring at the ceiling. Same script. Same job. Same quota. They burn out from futility, not from effort.

Tim Hester’s approach stops this cycle. He proves that the only way out is up.

• Clear metrics keep the focus sharp.
• Tiered levels create propulsion.
• A performance-driven roadmap ensures reps know they control their destiny.

The question every sales leader must ask is: “What message does our system send on day one?”

Empower your reps with a plan they can believe in, and your top talent will be busy working toward their next title, not updating their resume.

Your roadmap gives your SDRs the path, but they still need the tactics to fill their calendar and earn that promotion. Download Sales Gravy’s 25 Ways to Ask for the Appointment on a Cold Call guide.

Here’s a truth most car dealerships don’t want to admit: people don’t hate buying cars. They hate buying cars from salespeople who make the customer experience painful.

That’s the challenge Brendan Carlington from Mount Pleasant, Michigan brought to me on a recent episode of Ask Jeb. Brendan jumped back into auto sales this year after spending time in other industries and he noticed something big. Traditional sales positions are disappearing. Customers can research everything online, get quotes instantly, and even start negotiations with a click. What’s missing is training that teaches sales pros how to create an experience people actually enjoy.

The vehicle isn’t the differentiator. The experience is.

I told Brendan something I have felt for a long time. Customers already know what they want before they walk into the dealership. They have seen every trim, every feature, every price point. What they do not know is whether they will enjoy the buying process.

That is where you, the salesperson, become the product. Your job is not just to sell the car. Your job is to guide your customer through the process, reduce friction, build trust, and make them feel confident that they are making the right decision.

When I buy a car, I already know what I want. If the experience is miserable, I put it off. If I know it will be smooth, engaging, and human, I buy immediately. Modern buyers are craving a guide, not a grinder.

Brendan had a simple but powerful philosophy. He said there are three conditions to win: sell a car, give the customer a great experience, and make as much money as possible without compromising those things. That mindset is exactly what great sales frameworks are built on. A framework gives you rails to run on while keeping you flexible in the conversation. It is not a script. It is a repeatable system that lets you adapt to the customer while staying disciplined.

When you take complex sales processes and make them simple and repeatable, you create reliability and confidence. That principle is at the heart of fanatical prospecting and objection handling. Learning to simplify complex ideas into actionable steps separates average salespeople from top performers.

If you are in car sales or any sales role where buyers can research online, here is the playbook:

Unpack your customer’s fears. They walk in with emotional baggage from past experiences. Acknowledge it.

Ask better questions. The more they talk, the better they feel. When the customer does most of the talking, they have a good experience.

Create a VIP moment. Buying a car is a milestone, not a transaction.

Build a repeatable system. Know your greeting, discovery questions, and closing flow cold and practice it until it is second nature.

Using systems that focus on outcomes, such as first-time appointments, conversion rates, and pipeline velocity, makes the difference between a salesperson who spins their wheels and one who consistently drives results. Practicing this every day builds the kind of discipline that leads to consistent performance and customer loyalty.

Brendan shared something I loved. Before car sales, he worked in the Vegas nightlife industry and he asked, “Why can’t buying a car be fun?” That is the kind of thinking that transforms an industry. Fun does not mean loud music or strobe lights. It means energy, curiosity, and enthusiasm. When people enjoy buying from you, they tell everyone they know.

If your dealership or team has lost that spark, it is time to rebuild your sales culture. Focus on making the customer experience unforgettable. Strong sales leadership and coaching techniques help teams focus on guiding the buyer through the process instead of just pushing products. Developing those skills consistently pays huge dividends in customer retention and referrals.

At the end of our conversation, I told Brendan something simple. The car industry does not need more closers. It needs more guides. When every spec and price is a Google search away, the only true differentiator left is how the customer feels.

You cannot automate human connection. You cannot AI your way into trust. You can build systems that make people feel seen, heard, and valued. Simplify the process. Ask more questions. Be a guide. Make it an experience worth repeating. That approach works whether you sell cars, software, or consulting services.

If you are serious about building influence and opportunity in the modern sales landscape, my newest book with Brynne Tillman, The LinkedIn Edge, is your playbook for creating meaningful professional connections.

Here’s a truth most car dealerships don’t want to admit: people don’t hate buying cars. They hate buying cars from salespeople who make the customer experience painful.

That’s the challenge Brendan Carlington from Mount Pleasant, Michigan, brought to me on a recent episode of Ask Jeb. Brendan jumped back into auto sales this year after spending time in other industries, and he noticed something big. Traditional sales positions are disappearing. Customers can research everything online, get quotes instantly, and even start negotiations with a click. What’s missing is training that teaches sales pros how to create an experience people actually enjoy.

The vehicle isn’t the differentiator. The experience is.

I told Brendan something I have felt for a long time. Customers already know what they want before they walk into the dealership. They have seen every trim, every feature, every price point. What they do not know is whether they will enjoy the buying process.

That is where you, the salesperson, become the product. Your job is not just to sell the car. Your job is to guide your customer through the process, reduce friction, build trust, and make them feel confident that they are making the right decision.

When I buy a car, I already know what I want. If the experience is miserable, I put it off. If I know it will be smooth, engaging, and human, I buy immediately. Modern buyers are craving a guide, not a grinder.

Brendan had a simple but powerful philosophy. He said there are three conditions to win: sell a car, give the customer a great experience, and make as much money as possible without compromising those things. That mindset is exactly what great sales frameworks are built on. A framework gives you rails to run on while keeping you flexible in the conversation. It is not a script. It is a repeatable system that lets you adapt to the customer while staying disciplined.

When you take complex sales processes and make them simple and repeatable, you create reliability and confidence. That principle is at the heart of fanatical prospecting and objection handling. Learning to simplify complex ideas into actionable steps separates average salespeople from top performers.

If you are in car sales or any sales role where buyers can research online, here is the playbook:

Using systems that focus on outcomes, such as first-time appointments, conversion rates, and pipeline velocity, makes the difference between a salesperson who spins their wheels and one who consistently drives results. Practicing this every day builds the kind of discipline that leads to consistent performance and customer loyalty.

Brendan shared something I loved. Before car sales, he worked in the Vegas nightlife industry and he asked, “Why can’t buying a car be fun?” That is the kind of thinking that transforms an industry. Fun does not mean loud music or strobe lights. It means energy, curiosity, and enthusiasm. When people enjoy buying from you, they tell everyone they know.

If your dealership or team has lost that spark, it is time to rebuild your sales culture. Focus on making the customer experience unforgettable. Strong sales leadership and coaching techniques help teams focus on guiding the buyer through the process instead of just pushing products. Developing those skills consistently pays huge dividends in customer retention and referrals.

At the end of our conversation, I told Brendan something simple. The car industry does not need more closers. It needs more guides. When every spec and price is a Google search away, the only true differentiator left is how the customer feels.

You cannot automate human connection. You cannot AI your way into trust. You can build systems that make people feel seen, heard, and valued. Simplify the process. Ask more questions. Be a guide. Make it an experience worth repeating. That approach works whether you sell cars, software, or consulting services.

If you are serious about building influence and opportunity in the modern sales landscape, my newest book with Brynne Tillman, The LinkedIn Edge, is your playbook for creating meaningful professional connections.

From now until the first week of January, you’re going to face a perfect storm of distractions, excuses, and temptations that can absolutely destroy your year end number and your first quarter production next year. Sadly, most salespeople don’t even see it coming. It’s not until the end of December that they realize they’re in trouble, but by then, it’s too late. 

The trouble typically starts Thanksgiving week in the United States and continues as we move into the first week of December. That’s when distractions start flooding in. You’ve got company parties, family obligations, shopping to do. All of which knock you off of your routine causing your daily prospecting and follow up activities to drop.

And let’s be honest, you’ve been grinding hard for the entire year and you’re ready to let your guard down and coast a bit before the end of the year. 

By the second and third week of December many of the opportunities in your pipeline that you were counting on closing start to ghost you or tell you that their pushing decisions off to next year. And by now you’re so mentally checked out that you’re barely doing any prospecting at all. 

Once we move into the Christmas and New Years weeks your office is a ghost town, the phones are silent, your pipeline is stalled, you’ve missed your forecast and you convince yourself there’s no point in even trying. 

And just like that, you’ve lost an entire month of selling.

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But here’s the brutal truth: You didn’t just lose a month. You lost three months. Because all of those prospects that pushed off decisions until the new year are not coming back; and that empty pipeline you’re staring at, as you move into January, is going to haunt you through March and potentially, through the entire year. 

Your average sales cycle is probably 60-90 days. That means deals you put into the pipeline over the next two to three weeks are crucial for a good January. Likewise, the ones you add in December are the key to delivering a solid February and March. 

But if you allow the Holidays to take you off of your game, you might not recover until April or May. Your entire first quarter is shot. 

This is the killer and how so many promising sales careers end prematurely. I’ve witnessed far too many salespeople get fired in March for pipeline problems that started in November when they let their discipline slip during the holidays.

The deals currently in your pipeline are more vulnerable right now than at any other time of year. Your prospects have the perfect excuse to push decisions. 

When deals sit idle for a month, bad things happen. Stakeholders change. Budgets get reallocated. Priorities shift. Your champion gets distracted by seventeen other initiatives. Your competitors slip in while you’re eating fruitcake and drinking eggnog.

I’ve watched salespeople lose six-figure deals that they thought were “locked up” in November, simply because they took their foot off the gas during the holidays. 

I’ve said this before and I’ll say it again. Pipeline opportunities that push into the new year are not coming back. Do not count on them. Do not allow yourself to be delusional about them. If you don’t get forecasted opportunities closed by the end of the year, consider them dead!

For this reason, you must be vigilant with follow up, assertive with your communication and do whatever it takes to get those deals closed. 

When it comes to prospecting, the activity that keeps your pipeline healthy, the real reason you struggle during the holidays is because you give yourself permission to slack off. You tell yourself little lies to justify taking it easy. “Nobody’s making decisions right now anyway.” “Everyone’s on vacation.” “I’ll ramp back up in January.”

Yes, some prospects are on vacation. But not all of them. Yes, some decisions get pushed. But not all of them. Yes, it’s harder to get people on the phone. But not impossible.

The salespeople who crush it during the holidays understand something that everyone else forgets: Outselling the holidays is all about disciplined. It is discipline that transforms holiday impulsiveness into intention and a higher income. 

This is where mental toughness pays off and shows up in your bank account.During the holidays, more than ever, you need a concrete plan and the discipline to execute it.

Here’s what you need to do right now, and I mean this week:

Go through every deal in your pipeline. Assess the risk of each one stalling during the holidays. Then decide what needs to be done before year end to get them closed. 

For your most important opportunities, create a specific action plan. Don’t assume anything will “just keep moving forward” on its own. These deals will not close themselves. Nothing moves forward without your effort.

Pull up your calendar for the rest of this year. Block time for daily prospecting, deal advancement and follow-ups.

Yes, I know you have holiday parties and family obligations. Put those in too. The key is planning everything in advance so you don’t drop the ball.

You may have to get creative. Maybe you prospect for an hour before the rest of your family wakes up or make follow-up calls during your lunch break. Maybe you work a few hours on the weekend.

The point is, if it’s not on your calendar, it won’t happen. And if your calendar is blank for the next month, your pipeline will be blank in January.

This is critical. Decide right now what your daily minimums are going to be during the holiday season. Set the targets. Write them down. Commit to them. Then—and this is the important part—review your progress against these targets every single morning and every single afternoon to hold yourself accountable. Nobody else is going to do this for you. You have to be your own accountability partner.

We know that the last two weeks of the year are going to be a circus so double down and bank as much activity as possible at the end of November and into the early part of December. That way, by the time Santa comes down the chimney, you’ve already done the work to keep your pipeline healthy.

Don’t wait until January 2nd to start thinking about your first quarter. Plan it now. What’s your goal for Q1 revenue? How much pipeline do you need to hit that goal? What actions do you need to take now to start strong in January? Top performers don’t “get back into it” in January. They hit January running because they planned for it in November.

This isn’t about working 80-hour weeks. It’s about being strategic with your time so you can be productive AND enjoy time with your family. By maintaining discipline during the holidays, you actually feel less stressed and enjoy them more. 

Now here’s your assignment: Block two hours on your calendar this week. Use that time to conduct your pipeline audit, build your holiday schedule, and set your activity targets.

Don’t wait. Don’t tell yourself you’ll get to it next week. Do it now.

The salespeople who take this seriously will end the year strong and start off next year even stronger. The salespeople who ignore this advice will spend the first quarter digging themselves out of a hole.

The only question that remains is which one of these salespeople are you going to be?

And remember, when it’s time to go home, especially during the holidays when you’re tempted to call it early, always stop and make one more call. That discipline is often the difference that will help you outsell the holidays. 

Every salesperson knows that feeling, the one right before the big meeting when confidence wavers and doubt creeps in.

Alex Weber knows it, too. He’s one of the few people to go from hosting American Ninja Warrior to competing on the show. When I asked him what separates winners from everyone else on an episode of The Sales Gravy Podcast, he said:

“Winners believe they’re going to win. You’re not going to win every deal. But even as I say that, I’m never going to let myself actually believe that.”

This is a masterclass in sales mindset—the mental toughness every top salesperson needs. The difference between a competitor who freezes and one who performs is simple: The winner chooses belief over hesitation, every single time. 

The average salesperson walks into a deal trying to manage their doubt. They worry about the competition, they worry about the price, and they worry about rejection. That hesitation bleeds through every presentation, email, and follow-up.

The average rep tells themselves, “I hope I get this deal.”

Winners decide before the phone rings that they are the best solution, they deserve the business, and they are going to win. That mindset is the foundation of high-performance selling.

The moment you let the “what if I lose?” question become dominant, you pull back. You ask soft closing questions. You accept the first objection. Top salespeople know that a soft sales mindset guarantees a hard loss. You must carry the confidence of a winner, even when the odds are stacked against you.

In high-stakes competitive environments, you can’t dwell on failure. If a Ninja Warrior misses a jump, they can’t afford to spend five minutes replaying the error in their head; they are already in the water.

In sales, the deep end is rejection. Too many salespeople treat a “no” like a personal failure instead of professional feedback. They let one bad call destroy their attitude for the entire week. This is why their sales mindset is fragile.

Winners understand that every loss is simply data to be analyzed. What did the client object to? Where did you lose control? What did the competitor do better? Process it immediately, then move on.

When you fail, you need to “burn the ship.” You acknowledge the loss, extract the lesson, and sever the emotional attachment. The inability to recover fast is the #1 killer of a sales mindset. You are guaranteeing an underperforming pipeline if you can’t reset your mental state between calls. Commit to the next interaction, not the last one.

You can’t expect to be calm and collected during a high-pressure, high-dollar negotiation if you haven’t trained for it. Elite competitors don’t rely on game-day adrenaline. They rely on muscle memory built through intentional practice under pressure. Practice is how you develop the sales mindset that never wavers.

Identify the parts of the sales cycle that make you uncomfortable. If handling tough objections is your weakness, practice them relentlessly until your response is automatic. If you freeze up when cold calling top-tier decision-makers, role-play the opening three minutes of that call until you can deliver it with confidence. Your pipeline grows on competence, not hope. 

The worst lie in sales is the idea that you have to feel motivated to prospect. Motivation is an emotion. It comes and goes. Discipline is a decision.

The champion’s sales mindset relies on routine and process. You don’t need to feel excited to make that fifth cold call or send that critical follow-up. You just need to execute your process.

If you let your feelings dictate your schedule, you will only prospect when the conditions are perfect. That is an amateur move.

Winners know the work is non-negotiable. Discipline is showing up every day, executing the critical, revenue-generating tasks, whether you feel like it or not. Action generates confidence, not the other way around.

Before your next call, take a quick inventory. Are you waiting to feel motivated before you move? Trying to perfect your pitch before you prospect? Avoiding rejection instead of embracing feedback? Hoping your natural talent alone will carry you?

These are the quiet traps that keep a sales rep average. Winners don’t eliminate fear or doubt—they acknowledge those feelings and act in spite of them. Awareness is the first step to changing your mindset.

Belief is useless without action. Here is how you convert these principles into real-world results:

• Sign the Pre-Game Contract: Before every high-stakes call, mentally commit to executing your process perfectly. Measure success on execution, not outcome.
• Implement the 10-Minute Failure Review: Immediately after a significant loss, spend five minutes documenting the facts and five minutes identifying one tactical weakness. Then burn the ship and reset before the next call.
• Drill the Difficult: Identify your five hardest objections. Role-play them ten times in a row until responses are instant and fluid. This builds pressure-proof sales muscle.
• Anchor to Ownership: Eliminate excuses. If you lose, it’s your responsibility to figure out why and fix it. Ownership anchors performance in proactive power.
• The 60-Second Reset: Before each appointment, take a brief break. Stand up, walk away from your desk, and reset your mental state to give the next customer 100% focus.

The choice is clear. Fear can dictate your actions, or you can adopt the sales mindset of a champion.

Show up tomorrow and do the work whether you feel like it or not. Make the calls that scare you. Go after the deals that feel out of reach. Stack evidence that you’re getting better.

It all comes back to belief. The winners who dive into the deep end don’t wait for confidence to appear—they tell themselves they’re going to win, then act like it until it’s true.

The deep end isn’t where you sink. It’s where you prove you belong.

If you’re ready to build the mindset, discipline, and belief that top performers rely on, we can help. Whether you’re a salesperson leveling up, a leader developing your team, or a business owner driving growth, we’ll build a coaching path around you. Check out our coaching programs!

Here’s a question that’ll mess with your head: What do you do when you’re making seven figures in sales, crushing every goal, and suddenly … you just don’t feel the same motivation anymore?

That’s the question Matthew Feit from Toms River, New Jersey, posed on an Ask Jeb episode. Matthew’s living the dream that most salespeople chase their entire careers. He’s at the top of his game financially. He’s proven everything he set out to prove. And now he’s stuck in this weird limbo where the fire that got him there has gone cold.

If you’re shaking your head right now, thinking this is a champagne problem, you’re missing the point. This is one of the most dangerous positions a high achiever can find themselves in, and it’s costing top performers their edge every single day.

Let me tell you about Jim. Years ago, when I was living in Florida, I had this sales rep who was an absolute monster. Top of the ranking report. Presidents Club. Rolex on his wrist for winning. Then one day, his director of sales wanted to put him on a performance improvement plan. In sales, a PIP means you are a dead man walking.

I drove up to Jacksonville thinking there had to be some mistake. When I sat down with Jim, I realized the problem wasn’t his ability. The guy was still incredibly talented. The problem was he’d won everything there was to win, and he just didn’t have the next goal driving him anymore.

Here’s what I learned: The things we do in sales are hard. They’re repetitive. We deal with difficult people. It takes massive discipline, which is simply sacrificing what you want now for what you want most. But when you don’t know what you want most anymore, that discipline evaporates.

Jim’s answer surprised me. He wanted a Harley-Davidson, but his wife wouldn’t let him buy it. So I worked out a way to structure his commissions so he could get his Harley while still bringing home the money his wife expected. Suddenly, his sales went through the roof again. He had something driving him.

Here’s what’s happening with guys like Matthew and what happened with Jim: They’ve got this level of cognitive dissonance. Part of them is a stone-cold high achiever who needs to be achieving. The other part is saying, “I don’t feel it anymore. I don’t have that juice.”

When you’re younger or earlier in your career, you’re sketching out goals constantly. I remember having a goal book where I wrote down everything I wanted. One of my goals was a house on the inter-coastal waterway in South Florida. I achieved that goal. Then one day I’m sitting there going, “Well, what do I do now?”

It’s easy to get comfortable when you don’t know where to go next. But comfortable is the enemy of excellence in high-performance sales cultures.

I hit the same wall this year. Twenty years building this business, book number 17 coming out, and I’m asking myself the same question Matthew asked: “What now?”

I finally figured it out. My wants aren’t things anymore. Maybe in my 20s and 30s it was about what I was going to own, but today it’s different. It’s about what I want to accomplish and who I want to work with.

I realized I want to work with people and companies I know I can help. That are a challenge for me. Where I can watch them grow and enjoy seeing them succeed. Who really want to work with me and see me as part of their organization, not as a vendor.

As a result, I’ve been rearranging my world so I can be very picky about what I’m going to do, who I’m going to work with, and who I’m going to speak to. I want to do things that give me joy and fulfill my purpose, which is to help people sell more. That’s why I believe God put me here.

When I was a little older than Matthew, I looked at my life and asked: “What are the next 20 years going to be like?”

I had won every award you could win in sales. I was operating at the top level of a Fortune 200 company. I had the accolades, the money, all of it. So I asked myself that simple question.

What happened over those 20 years completely changed my life. Everything shifted. I wrote my first book when I was 38. It wasn’t great. But it was my story, and it was the beginning. I made a goal to write five books in five years. Twenty years later, The LinkedIn Edge is book is number 17.

Here’s the thing: When I was 38, I didn’t know exactly where I’d be at 58. I just knew I was going to make a massive impact over the next 20 years as I pursued my purpose. It was simply about helping people.

Matthew mentioned wanting to write a book about his journey and helping other people. That’s a perfect path for someone at his level.

Here’s my advice: Sit down and look ahead. If you were looking at yourself 20 years from now, what would you want that person to look like? It’s not so much about what you want to achieve. It’s about who you want to be.

Don’t wait for the perfect vision. I didn’t have some crystal clear picture of where I’d be today. I just knew I needed to change and make an impact. The journey gets you there, but you have to start moving.

For Matthew and for anyone else who’s climbed every mountain in their current world: You have everything it takes to do whatever you want. You know that already. But if you get more time to just sit in your vacation home, you’re going to go out of your mind in no time because you’ll know you’re not living up to your potential.

The question isn’t whether you should keep pushing. The question is: What are you pushing toward? Answer that, and the fire comes back. Ignore it, and you’ll keep wondering why success doesn’t feel like it used to.

The best part? Once you reconnect with your purpose and set new goals that actually matter, you’ll discover that all those skills that got you to seven figures become even sharper. You’re not starting over. You’re leveling up.

Jeb Blount is the author of 17 books, including the groundbreaking classics Fanatical Prospecting, Sales EQ, Objections, and Inked. In The LinkedIn Edge, co-authored with Brynne Tillman, Jeb teaches sales professionals how to leverage LinkedIn to build their personal brand and fill their pipeline with qualified prospects.

This time of year is critical. As sales leaders map out their budgets for the new year, the conversation always centers on a core conflict: How to cut expenses and, simultaneously, motivate teams to hit larger quotas.

What’s the first line item to feel the squeeze? Training and development.

It is often incorrectly labeled a ‘want’ and not a ‘need.’ We hear leaders say, “It can wait until next quarter,” or, “Once we stabilize revenue, we’ll invest in the team.” 

This short-sighted thinking doesn’t save money. Instead, it’s costing organizations a significant, quantifiable amount of revenue and talent. When professional development is treated like a luxury, we undermine the foundational ability of our teams to perform consistently at a high level.

Sales leaders should consider peak performance in any high-stakes environment. In the military, or in elite professional sports, ongoing training is not a choice—it is a non-negotiable, daily priority. 

So why is it that, in Sales, we view continuous development as optional or too expensive? The simple truth is that lack of training is the most expensive mistake you can make.

Think about the rate of technological change. Most of us have upgraded our cell phones in the last three to five years because the old ones simply couldn’t keep up. 

The same principle applies to your sales team’s skill set. If your representatives are still relying on techniques learned 5, 10, or 15 years ago, then they are operating at a competitive disadvantage. They will be outmaneuvered and outperformed by competitors who are strategically investing in modern sales frameworks every time.

Henry Ford’s famous quote still holds true: “The only thing worse than training employees and losing them is to not train them and keep them.” If you believe training is expensive, you must take a moment to calculate the monumental loss of reps consistently missing their quotas.

Look at the numbers. Assume three of your representatives are consistently missing quota by just 20%. That deficit is lost revenue—but it also represents wasted leads, missed opportunities, and the corrosive ripple effect of deals that never even make it into your pipeline. The amount of potential revenue lost due to underperformance is often far greater than the entire annual budget you would allocate to comprehensive sales training.

To reverse this loss, you must treat coaching as a continuous operational requirement, not a perk.

1. Calculate the ‘Cost of Inaction’ to Justify Budget: Reframe thinking of training as an expense and start focusing on the cost of the status quo. Calculate the annualized revenue loss from your bottom 20% of underperforming reps (e.g., missed quota * average deal size). Use that concrete number to justify and secure a budget for development, proving that not training is your biggest liability.
2. Implement a Continuous Coaching Framework: Don’t rely on annual training events. Transform your managers into daily coaches by mandating 30 minutes of structured, one-on-one coaching per week focused on skill development. This reinforcement is what locks in new behaviors and prevents the initial energy gained in training from fading.

Talent turnover is another critical cost of lack of training that is often overlooked. A representative who feels unsupported, or who consistently misses quota because they don’t have the necessary tools and coaching, is highly likely to seek opportunities elsewhere. 

The cost of recruiting, onboarding, and ramping a replacement—which includes the loss of established customer relationships and the disruption to team morale—significantly outweighs the expense of proactive investment.

A struggling representative is not necessarily a failure. More often than not, they are simply a motivated individual who has not been properly coached, developed, or given a clear framework for success. They begin their job eager to prove themselves, but without guidance, that initial energy quickly dissipates.

Investing in development can be the deciding factor that transforms a dedicated, yet struggling, team member into a consistent top performer. When you strategically invest, you convert what could have been a liability into a high-value asset for your organization. You also ensure that the talent seeking growth and success will find it with you, not with your competition.

1. Implement a Mandatory Tiered Coaching Cadence. Shift from generic pipeline reviews to mandating a structured, tiered coaching system: Tier 1 (The Weekly Huddle) for metric accountability; Tier 2 (The 1-on-1 Call) for strategic deal review; and Tier 3 (The Dedicated Call Critique Session) where the rep listens to and dissects a recent call recording (a win or a loss). 
2. Run a Quarterly ‘Skill Obsolescence’ Audit. Your team’s skills are your greatest asset, but they have a shelf life. Conduct a quarterly audit to identify the top three techniques that are obsolete but still being used by your underperformers (e.g., leaving long, rambling voicemails or sending generic proposals). Then, mandate a one-week “kill period” where your entire team replaces that obsolete technique with a modern, proven one.

When you commit to consistent training, you don’t just sharpen skills—you create alignment, clarity, and confidence across your organization. Every team member speaks the same sales language, follows a unified playbook, and builds the same winning habits. 

Training sharpens individual skills, but it also creates a culture where representatives feel supported, valued, and fundamentally equipped to win. The world’s best-performing organizations, from elite sports teams to world-class businesses, all share one critical characteristic: They never stop training.

As you plan for the year ahead, move past the outdated notion that development is an optional line item. See it as the essential fuel for your sales engine. 

If you are serious about hitting bigger quotas, accelerating deal velocity, and retaining your high performers, sales training has to be a strategic priority. The organizations that win are not the ones that cut corners on development; they are the ones that double down on it. 

Don’t budget for failure. Invest in the skill set that guarantees your next quarter’s revenue.

Don’t let your pipeline run on empty. Take control of your team’s performance today. Enroll your team in the next Fanatical Prospecting Bootcamp Live or visit Sales Gravy University to find more high-impact training options and learn more from Master Trainer Jessica Stokes.

Every sales professional has a horror story that still makes them break out in a cold sweat years later. The deal that imploded spectacularly. The customer interaction that went sideways in ways you couldn’t predict. The moment you sat in your car afterward in complete silence, questioning every decision that led you to this career.

These moments feel intensely personal and isolating. But the truth is, every rep who’s lasted in this profession has been there. On an episode of The Sales Gravy Podcast, Ashley Blount and I collected nightmare sales stories from our years in the automotive and telecommunications industries, plus stories from the sales community. We found 16 tales that prove no one faces this alone. Here are some of the most terrifying.

This sales horror story comes from the automotive industry, posted on Reddit by someone who still sounds traumatized. Dave started at the dealership after Sears closed. We found out he’d been the “Angel of Death” at several franchises—Sears, Future Shop, RadioShack. Every place he touched eventually shut down.

Dave was in his early 40s, wore the same shirt with the same coffee stain on it every single day, and smelled terribly. Customers would flee after test drives, refusing to come back into the building with him. On one occasion, a customer was dry heaving. Management tried to delicately bring up the hygiene issue, but Dave wouldn’t listen.

One day, the manager was told to drop off a sold vehicle to a customer, and Dave drove the chase car. As they returned together, the smell in that enclosed space was so unbearable that the manager walked into the boss’s office afterward and apologized for whatever he had done to deserve that punishment. The boss laughed, called Dave in, and fired him on the spot.

Ashley had been selling cars for a few months when a sweet older couple came into the dealership. The husband was retiring, probably late 60s, and they were one of those rare couples who were actually pleasant to work with. He picked out a lime green Ford Fiesta for his retirement car.

They completed the test drive, finished all the paperwork, and Ashley sent the vehicle back to get ready for delivery. When delivering a new vehicle, you always get in with the customer to help them connect their phone to Bluetooth and walk them through all the features. Since it was a couple, the husband was in the driver’s seat, his wife was in the front passenger seat, and Ashley was sitting in the middle of the back seat.

They got his phone connected to the Bluetooth, matched the code, and turned up the volume on the car. He went to open his phone. The most explicit, obscene audio you can imagine came blasting out of the speakers.

Dead silence in that vehicle for what felt like forever. Ashley wished them well, exited the car, and walked back inside, mortified. When asked how it went, she told them the story and muttered, “I don’t really want to follow up. I’m not sure that’s appropriate.”

I had door-knocked a large hair salon and built a relationship with the salon owner, who also owned the building. He helped me get in the door with all four of his tenants. Because he was switching, they all switched. I closed three to four months of quota on this one deal because of what he did for me. 

Installation day arrives. At 6 a.m., my phone rings. I try to sound as awake as possible with my gravelly morning voice, and the owner immediately screams, “Jeb, what the f**k?”

He explains that our contractors came out the night before, got in a huge argument, waved guns at each other—he swears one of them shot at the other. Then they came back in the morning and dug a trench that cut every single internet line to the building. Every single one. No internet on the salon’s busiest day, and all the other stores were out, too.

I arrived at 6:45 a.m. to a foxhole-sized trench and abandoned equipment everywhere. My heart sank. I escalated straight to the senior VP—two levels below the CEO. It wasn’t elegant, but the problem got fixed. I still use that hair salon to this day/

One sales rep had a pediatrics practice ready to purchase his product for $1.4 million. They had already negotiated terms. The last step was to follow up with references, and then they were going for the signature.

Someone on the sales operations team had the brilliant idea to put them in an early adopter program without a test server. They crashed the client’s entire live system, and one of the consequences was sending bills to the wrong addresses, which violated HIPAA law. This cost the pediatrics practice not just money but also reputation with its patients. 

The deal was completely killed, and the practice announced that it was leaving for a competing system. The rep also lost $600,000 in annual recurring revenue. The sales rep did everything right and watched it all disappear because of a decision someone else made.

Ashley worked on a high-volume account for multiple years. Hitting the mark on everything. The CEO and entire organization loved the work. Then renewal time came, and one of the VPs started making everything difficult.

Meetings became confusing. Clear agreements would somehow transform into something else. Ashley would leave meetings questioning whether she was interpreting things correctly. Her team felt it, too. Was this actually happening, or were they all going crazy?

Eventually, this VP went out with someone from Ashley’s company and admitted the whole thing. She was intentionally making everything difficult because she wanted to work with a friend at another firm. Nothing against the work. Nothing against Ashley. Just personal preference dressed up as professional obstacles.

Ashley still won the account. The VP found another job. But the psychological warfare of working on an account where someone is actively sabotaging you—not because of performance but because of hidden agendas—takes a serious toll.

Sales horror stories aren’t always about lost deals; sometimes they’re about getting chased out of a building. Ashley was doing her first day of field sales training with a senior rep. They found new construction, talked to someone on-site, and were directed to the owner’s main office.

The gatekeeper walked them straight back to the owner’s office. He seemed pleasant enough at first. They introduced themselves and mentioned the new building. The minute they started talking about their services, he flipped like a switch.

He started screaming at them to get out, demanding to know why they were soliciting, how they made it all the way back to his office, and who let them in. He chased them out of the building in front of all his employees, yelling the entire time. His office was in the literal back of a shotgun-style building, so it was a long walk of shame past everyone.

They got in the car and sat in silence. Finally, the senior rep looked at Ashley and said, “They’re not all like that. I promise.” A brutal first lesson in field sales.

These sales horror stories all share something important: Sales will always put you in situations you can’t predict or control. You can do everything right—prospect well, qualify hard, deliver value—and still watch a deal unravel for reasons that make no sense.

What matters is how you respond. The best reps don’t disappear or point fingers. They show up fast, escalate when needed, and take ownership even when the problem isn’t their fault. They fight for their customers and for the relationship.

If a story like this brings up your own nightmare deal, take it as a good sign. It means you care about your work and take your commitments seriously. That’s what defines a true professional.

The pain doesn’t last. The customer who had the Bluetooth issue still bought the car. The salon owner stayed as a client. Ashley won that renewal. What once felt like failure becomes proof that you stayed in the fight, and that’s what the best reps do.

The worst part of a nightmare scenario is feeling isolated. But every rep has a story that still makes them cringe.

What matters is what you do next. Process it, learn from it, and bounce back stronger. Knowing every other sales professional has their own version of disaster can be the fuel that keeps you going.

Listen to the full episode of The Sales Gravy Podcast for all 16 sales horror stories and a reminder: Your worst day in sales doesn’t define your career. How you respond does.

If you’ve lived through your own sales nightmare, don’t let it haunt your next call. Start winning more on cold calls with our free guide, 25 Ways to Ask for the Appointment on Cold Calls, and turn your next “no” into a comeback story.

Here’s a problem that’ll tie you in knots: You’ve got a killer software solution that saves companies massive amounts of money on employee benefits. You know exactly who needs it: Fortune 1000 companies with self-insured health plans. But you can’t get a single meeting with the people who matter.

That’s the situation Peter Kleinman from Provo, Utah, finds himself in. As the sales and marketing guy for his dad’s startup, he’s tasked with landing enterprise clients while juggling full-time classes at BYU. He has LinkedIn, Sales Navigator, and a burning desire to make it work.

He also has virtually no chance of success using his current approach.

If you’re nodding your head right now, keep reading. Because Peter’s problem is your problem if you’re trying to sell into enterprise accounts without the business acumen, social proof, or strategy to break through.

Here’s the biggest issue: Fortune 1000 CHROs and C-suite executives have built a wall around themselves that’s about 100 feet high. Their entire job is keeping people like you from wasting their time.

And if you’re young, inexperienced, or new to enterprise sales? That wall might as well be 1,000 feet high.

Peter is doing everything the sales books tell you to do. He’s going straight to the top. He’s messaging decision makers on LinkedIn. He’s targeting the right titles.

He’s also getting absolutely nowhere.

Here’s why: It has nothing to do with age and everything to do with business acumen. You can’t speak the language of enterprise buyers if you’ve never lived in their world. You don’t understand their buying process, their risk aversion, or the organizational politics that determine whether your deal lives or dies.

Most critically, you’re trying to sell something they don’t even know they need. And you have zero social proof to back up your claims.

That’s not a recipe for success. That’s a recipe for frustration, burnout, and a pipeline full of nothing.

If you can’t get to the top, start at the bottom.

I’m not talking about giving up on enterprise accounts. I’m talking about running a multi-threading strategy that builds your business acumen while creating pathways into those massive organizations.

Here’s how it works:

Find the amplifiers. These are the people in the trenches who actually deal with the problem your solution solves every single day. They’re not directors or VPs. They’re managers, analysts, and coordinators who feel the pain but lack the authority to fix it.

These people are 100 times easier to talk to than C-suite executives. They’ll take your call. They’ll teach you. They’ll tell you exactly what’s broken in their organization and how decisions actually get made.

Compress your experience. When you talk to these amplifiers, you’re not selling. You’re learning. You’re asking questions like, “Help me understand how you make these decisions,” and “What problems are you running into?”

Every conversation compresses years of experience into hours. You learn the language. You understand the pain points. You gather insights that become ammunition for conversations with decision-makers.

Surface the insights upward. Now when you finally get in front of that CHRO or VP of Benefits, you’re not some kid with a PowerPoint. You’re someone who understands their organization better than they do. You can tell them stories about what their own people are experiencing and how you can close the gap.

That’s how you get meetings. That’s how you build credibility. That’s how you win deals when you have no business acumen and no social proof.

Here’s another path Peter needs to explore: Insurance brokers.

If you can’t talk to the self-insured companies directly, talk to the people who advise them. Insurance brokers work with these organizations every day. They understand the buying process. They know the pain points. They’re infinitely more accessible than Fortune 1000 executives.

Better yet, they can become your distribution channel. If your software helps them serve their clients better, they’ll sell it for you.

This is classic fanatical prospecting. When your ideal customer is hard to reach, find the people who already have relationships with them. Build those relationships first. Let them open doors you can’t open on your own.

Peter spends a lot of time on LinkedIn. Posting to the company page. Messaging prospects. Running outreach campaigns.

Here’s the truth: C-suite executives aren’t hanging out on LinkedIn waiting for your cold outreach. They’re not there. And the few who are there ignore 99% of the messages they receive.

LinkedIn is great for research and building your personal brand. But if that’s your entire go-to-market strategy, you’re dead in the water.

You need real tools. A proper CRM like HubSpot to manage your pipeline and run marketing campaigns. A platform like ZoomInfo to identify the right people and get their actual contact information. An integrated stack that lets you execute across email, phone, and social simultaneously.

Most importantly, you need to pick up the phone. Real conversations with real people will always beat automated LinkedIn messages. Always.

Peter’s dad hates sales. He wants to build a great product and have customers magically appear. The company is running its entire sales operation on an Excel spreadsheet.

That’s not going to cut it.

If you want to win enterprise deals, you need to invest in the tools, training, and processes that make it possible. You’re looking at $50,000 per year minimum for the tech stack alone. Plus conferences, trade shows, and face-to-face relationship building.

That sounds expensive until you land your first six-figure deal. Then it looks like the smartest investment you ever made.

If you’re in Peter’s shoes, here’s what you do right now:

Stop going straight to the top. Identify the amplifiers at the bottom of your target organizations and start having conversations with them. Learn the language. Gather insights. Build your business acumen fast.

Find adjacent markets. If decision-makers are too hard to reach, find the brokers, consultants, or advisors who already have relationships with them.

Invest in real tools. Get off the Excel spreadsheet. Build a proper sales tech stack with a CRM, contact database, and marketing automation. Use AI to accelerate everything.

Get face-to-face. Attend conferences. Work trade shows. Build relationships in person where trust forms faster than it ever will over LinkedIn.

Enterprise sales doesn’t require working harder. It requires working smarter with the right strategy, the right tools, and the relentless discipline to execute even when the path forward isn’t clear.

That’s how you break through the wall. That’s how you win deals you have no business winning. And that’s how you turn yourself from a struggling startup intern into an enterprise sales machine.

Ready to master LinkedIn and build a prospecting system that actually works? Grab a copy of The LinkedIn Edge for the complete handbook on leveraging LinkedIn, AI, and modern sales tools to win more deals.

Here’s a problem that’ll tie you in knots: You’ve got a killer software solution that saves companies massive amounts of money on employee benefits. You know exactly who needs it: Fortune 1000 companies with self-insured health plans. But you can’t get a single meeting with the people who matter.

That’s the situation Peter Kleinman from Provo, Utah, finds himself in. As the sales and marketing guy for his dad’s startup, he’s tasked with landing enterprise clients while juggling full-time classes at BYU. He has LinkedIn, Sales Navigator, and a burning desire to make it work.

He also has virtually no chance of success using his current approach.

If you’re nodding your head right now, keep reading. Because Peter’s problem is your problem if you’re trying to sell into enterprise accounts without the business acumen, social proof, or strategy to break through.

Here’s the biggest issue: Fortune 1000 CHROs and C-suite executives have built a wall around themselves that’s about 100 feet high. Their entire job is keeping people like you from wasting their time.

And if you’re young, inexperienced, or new to enterprise sales? That wall might as well be 1,000 feet high.

Peter is doing everything the sales books tell you to do. He’s going straight to the top. He’s messaging decision makers on LinkedIn. He’s targeting the right titles.

He’s also getting absolutely nowhere.

Here’s why: It has nothing to do with age and everything to do with business acumen. You can’t speak the language of enterprise buyers if you’ve never lived in their world. You don’t understand their buying process, their risk aversion, or the organizational politics that determine whether your deal lives or dies.

Most critically, you’re trying to sell something they don’t even know they need. And you have zero social proof to back up your claims.

That’s not a recipe for success. That’s a recipe for frustration, burnout, and a pipeline full of nothing.

If you can’t get to the top, start at the bottom.

I’m not talking about giving up on enterprise accounts. I’m talking about running a multi-threading strategy that builds your business acumen while creating pathways into those massive organizations.

Here’s how it works:

Find the amplifiers. These are the people in the trenches who actually deal with the problem your solution solves every single day. They’re not directors or VPs. They’re managers, analysts, and coordinators who feel the pain but lack the authority to fix it.

These people are 100 times easier to talk to than C-suite executives. They’ll take your call. They’ll teach you. They’ll tell you exactly what’s broken in their organization and how decisions actually get made.

Compress your experience. When you talk to these amplifiers, you’re not selling. You’re learning. You’re asking questions like, “Help me understand how you make these decisions,” and “What problems are you running into?”

Every conversation compresses years of experience into hours. You learn the language. You understand the pain points. You gather insights that become ammunition for conversations with decision-makers.

Surface the insights upward. Now when you finally get in front of that CHRO or VP of Benefits, you’re not some kid with a PowerPoint. You’re someone who understands their organization better than they do. You can tell them stories about what their own people are experiencing and how you can close the gap.

That’s how you get meetings. That’s how you build credibility. That’s how you win deals when you have no business acumen and no social proof.

Here’s another path Peter needs to explore: Insurance brokers.

If you can’t talk to the self-insured companies directly, talk to the people who advise them. Insurance brokers work with these organizations every day. They understand the buying process. They know the pain points. They’re infinitely more accessible than Fortune 1000 executives.

Better yet, they can become your distribution channel. If your software helps them serve their clients better, they’ll sell it for you.

This is classic fanatical prospecting. When your ideal customer is hard to reach, find the people who already have relationships with them. Build those relationships first. Let them open doors you can’t open on your own.

Peter spends a lot of time on LinkedIn. Posting to the company page. Messaging prospects. Running outreach campaigns.

Here’s the truth: C-suite executives aren’t hanging out on LinkedIn waiting for your cold outreach. They’re not there. And the few who are there ignore 99% of the messages they receive.

LinkedIn is great for research and building your personal brand. But if that’s your entire go-to-market strategy, you’re dead in the water.

You need real tools. A proper CRM like HubSpot to manage your pipeline and run marketing campaigns. A platform like ZoomInfo to identify the right people and get their actual contact information. An integrated stack that lets you execute across email, phone, and social simultaneously.

Most importantly, you need to pick up the phone. Real conversations with real people will always beat automated LinkedIn messages. Always.

Peter’s dad hates sales. He wants to build a great product and have customers magically appear. The company is running its entire sales operation on an Excel spreadsheet.

That’s not going to cut it.

If you want to win enterprise deals, you need to invest in the tools, training, and processes that make it possible. You’re looking at $50,000 per year minimum for the tech stack alone. Plus conferences, trade shows, and face-to-face relationship building.

That sounds expensive until you land your first six-figure deal. Then it looks like the smartest investment you ever made.

If you’re in Peter’s shoes, here’s what you do right now:

Stop going straight to the top. Identify the amplifiers at the bottom of your target organizations and start having conversations with them. Learn the language. Gather insights. Build your business acumen fast.

Find adjacent markets. If decision-makers are too hard to reach, find the brokers, consultants, or advisors who already have relationships with them.

Invest in real tools. Get off the Excel spreadsheet. Build a proper sales tech stack with a CRM, contact database, and marketing automation. Use AI to accelerate everything.

Get face-to-face. Attend conferences. Work trade shows. Build relationships in person where trust forms faster than it ever will over LinkedIn.

Enterprise sales doesn’t require working harder. It requires working smarter with the right strategy, the right tools, and the relentless discipline to execute even when the path forward isn’t clear.

That’s how you break through the wall. That’s how you win deals you have no business winning. And that’s how you turn yourself from a struggling startup intern into an enterprise sales machine.

Ready to master LinkedIn and build a prospecting system that actually works? Grab a copy of The LinkedIn Edge for the complete handbook on leveraging LinkedIn, AI, and modern sales tools to win more deals.