Sam Newman

Me: How many dials do your SDRs do every day? 50? 100? Emir Atli: 3,000-4,000. Me: WHAT?!?!? Me: That’s literally 30-40x best practices. Emir: Best practices are for people who want mediocre results. Me: Fair enough. Let’s break it down. How many reps do you have dialing? Emir: We have 5 outbound reps. All hitting 3-4k dials. Me: So 20k/day from a team of 5. That sounds like a SPAM cannon on steroids. Emir: Most founders are afraid of being pushy. We’d rather grow revenue than be polite. Me: Just … Wow. I’ve never heard of anything quite like that. How do you not burn through your TAM in a month? Emir: Most people view their TAM as fixed. I think that’s pure laziness. You can build product for TAM expansion. Most people are just afraid to do it. Me: Tell me more… Emir: We started out SMB SaaS. We expanded to mid-market and enterprise by building features for use cases that were different than SMB. Upmarket was our first TAM expansion. Our second was looking at SaaS and seeing what other verticals had a similar go-to-market motion, that we could service. It turns out that recruiting firms have a CRM and AEs, as do IT companies … and we were able to make some small changes and expand into both of those. Me: That’s incredible. Are you global? Emir: We’re mostly focused on US/UK/Europe/Aus/NZ. Me: What are the SDRs telling these people when they call? Emir: The first thing we’re telling them is that it’s a cold call. The second thing we’re telling them is the most acute pain that we know they all have. It’s like a 10/10 product-market fit in terms of the pain. And everybody has it. Me: What’s that pain? Emir: “Do you struggle with attribution on brand marketing spend?” Me: Oh man. I have that pain. Emir: Of course you do. Everybody is throwing money at all sorts of different things and they have no idea if it’s working. We just call them out on it. Me: How well is this outbound machine working? Emir: We’re generating $74m/yr in pipeline from outbound. Me: I would say that is working. Emir: Of course, and it’s because most Founders would rather sit around and wait for inbound than build a machine that makes 20,000 cold calls per day. Me: Which is why they’re stuck at $2m ARR! ——— The uncomfortable truth? While most SaaS founders are debating whether cold calling is "dead," Emir's team is generating $74M in pipeline … By simply doing MORE of what everyone else is too scared to do at all! Volume beats "best practices" every single time. But most of you reading this STILL won't pick up the phone. I only have one question for you … WHY NOT?!?! P.S. If you want a recording of the entire interview and Emir teaching us about his $74m outbound machine, put “outbound” in the comments and I’ll send it to you. Make sure we're connected.

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How to turn your AEs into a winning team: - product positioning - Discovery training - Command of the message - Great CRM setup - Nice Sales deck - listen to Calls in Gong ^^ tasks split across marketing, RevOps, AE leader, enablement. How to turn your SDRs into a winning team: - map the TAM - learn a variety of decision maker titles - cold calling training - set up email infrastructure - buy and set up multiple data tools - learn copywriting for exec communication - learn about SMTP, DMARC, DKIM - run complex math to determine how many leads are needed - collaborate with marketing for MQL handoff - optimize sequence settings to prevent bottlenecks - validate CRM data to prevent bounce leads - learn LinkedIn strategy for messaging prospects - learn to leave proper voicemails - run discovery on inbound leads - build a variety of sequences - run the math on A/B testing messaging - pass proper notes to the AE - follow up with leads that ghosted the AE - handle phone objections different than email ones - test a variety of tools, and fight for budget contstantly - help SDRs career plan and understand comp plan ^^ worst of all, the SDR manager has to do 90% of this in their own! Then SDRs and SDR leaders are paid less than their AE counterparts. Then when things aren’t working the SDR team is cut while the AE team is trained. How does this make sense? Been saying it for years #SDRsMatter

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CSMs are borrowing techniques from psychotherapy to save renewals. And it's working. The OARS framework comes from therapeutic counseling, but it's perfect for discovery calls. It builds trust faster than any sales technique because it makes prospects feel heard instead of sold to. Here's how it breaks down: - Open Questions. Stop asking "Do you like our product?" Start asking "What's the #1 thing being discussed in your boardroom right now?" Open questions force prospects to think and share real information. Closed questions get you yes/no answers that lead nowhere. - Affirmations. When customers hit milestones, acknowledge it. "You increased automation by 30% ahead of schedule" builds momentum better than moving straight to the next agenda item. - Reflections. This is the secret weapon. Repeat back what they said in your own words: Prospect: "We're drowning in support tickets and need better analysis." You: "So it sounds like you want to extract more insights from your current support system, and you're looking for solutions to do that. Did I get that right?" Reflections prove you're listening and give them a chance to clarify. Even when you're wrong, they'll correct you - which gives you better information. - Summary. End calls by pulling together everything they said, then ask: "What's the next step you think we should take?" When THEY suggest the next step instead of you telling them what to do, they're more likely to follow through. The framework works because it changes us the traditional sales approach that your clients might be used to. Instead of pitching and pushing, you're reflecting and guiding. Most reps ask a question, then immediately ask three more questions because they panic in silence. That turns discovery into an interrogation. OARS teaches you to ask one question, shut up, and let them talk. Then reflect what you heard before moving forward. Chad shared how he used this to save a six-figure renewal during a Sales Assembly session on Customer Discovery last week. The customer had been ghosting emails for weeks. Instead of pitching harder, he asked: "Is there something I should have asked you that maybe I didn't?" The response was a novel about losing faith in the product roadmap and feeling left behind by competitors. That one reflective question uncovered the real issue and saved the deal. Therapists know that people need to feel understood before they'll change their behavior. Customers need to feel understood before they'll renew their contracts.

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Coaching your frontline sales managers can increase the entire sales team's performance by as much as 20% Some other data points: 👉🏻Companies that invest in coaching see an 788% ROI through increased productivity and employee retention. 👉🏻Reps are 21% more likely to hit quota with the right leadership. 👉🏻Revenue per seller can jump as much as 50%. Compelling, isn’t it...？ So why is it that sales management training & coaching comes so low down on the priority list when the results are so impactful? In many cases sales managers have been promoted because they were top salespeople, but the skills needed to be a high performing Individual Contributor (IC) are very different to those needed to lead a team (where you go quite literally from 'I' to caring about 'We'). Without the right training and coaching, most are left to figure out on the job - neither of which is optimal for the individual or the company. Ok, so yes, at this point there is a shameless plug for my revenue coaching services, but the results are truly special when a revenue leader with potential and talent (but still learning on the job), can fast track through effective coaching... So what does coaching with me look like: 🌟Personalised 1:1 sessions tailored to your needs 🌟Assessment of skill & knowledge gaps against a revenue leadership maturity model 🌟Clear coaching plan with tangible outcomes 🌟Access to best-in-class playbooks & frameworks (as well as practical guidance on how to execute on them).  Who's my coaching for: ✅First-time sales leaders stepping into new VP/CRO roles ✅Experienced SaaS leaders taking on new functions or geos ✅Ambitious leaders with an 'always learning' mindset ✅SaaS companies that want to increase sales performance by 20% 🎯This quarter’s offer: Book five coaching sessions and your sixth is on me. If you are interested in finding out more, please email me at [email protected] Apologies for cringy photo - it's me at my desk following a coaching call - tenuous link to the post I know :)!! #thefemalesalesleader  #softwaresales  #salesleadershipcoaching  #saas

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When I was an SDR, I booked 224 meetings and it all started with the right triggers. No guesswork. No spray-and-pray. Just signals that point straight to buying intent. I built my process around 4 key triggers: → Role Changes A new hire or promotion means fresh priorities and an open budget. → Funding Events Capital injections accelerate projects. Strike while they’re spending. → Tech Installs When a company adopts new software, they often need complementary tools. → Content Engagement Downloads, webinar sign-ups, blog views prospects who raise their hand are begging to talk. Together, these triggers feed my Trigger Scanner, so I always know why now and email with confidence. Since switching to signal-driven lists, my reply rates jumped from 2% to 12% and pipeline followed. Want the exact triggers I used in my outbound to book qualified meetings? - Like this post - Send me a connection - Drop “TRIGGERS” in the comments and I’ll DM them over Stop guessing. Start using these triggers to have an EXACT reason to reach out!

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There's 4 levels to next steps after a sales call. Most reps are stuck on Lvl 1. While Lvl 4 closes deals 30% faster. Here's the Lvl 4 progression guide: 𝗟v𝗹 𝟭: "What do you recommend as next steps?" Hands over control. Invites a non-committal response. 𝘛𝘩𝘦 𝘋𝘰𝘸𝘯𝘴𝘪𝘥𝘦: you often get, "We'll circle back internally." Momentum killed. 𝗟v𝗹 𝟮: "Can we meet next week to walk through the implementation plan?" Proposes a firm anchor and requires a clear yes/no. 𝘛𝘩𝘦 𝘋𝘰𝘸𝘯𝘴𝘪𝘥𝘦: If the prospect can't commit to a yes, you often don't know if they have lack of authority/intent or are genuinely busy. Often ends with a weak suggestion as an alternative. 𝗟v𝗹 𝟯: "At this stage, folks typically schedule a technical deep-dive with C-level stakeholders. Would you like to set that up?" Brings in your own experience with buyers like them rather than forcing it. If the prospect responds with a no, gives an easy way to ask, "what's blocking?" to surface unanswered questions. 𝗟v𝗹 𝟰: "As you mentioned earlier in this call, you typically move to a scoped evaluation. Did you want to set up some time for scoping next week?" Similar to Lvl 3, but the magic lies in anchoring to 𝘵𝘩𝘦𝘪𝘳 buying process, not your sales process. This only works if you qualified for their buying process earlier in the call. "How do you typically buy software in Dept A at your company?" 𝗕𝗼𝗻𝘂𝘀: Embrace urgency. "I have a slot open tomorrow afternoon to get you set up. Does that work?" Leading the buyer isn't about pressure; it's about providing a clear path forward. Align your sales process with their buying process, and propose next steps that move things forward for both parties. P.S. Reps and leaders can track quality of next steps on Sybill and get a weekly report on coaching areas on this aspect. I'll share how in tomorrow's post.

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