The following transcript was auto-generated by an AI, and may contain errors.
Daniel Ryan 0:38
Welcome, everyone. Welcome to another episode of selia SAS off and this week, I have Isaiah Asher on the podcast. Now, Isaiah and I, we go way back, he helped me get into tech sales. And he helped me in my first role way back when, as an SDR try to figure out the landscape. And so on today's episode, what we dove into was the acronyms coming into a new position. I mean, it doesn't really matter where you're going. I think every position has 100 different you know, it's a whole language, they have different acronyms. They have, you know, different words mean different things depending on the industry you're in. And so today we dive into what are the acronyms that you need to know. Or that you should have an idea of what they mean when you get into a software sales role, or when you're trying to get into a software sales role. So without further ado, enjoy. Hey, everyone, welcome to sell your SAS off today, I have been blessed with the absolute pleasure of interviewing Isaiah assha. He is the VP of revenue and operations at Prehired, where I have the privilege of working. Isaiah, welcome to the podcast.
Isaiah Ascher 1:55
Thanks for having me, Daniel. Super excited.
Daniel Ryan 1:57
Awesome. So today, we're in for a bit of a treat Isaiah, essentially, you know, when people have fresh coming into sales and into tech, it feels like it's a different language that's being spoken. I know you've been in the industry for a while. I know for myself, I've been at it for just over a year. And I'm still sometimes having to Google, I'm like, that person just said something, I nod and then I dove into Google and you're like, What does arr mean? Not actually arr. But we'll get into that. So I just thought why don't have a conversation about what each of these phrases mean, you know, so that people interviewing or individuals who are looking to get in can follow along in future podcasts, and whatnot. So yeah, I'd love to hear a little bit about you. And, you know, why should people listen to us? Dasha?
Isaiah Ascher 2:55
Yeah, so I guess why people should listen to me is just the experience that I've been able to have. So I, I have been in sales for about 10 years now. I worked first as a business development manager at a nonprofit organization. So worked there for about a year and a half. I also built up a lot of their digital strategy, implementing, you know, chat bots, things like that, so that they can gain more leads into their, into their nonprofit as well as I secured grants from Google that Google gives away free money for advertising to nonprofits. So I want a significant amount of money for them. So that's kind of where I figured out that I had a knack for sales and went into a sales position, crushed it there transitioned, obviously gone through pre hired transition to tech sales and went worked for a company everyone knows, called outreach. And so while I was at outreach, I was just able to get a lot of exposure at a hyper growth company to all these terms that you're mentioning Daniel, even still today, as I am, you know, I've just been promoted to VP, as a director for a long time, there's still terms that I'm learning even day and you know, for example, CAC, LTV, these, these things that you might not necessarily care about as a individual Rep. But you know, lifetime value of a customer. That's what LTV stands, for example. That's, that's something that you want to care about or CAC, customer acquisition costs, right? That's something that you care about, as you're getting to become more senior, but you might not know what that means as as a rep, right? So one thing is anyone who's listening is that it never stops, you continue to learn as you're going, you know, learn about new acronyms. Companies have their own acronyms So, so we can always change. So that's that's why I think everyone should listen to me, Dan. It's just that that experience that I'm able to bring to the table, so I'm excited to just give a little bit of knowledge that I have to help people elevate their careers as well.
Daniel Ryan 4:47
Awesome. Talk about putting you on the spot. Hey. Why should you listen to me? No, no, it's totally fine. And Isaiah is one of the people over me And I'll happily vouch for him and be like, you should listen to this dude. He's always, always available, always willing to help. Literally, I'm the one who, you know, I'm doing this podcast and Isaiah is like, hey, yeah, I'd love to. I mean, the dude's what you're a month into in your role, and you decided to put an hour of your time aside to help us out to help. So you knew people weren't listening. So thank you so much for joining us. So I figured a good place to start is, you know, some of the some of the basics. I mean, let's, let's assume nothing, you know, what would you say, you know, some of the basic acronyms that are really important for someone coming into the industry to know off the top of my head, I was thinking like arr MRR. B to be a SDR? Yeah, those simple ones, you know, people should be out, you know, you should know, what's a buyer persona? We can start there. And then
Isaiah Ascher 6:02
yeah, so I actually think we should start at SAS, for someone who's listening, you know, SAS would be the great place to start. Because what does SAS mean? Right SAS mean software as a service. And so you really got to understand what that means. And, and understanding the difference between a software and software as a service, to understand how, you know, you can break into this industry, really, so software as a service, or software is like a Microsoft Office or something that you've seen in the past sold to you on a CD ROM, if you're as old as I am. But, you know, there's they used to sell us, you know, software in a CD ROM, and we have to install it ourselves on our computers, right. And that was not as a service. That's an actual software license that you purchase. And you and you get that right now as a service, you know, this is more of a subscription service is what they're speaking of. And so SAS is a subscription model. It's different than typical revenue models you think about. So next, I'm going to go to the arr and MRR that you asked about, right? So that's annual recurring revenue, and monthly recurring revenue. So those are the revenues that the company is bringing in. There's other things that are considered in there about loss of, you know, deals, things like that. And that's the state of the health of the business, basically. And so it's showing how much money is coming in every year, every month for that company so that you can track the growth as well. And such you can say, Hey, you know, not only are we closing the house, but the customers are happy, and they're staying with us, and they're continuing to renew. And then some other ones you throw out there that I'll answer and I'll just let you pick it back up, as you know, SDR and ey. Those are important ones to know if you're trying to break into sales and SAS as well. Just some basic ones because SDR stands for a sales development representative. Those are the entry level salespeople who are setting meetings for the A ees, which stands for an account executive, that's a fancy term, basically, for a salesperson. And so he it's just been a term since SAS existed back in the early 2000s. And late 1990s.
Daniel Ryan 8:01
Awesome. So I'd love to dive into the arr MRI that you mentioned, you're talking about how like it's a it's not just about, you know, what are the sales people doing? It's actually is it much more than that, in the sense of it's a great way to see how the business is doing on the whole. And this might not necessarily be super important to someone who's just joining, but I'm sure you know, it's, it's helpful in the long run. Because like, I'm just thinking, if you could have the best sales team in the world, but if you Customer service is horrible, and your product isn't great. You could be selling, you know, breaking records every month that
Isaiah Ascher 8:42
the company is going on, because they're not staying with you. So that is like is that what MRR and arr is sort of tracking is it's like, exactly, that's exactly what it's tracking. It's because in a subscription model. That's why I wanted to make sure we made that distinction in the beginning is why SAS is so different, right? So SAS really the first sass company that really pioneered the way of Salesforce, right? So Marc Benioff, the CEO of Salesforce, he kind of pioneered this subscription model. And it's exactly for the reason that you mentioned Daniel's for customer success, because he wanted to be obsessed with his customers to make sure that not only are they going to purchase the software, but they're actually going to use it and continue to use it and help grow their business and renew and renew. And then continue to grow the revenue get more money from each customer like upselling, things like that, that's considered in the arr. And Mr is not just net new sales, but upselling from customer success, for example, right? And so that shows that, hey, you're getting customers in the door, but they're also happy and they're continuing as they grow their team. They're continuing to purchase licenses for your product or service for these other new users. So that shows that the the adoptions hot right? There's there's other things that companies track like an activation rate, which is how fast so One, you know, takes an action in that they've pre determined in their platform to see, okay, this is going to be a good customer, this seems to be going off the rails, right. And so that's why it's so important to understand SAS in general. But while you're breaking into the space, because it's different than a sale that I've been exposed to, which is, let's just shove it down your throat and buy it because it doesn't matter. As soon as you buy it, I'm done. Right. And that's not how SAS or software technology companies work, you know, you have to keep people coming back to you, every month, every day really, that, you know, software companies, another metric they track is their da u another acronym, daily active users, how many people have the software, but how many people are actually logging in daily and using it. And that's why software, you know, software industry is so different than any other industry to be a part of, because they actually care about how their customers are using their software, their service, and if they're coming back and logging in, and renewing and buying more licenses, right. So making sure more that your customers are happy. I know it was a little bit long winded. But
Daniel Ryan 11:04
I think that's awesome. It also brought up a really good question. So for everyone who doesn't know, I'm on the admissions team, so I have the privilege of helping people to navigate the waters of is this a career switch that I should be doing? And I find one of the questions I get a lot is people are a little concerned because of this bad rap that salespeople have. So I thought it was really interesting how you talked about how technology is not like that classic, you know, I could sell ice to an Eskimo kind of phrase, it's not, I'm going to jam a product down your throat and then not care about you once you've bought it. Can you dive in a little bit more about that?
Isaiah Ascher 11:48
Yeah. So the, because of the way your revenue model works as a software company, right, you have to make sure that you keep your customers really happy. You can't, you know, you can't just like, you know, we'll use an example of my personal life. You know, I talked, I didn't dive too much in the beginning, but I, I worked for almost five years, I worked for a company called carshield, you'll probably see TVs, TV commercials all the time of them on TV. It's an extended car warranty. So yes, it's the calls you hate getting, you know, the call of Hey, you're extending your car warranties ran out, your car warranties ran out on your 1998 Toyota Corolla, right? So that's the job that I was doing in in that role, Daniel, it didn't matter if those customers were happy after they bought it, right? Because they purchased it all at once. And now while we did do some refunds, it was a prorated refund. So we made up basically how much we would refund them. So they would get a little bit back. So they gave us a large chunk of money. But if they got a refund a couple months in, they only got a small portion of the back, but they didn't even get to use the warranty. They never filed the claim. They just had the warranty bought, right. And so that's the typical model that I think people are used to is just getting sold something that they don't ever use or need, or really want that that salesperson just talked him into it because it really good, made them feel good, maybe. Whereas you can't do that in software, it doesn't matter. You know, I get on calls, I purchase software for our company, doesn't matter how happy a salesperson makes me at the end of the day, I have to look to see if this is actually if my staff is going to use this product or service, right? And how is this going to help drive more revenue and help my company out, right. So you can't just sell someone a software that is just going to sit around on the shelf, because then they're not going to renew, because they get the chance either every month, every quarter every year to not renew. And you bet your bottom dollar that as soon as that chance comes, they're not going to renew, if you just shove it down their throat. So that's why software is so much different than any other industry that you're used to selling in and why I personally transitioned into software because I tried to do the consultative method with other industries while I worked. It just wasn't as successful as the people that I was still just, you know, kind of deceiving people shoving it down their throat and stuff like that they were still more successful than me. And I didn't like that. And now I've been able to switch to an industry that that's very, you know, you have to be good at that or else you're not successful. Right?
Daniel Ryan 14:24
Yeah, definitely. That's the reason why I switch. So essentially, for anyone who's watching and is like, Oh, I don't know if I can do that. Like, you're essentially saying you don't have to
Isaiah Ascher 14:35
you don't have to be you know, it's it's actually better if you're not that type of person. I mean, if you are that's great too because you have the grittiness. You want to work hard and grind it out. So that'll make you good too. But even the people that aren't like that, you know, asking questions, maybe you're you know, inquisitive you ask a lot more questions, then then talk more, right? That could be that can be very good in sales. Right in software sales, it's praised when your talk time is lower than your prospects, because that means you're asking good questions, right?
Daniel Ryan 15:09
Yes, something that I have to work on. Now, let's dive back into some of these acronyms CRM. Anyone who's done sales before knows what CRM is, can you dive into what that stands for what it is, you already talked about Salesforce. But I'd love to get the down to the down to the basics.
Isaiah Ascher 15:30
Yeah, that's a great transition. So Salesforce, we talked about earlier, what is Salesforce, Salesforce is a CRM company that stands for customer relationship management. So that's a software that helps you manage the relationships with your customers, right. And so if Salesforce is not making it easy as a CRM, to help you manage your customers, then that's another example we can link back to the Arr, SAS all that reason, someone would not renew a Salesforce software, for example. So CRM is a customer relationship management software, that's a whole industry, you know, I mean, whole vertical of the industry is there's multiple CRMs out there.
Daniel Ryan 16:09
And that's essentially a software that is like a essentially a giant database, right of all the information contact information, deal information,
Isaiah Ascher 16:21
sales, process information, you know, anything that's on your, your your customers, any data points, as well as any information, notes, workflows, like you're saying, reports can be built there to help you make better decisions by aggregating and using the data that is in the CRM. So that's why it does make people's job easier. But imagine if it made it harder, you know, they wouldn't renew, right?
Daniel Ryan 16:47
Yes, exactly. And on the topic of acronyms, Salesforce has one that gets thrown around, and I know for people new in the industry, who are like looking at a job description, and they see SF DC, thinking, what the heck does that mean? salesforce.com Yeah, whatever. Salesforce is SF DC, I'm assuming because SF is San Francisco, and everyone thinks in tech, you think of Silicon Valley. So maybe that's why they added? Yeah, see, I literally googled it before this podcast, and I can't figure out why they call it SF DC. But that's an acronym that, you know, what's his experience with sfdc. They're just talking about Salesforce 100,
Isaiah Ascher 17:28
that can get confusing. Sometimes, even when you're prospecting as a salesperson, you know, those are acronyms that are important, because, for example, I've sold to Salesforce admins as a salesperson. But sometimes they wouldn't be called Salesforce admin sometimes be called sfdc. admin. So it's important to know these acronyms, because sometimes these acronyms are used in titles even, like VP, my titles VP, what does that mean? Vice President, right. So if you didn't know what that that meant, that'd be confusing as well.
Daniel Ryan 17:57
Yeah, speaking of titles and acronyms, let's dive into that can of worms
Isaiah Ascher 18:01
Daniel Ryan 18:03
I saw it's actually interesting. It took me kind of embarrassingly long to figure out what C suite was, I kept thinking of G Suite and Google and I was like, wonder what C suite is like, What is this thing? I'd love for you to? What is the C suite, another version of that is like CX, which you see pop up? I'd love to hear your thoughts on that.
Isaiah Ascher 18:26
Yeah, that's, that's a that's a good one. And something I think that would be really easily transferable for a lot of listeners is C suite or cx. So you know, you're all familiar, I am sure with some a title called a CEO. And we all know that person runs a company that stands for Chief Executive Officer if you never knew what it actually stood for, Chief Executive Officer, so that's the leader of the company, the you know, the big fish, basically, right. And the C suite is not only the CEO, but all these other senior level employees that sit on the si si EXO level. So that can be a CMO, which stands for Chief Marketing Officer, so someone who runs the marketing could be a CR O, something that I was new to as a chief revenue officer, someone who focuses on sales. Sometimes they are the sole sales and marketing person. Sometimes there's no cmo. Sometimes the CRM is over marketing as well. And then they have a VP of Marketing under them. And then you have C Oh, that's another person part of the C suite that stands for chief operations officer. There's tons of other ones CSO chief sales officer, right? I've seen a CPO, Chief people officer, or a chief philanthropist officer. So more common than not it's gonna be a chief people officer. But I've seen chief philanthropist office officer for software companies that create a nonprofit organization and put that person as their CEO. They call them the cpos. That is that they're that surtitles, so I've seen that too. Not too much, but I Oh, that's Yeah, that's next one's gonna into is the technical people even right? They have their own C suite. So it's a seat like like Daniel saying ci O. Ci, so chief information security officer, right? There's a CIO and a cis. So someone who's specifically focused on cybersecurity and protecting data, and then the chief information officer who's over all the information technology, and the CTO would be sometimes sometimes the CTO is the founder as well, because they're the the technical person, that chief technical officer who built the product or founded the product and so these are all the ones that I can think of off the top of my head that are important, but that's what a C suite is, is all those different titles and, and the different types of people that are in that leadership role.
Daniel Ryan 20:54
Exactly. And one of the one of the things I think that's really important to see is if you see like cx O, essentially what that's his chief, something officer, like x is like, fill in the blank, right?
Isaiah Ascher 21:07
Yeah, exactly. It's just like CR o CEO, CEO, x, you know, you hear the term x Dr. Right? Because we
Daniel Ryan 21:15
need to love it is
Isaiah Ascher 21:17
perfect. I'll just take it right there. Right is that x Dr. We used to be everyone used to be called the business development that used to be the term business development. So business development rep was a natural transition once the BDR SDR position we started becoming more regular. Now BDR business development Rep. SDR sales development Rep. But now we have even more terms, we have an ADR and account development Rep. Right. Same thing as an SDR BDR. Same exactly an MDR a market development Rep. Right. And then drift, for example, they made up their own they call them CB RS conversational, developed conversation development reps, right? Because they're so focused on their conversations and their chat bot, right. So sometimes people get creative with it. We call our SDRs. ADR two, because they're admissions development reps, right? So there's, there's all kinds of different terms that can get thrown around. But I would say that BDR, SDR, ADR and MDR, the top four that you'll see an LDR lead development rep, that's an old one from, you know, the, you know, basically the early, you know, earlier 2000s, but lead development rep is mountain one you might see as well, but that's all encompassing, the SDR, which, that's just the placeholder for that term. Because every all of them are development reps, just like all C suite is a chief something officer. That's why they have that x there for anyone who's never understood that or confused about that.
Daniel Ryan 22:50
Interesting. And so I guess for people coming in to the to the space, basically, sales, development, rep, business development, rep compensation, development, Rep. These are all the exact same job, it's just a different name for it.
Isaiah Ascher 23:02
Yeah. And it might change in the function. For example, sometimes, a company will split the terms because of the job functions, right? So square is a company that one of the companies that I was interviewing at, I got in pretty late stages with them. They called their inbound reps at Rs account development reps, and then their outbound reps, business development reps, right. And so they chose to separate inbound and outbound by those terminology. Right. So you might see that this happened at outreach as well when I was there. mdrs were inbound reps. They really managed the accounts that were zero to 50 employees. And then SDR there was a emerging SDR, a corporate SDR and an enterprise SDR. And so these were different market segments that you're separated into as an SDR. But you were an outbound rep, being an SDR versus in MDR was more of an inbound role. If that makes sense.
Daniel Ryan 24:01
It makes a lot of sense. And it's gonna lead into my next question. in sales, he inbound outbound a lot. Can you elaborate?
Isaiah Ascher 24:10
Yes, so inbound versus outbound. What does that mean? Right? So inbound, is any lead that you're getting where someone has come to you, you know, you you're not, you're not doing the work to see if it's a good fit, you might do some work to see if they're good lead to call, because they submitted their information, right? But you didn't, you didn't have to find their name or get them to come to you. Maybe marketing more, probably had them come to you. Right. And so typically, how that works out in the software world is someone coming and requesting pricing information, requesting a demo on your website, or maybe filling out some information from a webinar, downloading some contents like a white paper, with a white paper, just not to get too jargony but a white paper might just be an overview of what you you're offering is A case study case study also not to get too jargony is is something that, you know, a company's basically story about what how your software service changed their, their team and why they implemented it.
Daniel Ryan 25:15
These are all other phrases I'm going to ask you about. So the whole purpose of this podcast is to dive into the jargon and explain it to people. So essentially, inbound, outbound, I guess, would you say that, like, a good way to explain it is, if you as a parent, like as a consumer, like, I'm sure everyone's experienced this, if you get a random call on your phone, and you pick it up, and they're like, Hi, I was just wondering, if you be interested in doors and windows? That's outbound? Because exactly, it's like, their contact number, instead,
Isaiah Ascher 25:46
you're interested, even ever, you might not even know they exist, right? But this person is calling you about this product or service that they know you have to have. Right? And so that is,
Daniel Ryan 26:00
Isaiah Ascher 26:02
I was gonna say that's the main difference. And outbound is just that, more of that cold outreach. So cold versus hot, those are terms used for the type of leads, right? A cold lead is someone who doesn't really know you exist, doesn't necessarily know much hasn't been marketed to a bunch. And then a hot lead is someone typically who came inbound, or you could be going outbound, but you know, all this information on them that you've been able to gather. So you, you you think, Okay, this person is a perfect fit for our company. Right. And so that's, that's typically how people separate as cold and hot even though there can be a hot outbound lead. I hope that makes sense as well.
Daniel Ryan 26:44
Yeah, I've, yeah, I've heard, you know, cold and hot lead to all sorts of warm lead, which, for me, personally, and this is why I want to have this competition do like a hot lead would be, you know, you calling me being like, Daniel, I need your product. You know, I want to book a demo, like that's a hot lead a warm lead is, my product is perfect for the VP of revenue. And you have a company that's in my ideal demographic have the right size, the right vertical. And we're connected on LinkedIn, you know, about me, that would be a warm lead versus a cold lead is like, Ring ring. Hello, Hi, this is Daniel Johnson, with would that
Isaiah Ascher 27:26
be a fair assessment, a great assessment. And very, I want to keep it basic, too. So like, that's the perfect thing, right? When I worked at carshield, for example, it was all inbound leads. So we were sending out mailers to people, and then they were calling us, that's an inbound lead. Right? Because I'm not making the calls. Now hot and warm. Exactly. And so there is actually at at carshield there's never an existence of an outbound lead, because the only way we got that information was them calling us, right, we have their information, but we don't try to access it unless they had called us right. And, and the, the owners and the VP of Sales there, he really wanted to focus more on the Hot leads, because it made sense. That's, that was kind of their their business model, and actually want to jump into something else that I hope you're ready to jump into Daniel is that, you know, I, you know, he talked about demographic and finding that ideal demographic, you know, there's terminology around that, too, that I wanted to explore, and help educate people on that they hear a lot, when trying to figure out is ICP and BP. And so that's ICP, that's your ideal customer profile. So that is who is a good fit for my my product, right? And you build out basically say, okay, it's our ideal customer is a VP of revenue at a company that has zero to 200 employees, that is in the United States, and you know, all these different things that you can go down the list, and we could talk about forever, right? And you say, Oh, you do? Maybe an example. So let's say, everybody,
Daniel Ryan 29:11
I think it's 2021. Everybody knows what zoom is at this point. Yeah, zoom is a great example, because it's a sap software that everyone knows. So zoom is a video platform. What do you think their ICP would be?
Isaiah Ascher 29:24
Yeah, I think that they have a wide range of ICP, I think that it's probably sales would be one of their ICP. So like a VP of sales or a CRM. Right? That'd be really good because their sales team, maybe they're an outside sales force. Right, that was face to face before. And so now they need to transition inside because of COVID. So that would be an ICP that I would build out. Another one aerations maybe? Yeah, sales operations will be a big one or revenue operations would be the biggest because they usually purchase and implement a lot of tools that teams are using Another one would be a CIO and Chief Information Officer, someone, you know, I've seen that if there's someone who's not a sales operations or revenue operations specialist, I've seen that the CIO is kind of the person that does all the purchasing and implementation of software, specifically, when there's a lot of security that needs to be done with the platform and software, so that there's a lot of cyber security issues that they may encounter. And then another one, maybe marketing, potentially, just because of the the amount of meetings that they may have with sales and things like that. So market, you know, VP of Marketing, a CMO, a CIO CIO, you know, sales operations manager, revenue operations manager, VP of operations, or CIO. So such, you know, we can separate them into, you know, information, marketing and revenue basically as, as kind of the different departments.
Daniel Ryan 30:56
Yeah. And so essentially, I mean, I probably shouldn't have big zoom, then, because it's because it's such a functional tool, and so many different options. You basically, try it, you know, as a sales rep, you just need someone who, exactly better on the product, which is the whole company. That's why in my head, I mean operations, because that involves like, a lot,
Isaiah Ascher 31:17
no, but outreach would be a good example. Right? So outreach, you're not going to call the Chief Technical Officer of a company to sell them outreach, which is a sales automation platform to help salespeople, right. But who are ICP was is, you know, marketing, any marketing leadership. So you know, it just depends on the company, that's what I want to define a title is, because sometimes the company doesn't have a CMO, but they have a VP of Marketing, that'd be a good person, right? So marketing and leadership, sales, leadership, operations, leadership, or revenue leadership, right? Those are the really great, ideal customer profiles of someone that you would want to contact to sell a sales engagement platform to, because you're helping drive more revenue, which is the goal of all of those departments is either to drive revenue, to make sure that leads don't fall through the cracks. And that sales is driving revenue for marketing, or to make sure that your whole company specifically sales is more efficient and effective. And that's operations, right. And that's everything that a sales engagement platform does is make people more efficient, more effective, and drives more revenue. And so those are the people that'd be interested in buying that product. And so that's why we would build an ideal customer profile around those kind of titles or departments.
Daniel Ryan 32:35
Now, would you say I might be completely off base here? Because in my head, if you were targeting a person at a company that was the that was the BP the buyer persona, yeah, versus the ICP is actually the company. So for instance, for zoom, an ICP of zoom would be, you know, a company that has more than X amount of employees that meaning to not be in the same Yeah, I'm,
Isaiah Ascher 32:59
I usually say ICP BP all in one. So I'm probably putting everyone here. But that's kind of Yeah, that's, that's how I see it is ICP VP, right? ideal customer profile buyer persona, you know, because you have to absolutely have to find the right companies, right? Because, you know, not every tool is a fit for every company. But outreach is a fit for basically every company that has a sales team has more than this many SDRs is selling, you know, but they have to be using Salesforce, for example. So that's what would be specifically the ICP, and the buyer persona part is more of what you're saying. Absolutely. I just wanted to kind of give a short develop Really? Yeah, hopefully a shorter example for someone to understand like, Okay, got a company who's good, you got a department, this person in this type of leadership? Is the person that you would you would want to reach out to more specifically than then then the company.
Daniel Ryan 33:56
That makes a lot of sense. And I actually, I think, something that would be probably really helpful while we're on the topic of buyer, buyer persona and these acronyms of the C suite and all that is, could you go through the general structure from top to bottom of a tech company? Because Yeah, I mean, someone just coming in, is a director or VP hire, you know, like,
Isaiah Ascher 34:21
yeah, yeah. who's who's in charge of who? Right? You don't know.
Daniel Ryan 34:24
Isaiah Ascher 34:26
Who reports to who? Yeah, especially if that's not clear when you get into a company, which a lot of startups that are, you know, sometimes not as clear on the hierarchy of the employer, employees, right. So I would say that C suite, that's the absolute highest, right, unless there's a founder that's not part of the C suite or, or a board that tells the C suite what to do, right, but the C suite, that's where it starts. And then down from there, you'd have a VP. So a VP is a vice president, then you could go to an RVP, or regional vice president So the Vice President might be a vice president of sales of America, right? But then you might have a regional vice president of the east, and he might be over the East Coast, you might have one over the central in the West Coast and have three regional vice presidents, then you might have a director of sales. And so that would be sometimes that is our VP. Sometimes that is actually the VP. So it's just confusing, right? But that's, you know, if you're, if you have all these titles, a Director of Sales usually reports to a VP or the RVP. And then the Director of Sales would have under them a manager. And then the manager would have under them reps. And so if you're thinking about being an SDR, you would report directly to a manager. Sometimes in a smaller team, you do have a director that you're reporting to, who has kind of an inflated title is a director, but really, they're the manager of that team. But that's kind of a quick run through there. Hopefully, it's
Daniel Ryan 35:57
not too bad. Right, Daniel, but quick run through of kind of the hierarchy. That's great. So it's like C suite. VP, director, manager? Rep.
Isaiah Ascher 36:08
Yeah, that's the easiest, but you might have some subtle variations.
Daniel Ryan 36:12
Yes. Like you mentioning, but you know, I mean, heck, just to know, okay, so director would be under a VP. So Exactly. Like, right, because like in my head, like a vice president versus a director, like, I remember when I joined direct to sound more higher up the higher up, but it's not. So it's like you just got promoted from director to VP, which is Yeah, exactly. I think this has been almost 35 minutes of diving into it. Maybe we're gonna have to do this in multiple parts, because this feels like a lot of more acronyms.
Isaiah Ascher 36:51
For one conversation.
Daniel Ryan 36:54
Yeah. Yeah. Doing an hour of acronyms I feel like might be more confusing for some people. And helpful. Actually, you know, what's this? I know is a big one for people starting in sales. Can you talk about a KPI for me?
Isaiah Ascher 37:11
Yeah, that is an important one. And especially in sales. As you're starting, you need to know what KPI means so that you can hit your KPIs. Right, Daniel ci,
Unknown Speaker 37:23
bless me, sorry.
Isaiah Ascher 37:25
KPI stands for key performance indicator. So these are activities, or we'll just, you know,
Daniel Ryan 37:37
I think activity activities
Isaiah Ascher 37:38
is the best way to describe it, things you need to do really is an even more simple way to describe it, right? Just activities that you need to execute, to make sure that you will get the results that you need. So your managers always work backwards from your quota on what does it take? What activities is it going to take someone to get this result. And those are called your KPIs or key performance indicators. And so calls, for example would be a KPI. Email. KPI. LinkedIn messages might be a KPI that a company has, right. You might even have a KPI for how much pipeline you need to generate, right? Instead of how much meetings you need to set. It might just be a pipeline number, which can be different from each deal size, you know, things like that. So that's what a KPI is,
Daniel Ryan 38:34
would I always found it and correct me if I'm wrong here. But would you say, KPIs are the things that you as a rep have control over? Essentially, how many times? How many times do you dial the phone is a KPI versus quota? is, you know, hitting your quota requires the business to say yes, or do something which you don't have control over. Whereas a KPI like if you're not hitting your KPIs that's in your control to change. Whereas if you can still obviously change things to hit quota. But exactly as far as, as someone who's a sales leader, if you have someone who's hitting their KPIs and not hitting their quota, are you firing them?
Isaiah Ascher 39:18
They're hitting their KPIs or not hitting their quota. That is a pip is my first usually recommendation. I don't, I'm not a big
Daniel Ryan 39:28
I got really aggressive
Isaiah Ascher 39:31
firing right now. I typically go for a pip because I think that a lot of behaviors can be changed if there's enough enablement that's done for that. And so I go,
Daniel Ryan 39:44
yeah, it's a pip.
Isaiah Ascher 39:45
That's a great Yeah, exactly. We talked about. So a pip is a performance improvement plan. So that's something that you would work on with your manager on how you're going to improve this performance. So say you are hitting your KPIs. But you're not hitting your quota. Okay? Well, it's like, we just need you to make more calls or send more emails to be able to hit your quota, right? Or what are you doing wrong? So we can make your results better, not just make you do more, but how can we actually, you know, dive into your emails, there's something you can be doing better there. You know, let's do more call coaching, maybe there's something you can do to get better conversions once you connect with people. Right? And so that's what a performance improvement plan would start to measure. And then they'd set goals for you saying, hey, if you don't meet these goals, which really is tied to your quota, alright, you know, then we have to part ways and you're fired. Right? And so that's, that's what my recommendation would be. If you see someone that has hitting their KPIs, and they're not making their quota, you want to put them on some type of improvement plan, but you have to invest how also a little bit as a manager, how you believe they could improve, right? You can't just leave it on the rack, because sometimes they just need that help.
Daniel Ryan 40:59
Definitely. And I guess, my I didn't phrase the question. Well, I just was like, would you essentially, like at as a leader, if you're seeing that this person is hitting their KPIs? Yeah. But but not hitting quota. You know, okay. It's not that they're lazy. It's not that they're not doing their job. It's just, they need my help to do it better. Okay. Exactly. As someone who's not hitting their KPIs is clearly someone who's trying to skim past and just not do
Isaiah Ascher 41:28
if you're not hitting your KPIs and not hitting quota, I first thing to tell you is, well, it's your KPIs. And you'll hit quota, right? And so, but if you're hitting your KPIs, and you're coming to me, as a rep, and I'm a leader, you're saying, dude, I'm doing everything right. I'm doing everything you're telling me? Why am I not hitting? Why am I not hitting quota? Right? And that's where we dig into the more nitty gritty of like, Okay, what are you saying in your emails? What are saying on your calls, right? What kind of conversions are you getting? Rather than just hitting the KPIs? Okay, you've made 100 calls, but actually how many people answered those 100 calls? And then out of those answered, how many people are you booking right? And then we can drill down there more specifically to help you improve on those small tweaks that will help you get the bigger results?
Daniel Ryan 42:13
Definitely. Awesome. Well, I will officially wrap it up there. Thank you so much, Isaiah, I'm sure we're gonna have to do another one. Now, when we get, you know, into even more acronyms and more terms and phrases, that people coming into this industry have no idea. I know, I learned a couple things today. Thank you very much. And if people want to learn more about you your story or anything like that, where would be the best, you know, how can they get in contact with you? Or what would be the best thing avenue for for folks to find you and follow you?
Isaiah Ascher 42:46
Yeah, I'd say that LinkedIn is probably the easiest. If you go on LinkedIn, my cell phone numbers on there, and my emails on there. And so if you ever don't want to try to get ahold of me, all that information is pretty I put it out there publicly in my about section. But LinkedIn would be the easiest way to get a hold of me. If you're not trying to sell me something. And you know, hold me for that reason, right? But yeah, just go on LinkedIn, linkedin.com, slash Isaiah Asher or no linkedin.com slash i n slash Isaiah Asher i think is how the URLs work with LinkedIn. And just hit me up with a message or connection request. I'm happy to chat with anyone.
Daniel Ryan 43:27
Awesome. Thank you so much, Isaiah for diving in and giving us a one on one on SAS lingo to everyone else that we get to sell you SAS off.
Unknown Speaker 43:37
This podcast is brought to you by Prehired. If you're looking for SDR talent, we make hiring SDRs fast and simple. Or if you're looking to break into software sales, we help you start your six figure sales career in just 12 weeks. For more information, just go to www.prehired.io
Transcribed by https://otter.ai
Isaiah Ascher is the VP of Revenue and Operations at Prehired. He broke into software sales from going through Prehired's career launch program, which helped him land a Sales Development Rep role at billion-dollar juggernaut, Outreach.