Mark Hunter:
One of the things that separates fakers from makers, makers in the C-suite are asking questions and having conversation that are relevant to their level. You’ve gotta be asking strategic questions about, Hey, how are you making the transition with the industry changing to X or Y or Z sales
Host 2:
Logic with Mark Hunter and Meridith Elliot at Powell is brought to you by
Host 2:
Vanilla soft. Most people refer to vanilla soft as the solution. It’s the solution to ensure sales reps make the right number of attempts for every lead across all channels, including email social on the phone. It’s the solution to serve the rep the next best lead. Every single time you need to get your solution@vanillasoft.com.
Meridith Elliot Powell:
Hey, this is Meridith Elliot Powell, and welcome to another Saturday morning where you are going to be a guest on sales logic. The show where we dive into the strategies, discuss the steps, everything that you need to know to really sell effectively more successfully and well logically. And I’m here with my co-host Mark Hunter, mark. I’m super excited about the show this morning.
Mark Hunter:
Hey, I am too. The topic we have is great. The question’s great. The luck it’s just gonna be a good show. So, Hey, why don’t you tell the audience kind of how the show works. I’ll kind of walk through the stuff and we’ll get it rolling. How’s that sound?
Meridith Elliot Powell:
That sounds good. All right. We come to you every Saturday morning, cuz who doesn’t wanna be selling on a Saturday, right? We start the show every week with a question from our audience. That’s right. We want you to be a part of sales logic. So if you have a question, just go to our website, sales, logic, podcast.com, or just throw it out there on social media and hashtag sales logic. We cover a, a topic that’s relevant. We suggest a book and we end up with a lightning round, cuz we want you to walk away with return on investment things that you can put into place immediately. So mark, what’s on tap this morning.
Mark Hunter:
Well, this morning we’re gonna be talking about this C-suite and you know, it’s a subject we really haven’t delved into yet. So I’m glad it’s on the agenda. The topic is selling to the C-suite. That’s what we’re gonna be talking about in the lightning round. So you want to stick around for that. We got a book that lines up well with it. So, Hey, let’s jump into the question. And this is a great question and I want you to pay attention to where it comes from. We truly have a global audience out there. It comes from Omar in Senegal. He asks I’ve been in sales for more than 20 years, always selling into the same industry. I recently took a new role within our company and I’ve gone from selling to manufacturing reps to selling to the C-suite. I am struggling to make the transition. I know the product believe in our product and if I can get in the door, I can and make the sale. The problem is I just can’t get in the door. I don’t care where you are in the world. This is a universal global problem. So mayor jump in.
Meridith Elliot Powell:
Yeah. I love this question because I don’t know about you mark, but I get asked this question so often. I mean, selling into the C-suite is just a different animal. And while I always think it was challenging, it’s become even more challenging since COVID. And the reason is, is because executives are busy, they have a lot on their plate and they have their own mind as to set as to what is the priority and what is most important to them. So the first thing you need to do is to realize that probably a lot of the strategies that you work to sell into other positions are probably not going to work in the C-suite. My favorite way to get into the C-suite is to get a champion is to find somebody else, else who knows my contact, who can open the door for me, because why the C-suite may not respond to me. If mark knows somebody there, the chances that they’re gonna let me through the door are a whole lot easier.
Mark Hunter:
See, now this is where, um, Omar, you’ve got something going for you because you were selling to manufacturing reps before. In other words, you, you were empowering manufacturer action reps to carry you into companies. Now, you know what you’re doing? You’re doing the same thing, but on the C-suite level, and you gotta find that champion who is that champion that will carry you into C-suite because here’s the whole thing C-suite they just don’t want other people wandering around. Why? Because, well, it’s just not, it’s just the, not safe for them from, uh, an information. You know, you think about this, a CEO in a business, can’t go to the cafeteria and sit down and complain about management. Oh, they are management. You see? So they have to be very guarded about what they say, who they connect with, you know, et cetera. So as a result, you’ve gotta be carried in by somebody now carried in by somebody might be the gatekeeper. Yeah. You can create a relationship with the gatekeeper, but you know, it’s gonna be a two step process to get to that CEO.
Meridith Elliot Powell:
Yeah. I love the, um, I love the comment from car. I hope I’m pronouncing your name correctly, but how do you get the door? Will you knock with yourself and your network? I love that comment, mark. You know, something that you, you said was that it’s gonna be a two step process. I think the other thing that Numar needs to be prepared for is the fact that this is going to be a longer sales process. Now the good news is the payoff is gonna be great because once you get in with the C-suite good chance, if, if you can sell it, you’re gonna probably gonna sell a lot and have that relationship for a long time, but brace yourself, cuz it is going to be, it is going to be a long process. I would say another thing is you need to redefine the problems you’re solving because when you were selling to manufacturing reps, their problems may not have been exactly the same as the executives. I mean, executives come down to a couple of things. I mean they need cashflow, they’ve gotta get the budget going. They’re looking for turn on investment. Can you make them more productive, more efficient? Can you attract more customers? But what are the biggest pain points you need to redefine that and make sure you’re selling the right things and the right problems,
Mark Hunter:
Which means you’ve gotta be thinking strategically and not tactically. So many times what happens is people view. Because again, you, you are dealing with manufacturing reps, so you are dealing with more tactical framework, tactical strategies. Now it’s strategic. The CEO always has to be one step ahead of the organization. So if I can’t position as, as being strategic, why would the CEO wanna enter entertain me? They’re just gonna kick me downstairs to somebody lower who is gonna make the tactical. Well, okay. That may be a strategy, but why waste my time trying to get into the CEO just to get kicked out. It doesn’t make sense. Yeah.
Meridith Elliot Powell:
Try a lot of mediums to get connected to the, to the C E I mean use the telephone, use the email, use a lot of content marketing, make sure you’re connected to them on, uh, on LinkedIn so that they can see the articles and things that you’re writing that speak directly to the problems that, um, that they have also cite other competitors and things that you have worked with and get some social proof as to the difference that you’ve made. Think about this. A, a C-suite executive only has so much time, so who they’re gonna give their time to better make sure that they’re gonna get something from that meeting. So they’re looking for proof and the result that you’re gonna give before, they’re going to allow you in to their C-suite and into having that sales conversation
Mark Hunter:
Spot on, on with that, you know, let, let’s kind of transition into the topic which was selling to the C-suite because I’ll tell you what this question lines up well with the topic selling to the C-suite and here’s something that I have always found. If you think about it, the Csuite is more in enamored. Enamored is a bad word, more, uh, places, more value in relationships than any other level of the organization. Because to them that’s safety. If it’s within their network, you have gotta be seen as part of their network. And go back to what mayor was talking about earlier in terms of is gonna help carry you in. You have to create, and this is where it’s so important. And we talked about this before I talk about this, a lot, your reputation arrives before you do, let me tell you something, nobody’s getting into the C-suite without them checking out who, who is this person? Who is this lady? Who is this gentleman? What, what does the internet have to say about them? If you’re reputation is not stellar? Hmm. You’re not going anywhere. Yeah.
Meridith Elliot Powell:
I mean, they have to have heard of you and about you. So again, let’s go back to the pain points. Do you really understand the pain points that the C-suite is experiencing? And what content are you putting out there about them? If there’s a good chance that they’ve seen you on LinkedIn, if they’ve seen a, a video or read an article, you should go to their trade magazines and really try to be an author in their trade magazines and try to even maybe speak at some of their events and conferences, because that’s going to position you as somebody who is a thought leader and they it’s a chance. It’s an easy and comfortable way for them to get familiar with.
Mark Hunter:
This is so true because there’s a circle, there’s a network and you have to be part of it. And here’s something that I have always found in terms of dealing with the C-suite. They’re not really into the tactical inform the technical information, the specs, the performance, they could care less. In fact, you know what, if you share that with them, then they’re gonna say, wait a minute, you you’re about to embarrass me because I don’t know. You see, this is where your conversation always has to remain up at that strategic level. The bigger picture you have to keep your focus. Where is this gonna help take company six months, one year, three year, five years down the road. And don’t think for a moment that, oh, just because this is an expensive item, it, there is no budget. There is no budget in the C-suite because they just take from other people’s budgets.
Meridith Elliot Powell:
Yeah. <laugh> so true. So true, Morgan. I think a big thing that you’re really to talking about that’s that’s critically important is if you’re gonna call on the C-suite you better be prepared. You think you had to do your research at other levels. You think you had to have a set of questions ready at other levels. The C-suite you better take it up a notch. Anything that you better go in there already knowing things about the company. And you’re gonna ask questions to really find out things, but more importantly, you better be one step ahead of that CEO. Listen, because he or she already has ideas strategically of where they’re taking the company. They understand what the challenges are. They understand what the opportunities are, but you need to start to make them think about things they haven’t thought of before new ideas, new solutions, new things that they could do.
Mark Hunter:
See that is so key because it’s, it’s the conversation that you create. This is one of the things that separates fakers from makers, makers in the C-suite are asking questions and having conversation that are relevant to their level. They’re talking at their level. They’re not sitting there playing at, oh, tell me about how many years you’ve been with the company. Tell me about what it’s like to work here. No, no, no. Those are garbage questions. You’ve gotta be asking strategic questions about, Hey, how are you making the transition with the industry changing to X or Y or Z? And what I love is this. And some people confront me on this in the C-suite. I personally love it. I love asking really deep, challenging questions that are gonna get both of us thinking both of us talking, because what does that do that demonstrates to the CEO that I’m not afraid to sit there. I’m not afraid to be on this conversations. I’m not afraid to, to really participate in a conversation with you. And I’m willing to have the tough conversation, the tough questions. And when I can throw out questions that they can’t answer and I can’t answer, but it really creates a conversation. Wow. Suddenly I’m seen at an entirely different level.
Meridith Elliot Powell:
I love this question that our friend Larry Levine has put up here. Welcome to the show, Larry. But are you worthy of, are you worthy of having a conversation with, I think that’s a really good question to ask yourself and a great one to ask before you head into the C-suite. I also think that if you’re gonna go into the Csuite, if you’re trying to get in that door, think about where CSU people go. What conventions, what conferences are they attending? If you’re calling on them in your local community, what organizations are they passionate, um, about? Are they involved in, you know, so often I see some of the biggest CEOs in a, a certain industry really getting involved in their trade organization. So if you joined that trade organization, are you a part of it? Where can they get to see you in action? So that when you knock on that door, they’re more willing and more open to letting you through the door to have that conversation.
Mark Hunter:
Yeah. Let’s run back to that question. There brings up because you know, people have always been told, oh yeah, always start at the top, always start at the top, call C hold it. What a lot of people sell. Isn’t even worthy of the C-suites time. See, you know, if, if, if what you’re selling is components that go into an OEM. If what you’re selling is a basic service, a CEO could care less. You have to ask yourself is what I’m selling of strategic value and importance to the CEO in their decision making process, long term. And if it doesn’t pass that sniff test don’t even waste your time. Don’t waste your time with C-suite because all you’re gonna do try to get a check mark, and it’s not gonna lead you anywhere.
Meridith Elliot Powell:
Yeah. Also know that really, you know, say with it on the front end, cuz all you need to do is to get through the door with one or two executives in an industry and it’s gonna open the door for so many other, um, executives. You just need to get through with one. And if you go back to your network, chances that you’re going to have a connection to somebody is the fastest way to get in the door. And if you sell that that’s social proof you can use for other executives.
Mark Hunter:
Oh, w we have far more connections than we realize. If you care to use them. And again, this is where your network, so you never stop cultivating your network. Because again, there may be a, a mid-level relationship. I, I, I talk about it in my book of mine. For sales, you, you wanna create a list of 50 people who you’d love to have a relationship with. And your goal is to get a relationship with them. And you start finding who are people on that ladder, so to speak that are gonna get you to that person. And you begin developing those relationships and those relationships you see really opening up C-suites many times can be a, not just a multi-month process, but a multi-year process, but the rewards can be absolutely significant once you make that transition, because now you are far more valuable to yourself. You’re far more valuable to your company. If you can cultivate this C-suite network, this level of C-suite relationships.
Meridith Elliot Powell:
Yeah. I also think that you need to really think about expanding, how you view sales, really what that means. And I think you need to think about truly speaking at conferences and events, inviting people to watch short videos and really position yourself as the authority executives are looking for somebody who can help them take their organization to the next level. If I’ve never heard of mark, I’ve never seen any thing that mark has written. And mark is promising me that he’s got some kind of product that’s going to rock my world. I have nothing to base that on. I only have X amount of hours in a day and I’m going to give that time to somebody that I have tested the waters with. So it is time to update your communication skills, your P your speaking skills and your presentation skills. And I wanna add to that, something that mark said earlier, do not waste your time on the tactics. If you are lucky enough to get a call with a C-suite professional, get to the good stuff first. And if that peaks their interest, they’ll go back for the rest.
Mark Hunter:
See the C-suite person isn’t interested in meeting with a salesperson. They are interested in meeting with a person who’s gonna bring them insights. That’s the key difference. If they see you as a salesperson, they’ll send you to purchasing. If they see you as a person who has insights that they can benefit from, then they may open the door or to you. But again, that comes back to how are you seen out there? What, what do people think of you in the marketplace? Hey, we should probably keep scooting along here. Cuz we got a great book. You, you picked out a great book.
Meridith Elliot Powell:
I did. I did. And to tell you the truth, I left it in my closet downstairs, but that’s okay. That’s okay. Cuz I can talk about it. It is actually selling into the C-suite. What every executive wants you to know about successfully selling to the top. This is such a good book. I actually listened to it on audio first and then ended up buying the book cuz I wanted to make some notes and things in it. But this really tells you how to sell to the C-suite from the C-suites per from them telling you what they want you to do and what you to know if you’re gonna sell into them successfully.
Mark Hunter:
And a big shout out to the authors. I met Steven years ago and he is incredibly smart. He’s got a PhD, the research that has gone into it. And this is the second edition. The first edition. Yes, it first came out years ago. And uh, I I’ll tell you what this is. This is your go-to manual. Get this book if you are gonna be going into the C-suite. So anyway, Hey with that, let’s kind of jump in because this is a topic. I, I love this topic. Here’s the lightning round, the lightning round best ideas to get past the gatekeeper <laugh> and man, we could go into extended long play on this one.
Meridith Elliot Powell:
Have best idea. All right. All right. I do want do wanna make a comment cuz boy, we got people rolling in here right now. Jack copper. You are so right. There is nothing worse than a desperate salesperson. I always say that desperation smells. You can smell it miles away. And it’s the biggest way to, to lose a deal. And uh, John Russo says, if you’re selling into the head of marketing, but are asked to co-present sell to her CFO at the head of marketing request, what would you do to seed with that CFO conversation? John, this is such a good question. I love the fact that you said marketing and you put in the CFO because you talk about two different mindsets, right? And I see salespeople make the mistake around this all the time. In my opinion, sell to the CFO first and talk about how, what you are selling is either going to make money or is going to improve process profits, productivity, and efficiency, calm the mind of the CFO. Why this is a good financial investment. Once that is said, go on and sell to marketing. Mark. What do you think about that?
Mark Hunter:
Oh, and I’ll tell you what, and don’t hesitate at all. If you got them sitting in a room, sit there and say, okay, this is interesting. I got the CFO and the CMO. Now you probably have maybe some different objectives. I want to hear them both. And you let them both put them on the table. And you know what, by you asking that of both them, you’re demonstrating your confidence. You’re demonstrating that you play with them because I am sure the CFO and the CMO had have, have had more than a few Hmm. Disagreements with how to spend money with how to allocate money and objectives they want to get from the money.
Meridith Elliot Powell:
Yeah. And I would also say, I love Mark’s comment about basically calling a spade of spade and just saying, I realize that you’re here. You have two different objectives, but may make sure you help them understand how your product or service gets them on the same page because the CFO and CMO should not be disconnected. But in so many companies they are disconnected. But what a champion, a partner and an advisor you look like when you could say CFO, this is what I heard. You need to accomplish this. And I would go in with some confidence around that. I get it as the CFO, your job is to protect the company. We’ve gotta watch what we spend. We’ve gotta generate revenue and as marketing, you’ve gotta increase the brand, make us get aware, get new clients in. I wanna show you how, what I am offering can help you both achieve both of your objectives and align you to take the company forward.
Mark Hunter:
Spot on, spot on. Okay. All right. What were we talking
Meridith Elliot Powell:
About? <laugh> well,
Mark Hunter:
This is great. This, this is absolutely terrific because it’s really about how do we get past the gatekeeper and it’s how do we get to those great conversations? So, you know, what, what are some of those techniques that we gotta get? Because there’s so many spins on this one we can run. Yeah,
Meridith Elliot Powell:
Exactly. Well, first and foremost, you need to understand that you need, the gatekeeper is the first person you’re selling to do not diminish the gatekeeper. And I, you probably heard that a thousand times, but I’m not talking about making him or her, your friend and knowing him by their first name and knowing their birthdate, understand that a gatekeeper today is that executive’s right arm. They are no longer the person who is typing a note or doing something like that. CEOs can do that by themselves. This person is truly a partners. So you need to treat them and elevate them in your mind that you’re selling to them first.
Mark Hunter:
Yeah. And I’m gonna ask them the same questions I’m gonna ask the CEO because many times that gatekeeper is BA is the gatekeeper as to whether or not you have that level of intelligence that you can play with the CEO.
Meridith Elliot Powell:
I love that Simon said quit calling him gate key, anything, right? They’re they’re truly the partner to the CEO. Once I have really formed a relationship with them, mark said kind of asking them the same questions and things. I asked the gatekeeper for advice, you know, once I’ve formed that relationship and connection, I’m helping them become my partner in getting to the CSU
Mark Hunter:
Level. You know, I, I don’t call them partners. I actually call them door openers. And uh, so anyway, but, but, but you’re right. It is, it’s about having the right mindset. Here’s something that, that I love to do. I am notorious if I’m trying to get into that, C-suite I send people, books, not my book. Yeah. I send other people, the, the book, I, I get out a copy right here. Atomic habits is a book I read a couple months ago and I have sent out half a dozen copies to CEOs. And you know, what’s interesting. You send a book to a CEO and saying, Hey, I read this thought it might be of interest to you. You generally get a response back. Now it’s a $20 purchase. Who cares if I can get into the C-suite it’s money, well spent, don’t hesitate in the lease bit. And what I like about this is this is an intellectual. This isn’t some, oh, I’m sending you some sort of gift. No, no. I’m sending you an intellectual property. You see? So it’s viewed differently by the CEO.
Meridith Elliot Powell:
Yeah. Also, um, I love what, um, Jack Hubbard said here, gatekeepers are decision makers. You don’t get by them. You collaborate with them. A big thing. I know that I, I do in my business is that once I have sold the gatekeeper, the decision maker, the next thing I’m gonna do is I’m gonna help them understand how to sell me to the executive. I’m gonna make it really easy for them. I’m gonna take all of that out of their hands, worrying about how to do it. And I’m gonna tell them how position things I’m gonna share that information. And I’m gonna make it as easy as possible to sell me to the executive.
Mark Hunter:
Yeah. And I’ll tell you what, there may be an executive that I have a little bit of a relationship with. You know what I do. I love sending them a Saturday morning email because CEOs don’t stop working on the weekend. No, no, no. They’re working 24 7. And what I found is now I’m not sending them a Hey buy from no, what I’m doing is I’m saying, Hey, I just read this in the wall street journal. I just saw this in bar and just saw this in the economist. Here’s a couple pieces. I’ll include a link. They won’t open the link. See those will never open links because the last thing they wanna do is get malware spam into their company. But if you just put a couple bullet points and then you know where you found it, they’ll go read it. What I found is I can do this on a Saturday morning and I will generally get 40, 50, 60% response rate. Hey, thanks back. In fact, I shared with you Meridith . Remember there, there was this CEO that I sent a document to and two hours later, he sent me back a video message. He, he did a video message with his phone. He was so excited about the document I shared with him.
Meridith Elliot Powell:
Well, you know, you bring up a, you bring up a great comment there. And the document you shared with them was a white paper that we wrote, which is a great way to get to the C E suite is if you can have a, some kind of document or, or white paper or research information that addresses a specific problem, they’ve got, it’s not only valuable to them, but it positions you as so much more than a sales professional. But the last thing that I wanna say about the gatekeeper, cuz I think this is really important is don’t forget them. Mark says, sometimes you have a relationship with the CEO and you can go straight to the CEO, backtrack and um, and bring the gatekeeper in. Oh my gosh, I have seen so many people who meet my husband on the golf course or at an event. And they forget his gatekeeper. They sell directly to him and they’ll call the office and not even say anything to his gate key. And just say, could I talk to Rob? And I think you just don’t get it because Rob makes no decision that he does not talk to his assistant first. She really runs that office and makes all the decisions he doesn’t
Mark Hunter:
Don’t want. Well, yeah, you, you have to be very mindful of who else is out there. I, I, I, I still go back to a situation that I, I totally was unaware of. I was speaking at a convention conference. The CEO was there. The president of the company was there and I’m walking from the hotel across the street to the convention center and I’m carrying a cup of coffee. And behind me are a couple of women and, and I just do what I always do. I, I, I held the door open for them and said, good morning. And they walked in and so forth, no big deal at lunch that day I learned something. The two women I held the door open for, happened to be the spouses of the CEO and the president of the company. And have I been in, have I been, uh, very well?
Mark Hunter:
Yes I am. Yes I am. And it was purely because I just did something. I just always do. I just hold the door open for people behind me. It was nothing, no big deal. But see, this is the whole thing you, the C-suite is respect. The C-suite is integrity. The C-suite is transparency. And if you can’t demonstrate those three things, you’re never gonna get past the gatekeeper regardless of who the gatekeeper is. And you’re certainly not gonna survive with the CEO, throw out a couple more and then we’ll kind of shut things down here. Yeah.
Meridith Elliot Powell:
I would say that, um, you know, if you wanna get, if you wanna get past the, um, the gatekeeper, find other people just like with the C-suite that are connected to the gatekeeper, give the gatekeeper a reason to sell you. Go back to that social proof, use some proven things, realize they’re smart. Their job is to keep the gate to protect the CEO. So you’ve gotta give them reasons. You give them some reasons. So if there are other people, again, go back to your network that no, or nor connected to the gatekeeper, then use, um, use that network to further sell the gatekeeper, go with some social proof of some people they recognize.
Mark Hunter:
I love it. Hey, don’t hesitate to reach out at 3 34, o’clock four 30 on a Friday afternoon, cuz you know what? That door opener that, that partner, that gatekeeper they’re still working and you know what they’re gonna respect you for working and suddenly you your in their eyes, you just went up one more notch, one more and then we’ll close it down. All
Meridith Elliot Powell:
Right. I gotta answer. I’m gonna use my one more to answer. Um, Eduardo’s question. How do you start a conversation when you don’t have of insight information to share or discuss? Well, that is a great question, Eduardo, because you don’t start the conversation. If you don’t have enough of that, you need to go back and you need to do research. The beauty of the internet is, oh my gosh. Can you find information? Not only out about the company, but you can find a lot of information out about gate keepers and the C-suite. I always connect with the gatekeepers and the C-suite on LinkedIn and it blows my mind what I can find in their profiles. Not only information about the business, but I’ll find out that the gatekeeper is a big golfer just like me or that the CEO is favorite thing to do is to hike on the weekends or we’ve read the same book. I mean you never, no, I had one the other day. We’re both dog lovers. So that was something that we had in common. So go back and do that research. If you’re still struggling, start out with interviews and interview other people in the industry. You’re just, Hey, this is Eduardo. I’d like to find out a little bit about the industry and ask some open ended questions, but do not start that conversation. We’re without doing that.
Mark Hunter:
So spot on there. Hey, you know what? This is gonna be a topic we need to do a four 30. This is kind of a new thing that we’re starting. You’re gonna start seeing them appear on sales, logic podcast website, but focus 30 is where myself and Meridith what do we do? We dive deep into one particular subject, but Hey right now we need to shut the this down. So I’m gonna say thank you for listening to sales logic this week. If you like what you hear, subscribe, rate and review the show on your favorite podcast app. If something we’ve said has earned you a single dollar, considered telling a friend about our show. It’s how we grow to help you grow. I’m Mark Hunter
Meridith Elliot Powell:
And I’m Meridith Elliot Powell. This has been an amazing show.
Mark Hunter:
Remember when you sell with confidence and integrity,
Meridith Elliot Powell:
Uncertainty suddenly becomes your competitive advantage
Mark Hunter:
And the sale becomes logical.
Meridith Elliot Powell:
All right. Keep your questions coming and we’ll see you next Saturday morning 9:00 AM Eastern for another episode of sales logic. And don’t forget the focus 30. You’ll be hearing more about that. And mark, you are so right. We need to take this subject into a focus 30. All right, we’ll see you next week. Thanks
Host 2:
Everybody. Most people refer to vanilla soft as the solution. It’s the solution to ensure sales reps make the right number of attempts for every lead across all channels, including email social on the phone. It’s the solution to serve the rep the next best lead. Every single time you need to get your solution@vanilla.com.
