Sales Ops Demystified: A Systematic Approach To Scaling Sales

The first ever Sales Ops Demystified episode…

Tom and Henry try to understand exactly what Sales Operations is and what they are responsible for.

This was the episode that we decided that actually, we didn’t know that much about Sales Ops and needed to head out into the world to track down the best Sales Ops Ninja’s to educate us… and you 🙂

You can find the rest of the episodes here.

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Tom Hunt: Welcome, people. We’ll wait, we’ll give it about four minutes before we kickoff, but say hello to Henry.

Henry Peacock: Hi, guys. [crosstalk] It’s Henry here.

Tom: If any of you joined us last week, last week we were focusing on more on Ebsta sales process and the feedback was great. Wasn’t it?

Henry: Yes, it was good. It was pretty good.

Tom: People were asking more questions about I guess how we run sales, and so then we spent some more time thinking about actually what’s the process of improving sales processes. That obviously led us over to the role in the school of thought in sales operations, which is something that Henry’s had a passion about for a while. Am I right?

Henry: Yes, you’re somewhat right. I think my knowledge of sales ops, I fell into the role when I joined Ebsta, both as a sales manager, and I have to take on the sales ops role to be able to make the sales side of the business function.

Tom: Which is a very important point we’re going to cover. Actually, the head of sales or sales manager or sales team leader is doing sales ops, even though they’re aren’t called a sales ops, if the company is not at a certain point. You know what I mean?

Henry: Sure, yes. I think it’s definitely becoming a bigger role in a business as time goes on.

Tom: Why is that? I’m interested in this.

Henry: Well, I think it’s becoming a bigger role in the UK.

Tom: Why? Why now? Why is it?

Henry: Because people know that they have to be more systematic about the way that they approach sales. They have to have a repeatable formula, and they need those people in the business to be able to drive it through.

Tom: Why not 10 years ago?

Henry: Well, I think these people have always existed, but they’ve been doing their own thing. I think only now we’re putting a label on this role.

Tom: On the role, yes. The head of sales or VP of sales was always doing this. One of the– I’ve been reading about it today, and one reason is that this explosion of sales software and sale enablement basically means, if you don’t have someone trying to improve your sales process, all of your competitors doing with all these new tools, so you’re going to get left behind.

Henry: Yes, that make sense.

Tom: Make sense? Sweet. What are we doing for time? One minute. Okay, we’ll start in one minute. We’ll run for about 25 minutes. To kick off, we’ll be talking about sales operations more generally. What it is, who it is, when you do it? Then Henry has some best practices that he’s learned through his career. How long have you been doing sales operations?

Henry: Well, I’ve been doing it for some years ever since I moved into sales. I was always in a position where I was having to define where the business was going and what the systems were that they were using-

Tom: It’s almost like you’ve always had a sales-

Henry: Yes, because I’ve always worked in organizations where we had to go in and I could affect change, when we can actually change stuff for the better.

Tom: Not just selling, but changing, improving the system?

Henry: Yes, I’ve nearly always been in that role where I can implement some kind of difference.

Tom: Sure, cool. That’s like 25 years, right? [chuckles]

Henry: No, it’s more like probably five to six years.

Tom: That you’ve been in that game?

Henry: Yes.

Tom: I actually follow you on LinkedIn. You have a background on operations, right? At Ebsta.

Henry: That’s right, yes. I used to organize large corporate events and sports before that. I suppose I was actually a platform owner at that time. I used to run a Salesforce platform, as well as organize events. It’s a unique role.

Tom: It’s so great we have you here on the call because we have someone who sells with someone who has operations experience.

Henry: Yes. Well, hopefully, it applies. Hopefully, it helps. I’m also a Salesforce administrator.

Tom: [laughs] Really?

Henry: Yes.

Tom: How does the Salesforce administrator role compare or-

Henry: Well, I think they are interested with the how well the Salesforce platform is run and all the apps that go with it.

Tom: Yes, so that’s part of sales operations?

Henry: Yes, there are lots of businesses that have those roles overlapping. You’ll find the sales ops can definitely span over a CRM platform owner, because they are similar roles, especially, when you talk about CRMs like Salesforce work. It’s a one-stop shop plus some apps added in.

Tom: We’ll get into that, because we’re going to start now. Welcome everybody for watching. Thanks very much. If you have any questions, Henry, it might actually be good if you log into chat. Do you have a webinar you need to log in? We’re not doing the last minute everybody, by the way. You can ask Josh for the password, if you need it.

Henry: Okay.

Tom: Henry will be manning chat or Henry and I will be manning chat. If you have any questions during the process, simply ping them in the chat box. Me and Henry will answer them either as we go or at the end. As I said, we’re going to run for about 25 minutes, and it’s going to be me and Henry, both talking.

First, I’ll kick off, Henry will jump in and then Henry has those tips at the end. It’s really trying to address, we’re trying to demystify this role that I don’t think it’s always been clear about what this person does or what their person’s role is. We’ve been thinking a lot about it, and what we have here today are the results of everything. This whole thought process.

You have to login with me. Cool. What we’re going to be covering, first, what is sales operations? I have a number of definitions and then I have my definition, which I think gives the most easy to understand way of understanding what sales operations actually is. Why does sales operations exist? Who is sales operations? When do you need it? What do they actually do?

Then, we’re going to be handing over to Henry, who has some best practices. I like to be honest, I have a background in operations in project management and operations. Then, also five years in online marketing, which is like selling, but one too many and they both want one. I would actually say that I have more experience in like marketing operations. I spent a lot of time since joining Ebsta, as the business is trying to understand what sales operations is.

I’ve come across all these different definitions that you see here on the screen. The team responsible of making a friction. I actually think all of these are pretty good. Free the sales team to focus on selling an equipment to sell as efficient as possible. Think of it this way, your sales professionals are like a team, I really like this one at the bottom. Your sales professionals are like a team of thoroughbred racehorses. They might be incredibly powerful and experienced, but without the guidance of jockey aka self ops pro, they won’t move as efficiently to the finish line. Would you agree to that definition?

Henry: Yes, I think there’s some truth in that as long they’re not donkeys you’re trying to make them to racehorses.

Tom: I actually have to start with some raw talent or raw ability.

Henry: Yes, I think you can coach people a long way towards making them reach the proper results [unintelligible 00:07:23].

Tom: Sure, okay.

Henry: It’s usually the manager’s fault if the salespeople aren’t succeeding.

Tom: If you’ve hired correctly?

Henry: Yes, definitely.

Tom: It’s also the managers’ job to hire though, isn’t it?

Henry: Yes.

Tom: Cool. All these are great, but I actually think there’s a better way of understanding sales ops. I haven’t talked you through this either, Henry. It comes from a book, have you read The 7 Habits of Highly Successful People by Stephen Covey?

Henry: No.

Tom: Basically, the start, he talks about this fable, which [laughs] is that man who has a goose that lays golden eggs. The story basically goes that this farmer has his goose, and one day he lays a golden egg, but then he waits some time, and the next day he lays a golden egg as well. This goose keeps on laying golden eggs every day and the farmer knows that if he just had one golden egg per day, he’s going to be rich and he’s going to be fine.

He starts getting really rich, but then what he does is he gets really, really– well, he focused too much on getting the golden eggs, he kills the goose, and can only find one golden egg inside the goose, and he’s killed the thing that was making him all the golden eggs. The analogy that I’m making here, [chuckles] is that your sales team’s productivity almost is the golden egg, and then the sales operations team are more like the goose.

Stephen Covey calls it production capability e.g. the goose versus production, which is the egg. What we have to do as sales operations is ensure that we keep producing the golden eggs. We do that by many different things that we’re going to be going through in this webinar, but ultimately, all we’re there for is to help the sales team drive more revenue, e.g. more eggs. Does that make sense?

Henry: That’s a great analogy.

Tom: Is that a very good analogy?

Henry: Yes.

Tom: Okay, great. Whenever anybody here, if you have any of you watching and anybody who’ll ask you again in the future what a sales operations is, don’t give them this rubbish definition. Just remember the goose that lays golden eggs, because if you don’t have sales operations team, you won’t get as many golden eggs or your goose, you’ll basically stop getting the golden eggs.

That’s the way I look at sales operations is, if you’re there to empower and make sales more efficient, and make your sales team happier, and that’s your core role. That’s how I understand it. I hope that’s a useful definition for everybody.

Next, we’re going to move on to why does sales operations exist. Again, we’re going to be going into the whole [inaudible 00:09:59] an equation actually, that I made up just as I was I was trying to think about the best way to communicate why this group of people exist, or why this operation exists. Bear with me, if it gets a little bit mathematical, but it’s really basic, isn’t it? You saw this earlier.

Let’s just say a sales team without a sales operations person or team, and just remember that sales operations– we’ll go through this, but if your company’s below a million in revenue, then you won’t necessarily have a dedicated sales ops person. It’ll be the sales manager who will actually be doing the sales ops. There’s always people doing sales ops stuff, or there should be, but it won’t necessarily be a team or a person. It could just be someone’s time.

Let’s just say we have a sales team which doesn’t have sales ops, and it’s generating Y in revenue, say a million pounds. Then in a parallel universe, you have sales ops resources or a sales ops team. Let’s just say it’s one sales ops person, that sales team then generates X amount of revenue, let’s just say £1.5 million. If we then take those variables minus X, we’re assuming here that sales with sales ops is going to generate more revenue.

[unintelligible 00:11:16] variable, which is Z, which is the difference, which is the amount of money the sales team will make with sales operations resources as well. Then what we have is Z, which is essentially-

Henry: No.

Tom: You can’t see it, Henry? Can you change the view? Have the verbiage screen larger than the video, that’s it. Basically– hey Casey, hey Matthias. Basically, our face is too big.

Henry: Face is too big. This seems bigger.

Tom: Cool. We will change this now, or attempt to. [chuckles] Yes, that’s a very good point. I’m going to change the layout to this.

Henry: That’s much better.

Tom: Is that a better fit? Casey, Matthias, Christian. No, that’s not better. How about this? People on the chat, is that better? Anybody who’s watching live? I’m just going to assume that this is better, and we’re going to jump back into the slides.

Henry: That’s better.

Tom: Is it better? Sorry guys. We should be all good now. That’s better, thank you, Mike. Thanks guys. Sorry about that. Awesome. Back to my equation. Sales without sales ops generates Y in revenue, sales with sales ops generates X in revenue. If we get Y minus X, we have this new variable called Z, which is the amount more that the sales team is generating with sales ops present.

What we essentially have here, I’m not sure efficiency gain is the right word, but we have an uplift in revenue due to sales ops, which is also the budget that the sales ops team has to fit within. If Y is one million and X is 1.5 million, that means Z is 500,000, or half a million, the sales ops team can’t really be costing more than half a million pounds because otherwise then, the sales ops team itself is making a loss.

What we have is Z must cover the investment in the sales team, and so the difference we then have between Z and this new variable is the uplift, or the profit, let’s say, that the sales ops team is generating. Henry, is that an overly simple way of looking at this?

Henry: It’s a pretty simple way. You’re basically trying to say that a sales ops person in a business is the beating heart, they’re the one that keeps the boat moving and everyone’s footing him up.

Tom: Yes, you foot for the sales team, not for the whole business.

Henry: Yes, exactly. Then again, sales is what powers the whole business.

Tom: True.

Henry: You could put sales ops down to run the whole business.

Tom: [chuckles] I guess as a sales op, sales manager/ operator yourself, you would say that?

Henry: Yes.

Tom: For me, this is why sales operations exists now, is because it’s actually profitable for a business, once they’ve reached a certain size, to have people working on the sales process and helping the sales people, helping them sell more. Actually, another analogy is, you know how if you have a theater production or you have a film and you have the actors, who are the stars and they get paid loads of money? Then behind the scenes you have the producer, you have the director-

Henry: Absolutely, yes.

Tom: That’s another good analogy?

Henry: Yes.

Tom: We’re just banging them out today, aren’t we?

Henry: Exactly.

Tom: I’ve done two. Did you have any analogies? [chuckles]

Henry: I haven’t got any.

Tom: Cool. That for me, is the simplest way of understanding why sales operations exist. Bear with me, because I know we have a lot of sales operators on the webinar. Bear with me guys, this is a bit basic. We should get a bit more detailed, especially when we get to Henry, who is a sales operator himself.

Who is sales operations? As we alluded to, right now in Ebsta, we don’t have a dedicated sales operations resource.

Henry: No.

Tom: As we scale the sales team, we potentially will have a dedicated sales operations resource.

Henry: Yes, I think so. I think as we bring on more sales people, there will be a need too. Probably because, if it falls on myself to do lots of those decision making, lots of the training, I have a certain amount of time in my day, and I don’t have time to do everything. Also, it needs someone else to stand back, actually, and look objectively at the business and try and make decisions.

Yes, it’s just time and availability. We have someone in the business who’s owning the CRM platform, which helps with modification in that fashion, but all the training and all the process stuff fall on my shoulders.

Tom: Right now, for people that are watching, Henry is the head of– sales manager.

Henry: That’s my role.

Tom: A slide we have shortly shows that actually, when a business gets to one million in sales, it’s at that point they would have a dedicated sales operations resource. Now, we, I obviously give too much details about Ebsta, but we’re above that, right?

Henry: Yes, we’re in multiples of that.

Tom: We still don’t have, why do you think that is?

Henry: I think we’ve had a good degree of success without having that role in place. If we want to take it to the next level, I think the time will come where we need that person.

Tom: I totally agree. Do you think there’s a ratio between sales operations and– ratio between the amount of sales people that a sales operations person can support?

Henry: I think the grid you’ve got on the next slide is related to the amount of ARR. In a business, usually when it gets to 20 to 30 seats, you end up with a Salesforce administrator. You could take it, I don’t know, 10 to 20 sales people, you probably need to have someone working full time on that sales effectiveness.

Tom: Sure. I actually think that whenever the scales, it could be soon for Ebsta. I’m not sure we’d wait. Being that wait too-

Henry: Done way too long. [unintelligible 00:17:23] Matthias.

Tom: Matthias, it would actually be great if you have any more details about when you did, if you’re that sales operations person, or when the business did, e.g. at what number of sales people? That would be really useful to put in the chat. I think actually, we have a full time sales operations person before we get to 30 sales people, right?

Henry: Yes. More like 10 to 20.

Tom: That’s very cool. Matthias, it would be great to hear from you. Who is sales operations? What we have here. Here we go. First ops person, and it took four to five years. How many sales people, Matthias?

Henry: Yes. How big was the team before you added one?

Tom: Yes, which was Matthias, he was the first. I’ll just outline on this slide the four different sales operations roles. Again, it’s not like– 120, wow. That’s incredible, Matthias. I’m not envious of your job. [chuckles]

Henry: Matthias, it would be really interesting to hear your point of view on this. Is that 120 in the sales? All sales, okay. 120 in the sales team. That is serious.

Tom: Maybe we should get Matthias from the webinar.

Henry: It sounds like we should. Matthias, was there a long process in the business before you came aboard and did that role full time? It would be really interesting to find out.

Tom: Cool. Matthias, we’ll be in touch, because that could be an amazing goose needed. Anyway, back to the slides. We’ll be in touch, that could be super interesting to get you on.

I’ll just outline four different sales operations roles. Again, it’s not black and white. Currently, we have Henry, who’s doing everything on the slide. They grow in responsibility.

On this next slide we have, we outlined how the team will grow, but ultimately, there can even be a whole VP or director of sales operations. That’s not a VP of sales, that’s a completely different role. I’ve been doing some research and I’ve seen the ratio that Henry mentioned, one sales ops full time resource for every 10 salespeople, or 10 accounting executives is about right, we’ll see on this slide. That basically means if you have a sales team of a 1,000 people-

Henry: No, I’m saying maybe you probably– if your sales team is the size of 10 to 20, then you may want to start bringing on that type of role. Not for every 10 people. That would mean for every 100 salespeople you’ve got 10.

Tom: Which may be the case.

Henry: Wait, not in our business.

Tom: No? Okay. Sure.

Henry: Not quite in our business. I’d hope not, otherwise, you must have all sorts of different processes for that to be real. [chuckles]

Tom: Then you’d need an operations team for the sales operations.

Henry: Yes, that would-

Tom: We should be doing a webinar on sales operations operations. Anybody in the chat have any experience with sales operations operations, that will be really, really great to chat about. [chuckles] Cool. Okay. We’ve been speaking about this. Matthias, I believe is pretty excited later than what this slide suggests. The source is saleshacker.com. It’s basically saying that over one million ARR, you may have four account executives and two SDRs, and at this point, you’d have a technical operations person, someone managing CRM with advanced Excel skills and reporting on analytics commission and giving input on growth.

Then, when you get past that, when you have more AEs and SDRs, then we would potentially need a technical operations person, but then also a sales effectiveness manager, who would do all this other stuff for the sales team. We’re in this area right here, Henry. Product/ market fit is confirmed, agreed, and we’re currently hiring for BDRs.

Henry: Yes. BDRs

Tom: Cool. Awesome. Let’s say, here’s a question for you, Henry. If tomorrow we hired five more BDRs and two more account executives, do you think if at that point we would?

Henry: Yes, I think we would probably start to think about that role.

Tom: Cool. Awesome, I’m really looking– I imagine if we had– maybe we’d get Matthias to come and work. [chuckles]

Henry: Yes, that’s definitely good idea.

Tom: Okay. Cool. Then, after that, this is when you need or you’ll be looking at the sales operations manager, director, to do the more complex kind of work, where we’re looking at all this different kind of and that’s– Henry, are any of your slides at the moment, see this slide at the bottom of the bottom right box, are you doing any of that at the moment?

Henry: Yes, definitely. The thing is, we’re not splitting up things like territories. We do obviously compound designs, sales process enforcement. Lots of those things come in a lot earlier on. You can say that the head of sales’ skill’s onboarding. Simpler stuff.

Tom: Cool. Got it. Okay. Moving on. If we’re going too fast, anyone just say or if we’re going too slow, tell us to hurry up. If you have any questions also, just ping them in chat. What does sales operation actually do? Henry, why don’t you try an answer this before we move on?

Henry: In one sentence?

Tom: Yes.

Henry: I think they provide the framework by which they can enable salespeople. The thing with salespeople is, you have to maximize the number of hours they have during the day to actually work effectively.

Tom: To sell?

Henry: Yes, which is to do their job. Anything that can get your salespeople to that point, whether that being more training or systems, it’s implementing in that, but in a business being able to push it through.

Tom: Yes. Sure. Awesome. I just have a list of different things, but I wouldn’t focus on the list. What I will look at is what I’ve actually found quite interesting is, you can split the task a sales operations person is doing between two different areas, something as tactical. Did I spell it right? Yes. Then strategic. I was actually reading a Harvard Business review article earlier how it’s a big challenge right now when hiring sales operations resource in that they need to have both of these sets of skills, like being tactical, doing stuff to help sales be more effective, but also being strategic about how you can in the longer term change things in the process to enable salespeople to sell more to create revenue.

I’ve split all this stuff out into tactical and strategic to make it clear for people. There’s actually an example here on this next slide, and we’ll go back to the one in a second, but here’s a real example from a job description of a sales operations role for a global healthcare business. You can see here, they want someone who’s very strategic, but also very operational. It’s a big challenge because these types of people have to think in different ways, and often, it’s hard to get someone who can do both of these.

I just highlighted this as a challenge for sales operations people at the moment, and also for sales directors who are hiring sales operations people, because maybe you need someone who is operational and can really help salespeople improve processes on a micro level, but then you also need maybe a sales operations manager who’s more strategic. I find that quite interesting.

Henry: Yes. There also they can tend to be a shoulder to lean on who isn’t a sales manager, because the sales ops person is– the people that I’ve mixed with who are sales operations managers, they tend to be people that the salespeople come to if they have a certain issue, because they’re not going to necessarily rat them on, they’re going to try and help them, guide them, train them.

Tom: Yes. Do you think that– because I know you’re a salesperson, right? You also have operational experience. Do you think that it’s good for sales operations person to have sales experience?

Henry: Yes, 100%. I think most- well, lots of people I’ve met have moved from one side to the other. I actually know some salespeople who have moved from sales ops across into sales and vice versa, so yes, I think the skills are very important because then you know what people are going through.

Tom: Yes, sure.

Henry: You can actually be human.

Tom: I actually think we can do a webinar on hiring sales operations people.

Henry: Okay. We can get some people in to talk about it.

Tom: Yes. Probably. Sure. We’re going to get Matthias on. [chuckles] Okay. Cool. Now I’m going to hand over. Henry has been doing this job essentially, so he is going to share three things that he has found that are important when you look in sales operations.

Henry: Yes, let’s do it. They’re not really hacks. I’m not a big fan of the word “hack”.

Tom: Why not?

Henry: I think it’s just such a modern term. I think there’s nothing new with what I’m going to tell you. The first one is-

Tom: It’s more like three sales operations fundamentals.

Henry: Yes, fundamentals really. The first one is to automate your key processes. What is it you can do, like I said earlier, to give more hours back in the day? What are the things that can be done to enable salespeople to be able to sell more? Whether that be implementing a CTI solution or integrating mail into Salesforce or your CRM. Just those workflows inside the CRM, are they actually set up in a way that means that people can get on with doing their work? How much time and effort has actually gone into building those workflows?

Tom: You’re saying that you’re going to get software to do a lot of the tasks that normally your salespeople would do, and that’s going to give them more time to sell?

Henry: Yes. It’s things like looking at the fields that people have been made to fill in, in that CRM. Are those fields that they are filling in, are they actually critical to the business? Are you actually running reports on that data? If you’re not, and it’s not really critical, just don’t do it. You can use certain tools that can tell you things like how often fields are being used in the CRM.

Cutting down page layouts to get rid of fields that aren’t being used. If fields are being used 5% of the time, should you really have them on the page layout? It’s all those small things that just mean that you can speed up people’s– when users input information into CRMs, is there any way that you can just make it much easier for them, because salespeople inevitably hate putting stuff inside a CRM. They want to just do their job, which is to sell and spend their time with a phone or a screenshare or go to a meeting.

Tom: Then, a sales ops person might be like, “Well, it will only takes you like two minutes to do it.” Then in reality, if it’s two minutes three times a day for a 100 salespeople, then-

Henry: Well, exactly. I think Matthias, don’t forget about data that might be relevant for reporting. Yes, I’d agree with that, Matthias. I think a sales ops person is definitely in the position where they’re not quite the platform owner. Platform owners can be very black and white, and they might implement a change that doesn’t fly well with the salesperson, and so the sales ops person, they’re there to enable that sales effectiveness, so they can prior maybe go between to manage that process.

Next life hack is to specialize your reps. You should be splitting out reps into teams of BDRs, AEs, going to specialize-

Tom: On what?

Henry: Well, I guess it’s a different part of the sales funnel or a different territory or a different vertical. If you sell across lots of different verticals, having people specialize in certain verticals means that they’re speaking the right language, they’ve sold to the type of customer before, and it really just comes back to focus. Just getting people to focus on what is important and getting their skills down to be able to sell to a certain set of prospects.

Tom: The more specialized a salesperson is overtime, they’ll get better at doing it?

Henry: Exactly. You’ll find that the people who are always crushing their number, they probably found their niche. They found their thing that they’re good at selling, and they will just repeatedly do that. They can spot the good opportunities that come in and that’s how they work. If you can get everyone to specialize and be good in a certain vertical or certain territory, then make sure that happens.

Then, the final one is, to prioritize accounts. Give your users a list of accounts that they should be going away to focus on. Sometimes, obviously, with CRMs we have tens of thousands, hundreds of thousands of records in there. The problem is actually digesting all the information. Again, it’s about focus. Your good salespeople will see the good accounts, maybe try and work on those, because they can spot them a mile away, and your lower performing people might be picking up accounts that are actually a dead end.

Those good salespeople can spot that a mile away. It’s about balancing it. You’ve got to split down your accounts, and you got to get people to be working intently on lists of accounts that you provide, try not to let them have too wide a range, because otherwise, it’s just about focus.

Tom: Sure. [crosstalk] Quick summary of the three life hacks.

Henry: I think, to summarize them, it’s really about focus and I know that is my single– that’s how I’m going to wrap them up, is what I think is-

Tom: Yes, I know.

Henry: -if that make sense.

Tom: Just quickly outline how each of those can be summarized in focus.

Henry: I think by automating key processes, it just focuses everyone’s energy in a workplace. Specializing your reps, that’s about focus. Then, giving them set list of accounts, that’s about focus.

Tom: Nice.

Henry: That’s maybe oversimplified everything.

Tom: No, not at all.

Henry: You’d be interesting to hear, yes, Matthias, you’ve got some more notes on that about invoicing and for GDPR. Yes, really worth. Okay. We should actually probably do a session on GDPR.

Tom: Should we?

Henry: We should, because it has a massive impact on-

Tom: GDPR in sales operations?

Henry: Yes, absolutely.

Tom: Okay.

Henry: Because sales ops have to be in charge of how that’s managed.

Tom: Yes, sure. That you heard it here first, guys, focus is the most important thing for sales operators. That actually brings– how? Two minutes remaining. That brings us to the end. A few people, we haven’t been asked on the chat today, but I’ve been asked a few people on email today about, why? What is Ebsta, and why are we talking about sales operations?

I did, actually, just before this meeting is put together a slide. Have you seen this? This is a diagram of all the different things that sales operation can do. I’ve simply highlighted three areas that is like what Ebsta does or the way Ebsta was born is to help in [unintelligible 00:32:20] This is not a pitch by the way. I just wanted to make that clear to people who are asking what Ebsta does.

In the technology area of sales operations role, we can help with adoption and customizing– well, actually more adoption as a CRM, not necessarily customization. Data management and reporting and task automation. Now, we’re not going to go on anything what Ebsta does. If you are interested, or if you do want to talk, say it, and we’re trusted by many great companies, this was amazing.

If you do want to talk about sales operations, or Ebsta, then you can just ping Henry an email.

Henry: You can ping me or you can ping Tom rather.

Tom: Yes, henrypeacock@ebsta.com or tomhunt@ebsta.com. We will be back next week with something else. Not I would like, we have a discussion on Sunday nights about what we’re going to present on Thursday.

Henry: We might have a guest. The guest might be-

Tom: Yes. If we’re having Matthias, he is the single sales operator for a 100 salespeople, that’s going to be super interesting, we can make a really good headline. We’ll be back next Thursday. I think we’re going to be doing these regularly, probably around the sales operations piece, that has the most resonance with our community. That’s what we actually quite like talking about I think, and that’s what Henry does.

We will be back next Thursday, same time. We are past overtime. [chuckles] Matthias definitely got to come on. For the 100 sales reps, one sales operations person is insane. We’re back same time every week. You will probably get an email inviting you most weeks, or if you just like to be default invited to all of them, simply just email me, tomhunt@ebsta.com and I’ll make sure that we register you for each one.

We will also be putting these videos on our site at some point. They’re not at the moment, but they will be. Henry, anything else to add.

Henry: No, I’m just looking forward to the next one. Getting some guests on.

Tom Hunt: Thanks so much guys.

Henry: Thanks everyone.

Tom: Have a wonderful evening.

[00:34:08] [END OF AUDIO]