Sales Hustle is now Sales Transformation
Nov. 16, 2021

#194 S2 Episode 63 - From of Opera Singer to Presidents Club with Bryan Elsesser

This episode of the Sales Transformation Podcast with Collin Mitchell features Bryan Elsesser, VP Sales at SaaStr who also sits on several advisory boards to young startups. Bryan provides some background on his journey, from starting off as an opera singer and eventually crushing it in sales.

Bryan recognized that he loved being in front of people and just matched this with his need to hustle back then. With this in mind, he stumbled upon an AE job in the Yellow Pages and eventually made President's Club.

He shares what differentiates A sales professionals from B sales people. Especially in cutthroat industries where you're only as good as your last sale, displaying a work ethic of doing a job until it's done really sets you apart.

Management is also very different from leadership, as Bryan experienced. He shares the humbling experience of earning his right to lead and the intricacies of relationships to be able to lead inspirationally.


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HIGHLIGHTS

01:20 Connecting Bryan's love for opera performance with sales success

08:03 Bryan's talent for learning the needs of companies and providing it

11:44 Apply yourself and transform from a good seller to a great one

15:42 Bryan's work ethic: Work until the job is done

21:18 Seeking out leadership and struggling

25:42 SaaStr: Largest community for execs, entrepreneurs, and founders

27:12 Engage with SaaStr University and connect with Bryan
 

QUOTES

05:05 "I now treat (sales) as much of a science as practicing law and medicine. There is so much to study, there's so much to know, there's so much to learn in terms of psychology of people, in terms of human relationships. And if you can become a master of human relationships, you can do anything."

09:22 "One of the biggest pieces of learning that I had was learning how to help others understand the growth bottle for their own business. And I was doing this at 23 off of a sales training in methodology after a music degree."

13:04 "It's not even product and business. If you can build a relationship and actually build one that lasts a lifetime, that you can take with you wherever you go, if you can build a relationship, that is what top sales people do."

20:19 "As long as I accomplish that job and I do it well, I know someone's going to notice. And if nobody notices, I know I'm going to notice. I know because I'll see it in my results, I'll see it in my paycheck. We're in a performance business, so if I'm doing right, I'm going to see it."

24:54 "It was something that I had in the back of my head when I first got started was like, I know how to do this. Everyone should just do it the way I did it. And it's like, that's not leadership. That's management."

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Also, you can join our community by checking out @salescast.community. If you're a sales professional looking to take your career to greater heights, please visit us at https://salescast.co/ and set a call with Collin and Chris. 

Learn more about Collin in the link below: 

Also, you can join our community by checking out @salescast.community. If you're a sales professional looking to take your career to greater heights, please visit us at https://salescast.co/ and set a call with Collin and Chris. 

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Transcript

[00:00:00] In the world of sales, you either sink or swim or breakthrough to the next level. My name's Colin Mitchell, and this is sales transformation, a new kind of sales show designed to bring you through the epic life-changing moments of elite sellers. So you can experience your own sales transformation.

[00:00:24] All right. Welcome to another episode of sales transformation. I'm very pumped up for today's guest. I've got Brian, a lessor VP of sales over at Saster. Brian lesser is the VP of sales at Saster. He's a driven and accomplished sales leader, uh, and strategies with over 10 years of leading teams and SAS, Brian sits on several advisory boards to young startups through his consultancy, a lessor of ventures.

[00:00:47] And he's got an interesting story from opera singer to president's club. We're going to dig into that tons of transformation in Brian's story. Brian, welcome to the show. How are you doing good man. I'm doing good, man. Uh, so let's just jump right in. I'm super curious about the cliffhanger there, opera singer to president's club.

[00:01:07] So I think that's a good place to start. And then we were chatting a little bit before, and I know there's been a lot of transformation in your journey, um, and we'll see where it takes. Sounds good. Yeah, man. Um, well, uh, yeah, I mean, uh, best place to begin, I guess. So I'm Brian all Sesar, I've been, uh, I've been, um, man, I don't know.

[00:01:26] I fell into this thing, you know what I mean? Uh it's uh, I don't necessarily think I've ever met someone in my career beyond my team or. Uh, colleague that hasn't also fallen into it. I'm sure. Calling you probably say the same thing. Um, there's some element of falling into it. Uh, but, um, it's okay. Cause I think what's interesting is that, uh, our, our experiences kind of drive our outcomes in many different ways.

[00:01:52] So for instance, um, I was an opera singer. I traveled around the world singing. Um, I have my master's degree in it. I have my undergrad in it. Um, And I, for a long time thought it was what I was going to do. Uh, I think what what's interesting is like, uh, like most American opera singers, uh, you run out of money at some point.

[00:02:11] Uh, and so I had to make a decision and at the time I had started selling yellow pages, advertising as a way to just fund. Um, my future career, if you will, it was like, uh, it was what allowed me to pay my bills so that I could continue to sing. That's what, at least that's the excuse I gave myself when I first entered it.

[00:02:30] Um, but, uh, but yeah, I've been doing it ever since it's been, it's been a career. Wow. So where you it's like singer as a kid in high school, college, everything like that was kind of what you thought you were going to do forever? No, I believe it or not. I was going to be a lawyer. Uh, so I, uh, um, I, I had only started singing my junior year of high school.

[00:02:48] Um, I had a teacher that needed another male, uh, for his choir and he's like, you do everything else. So can you do this too? Um, I had been in like evolved, I think in probably every school club that the school offered. So I was like, sure. I'll, I'll. And, uh, I just want to loving it. You know, I, it was something that I was good at.

[00:03:07] I, I had, um, you know, I tried really hard in sports and grew up playing baseball and, uh, wrestling, running. I stunk at most sports, except for, except for baby baseball. I was okay at baseball, but, uh, everything else was kind of a try. Right. I really had to try hard to be good at singing. I never really had to, it was like a natural.

[00:03:26] Um, and I w I don't know, there's something weird about me. I really like being in front of people. Uh, so it's super strange for a lot. It's a lot of people, I guess, the introverts out there, um, in extrovert land, I don't think they have a enough extrovert and measurement for me to be on that level, but that said, um, I, uh, I am, uh, being a super extrovert.

[00:03:50] I found myself to really enjoy, um, being in front of people. And when I realized that, and I was saying, Um, and being in front of people was great. When I realized I could sell, I was also like being in front of people. And so there was like this marriage of like the perfect jobs for extroverts, uh, that I seem to be going after.

[00:04:07] Wow. Okay. And I'm curious, do you still sing today or is that a thing of the past? No, actually I, so I, uh, believe it or not. Um, I have a. There's an off-Broadway theater that had, uh, reached out to me only a few weeks ago for a show. Um, I actually just turned it down cause I'm in the middle of moving. Uh, and I have another baby coming and all sorts of excitement on my aunt.

[00:04:27] So I wasn't able to take it, but no, I still very much sing love singing. Um, so it's uh, it's. I don't know. I think it'll always be a part of me. I just think what's good. It maybe I've been fortunate to say is that I don't have to look at it as like the thing that pays the bills. Cause I know many of my friends that are still doing it, it can get a little dicey sometimes.

[00:04:49] You know, this is a little more consistent than being a self. Yeah. Yeah, absolutely. I think if I may call it honestly, like just to call out, I think I started with, we all kind of fell into this role. If, if there's someone listening to this podcast that goes, man, that's me. I fell into this role. Like embrace it.

[00:05:05] Right. Like I think I had a really hard time. Uh, when I first became a sales person embracing being a salesperson, because I don't know, I had like a negative connotation in some ways in my family. Oh, you're going to be so sell things. It's like, Hmm. And like, I embraced it and you know what, and it's rewarded me for doing so I now treat it as much of a science as like practicing law or medicine.

[00:05:27] Like there is so much to study. There's so much to know to so much. To learn in terms of psychology of people, um, in terms of human relationships. And if you can become a master of human relationships, you can do anything. So, yeah. Yeah. I love that. I mean, it is very common and I think a lot of people have a hard time embracing it because it is there, they fell into it.

[00:05:46] It was their plan B or the thing that they loved doing didn't work out or what they went to school for. They found out they didn't enjoy as much as they thought they would. And it was like looking for a job, lots of sales jobs, you know, sales, there's always sales roles, regardless of roles, regardless of what the economies, you know, current state is, their sales jobs are always, you know, hiring.

[00:06:09] Um, for me it was a little different. I had like no other opportunities. So like sales was the only opportunity I had. So I fully embraced it and just, you know, made the most out of it. And I absolutely love it. I think. The best professional on this planet. Um, so, okay. Uh, well, congrats on the baby by the way.

[00:06:27] Thank you, man. Appreciate that. Yeah. Yeah. When is the, when's the new little one going to be June, June 2nd. So we have a little bit of a little bit of time, but yeah, it'll be number four for us. Ah, crazy. Wow, nice. Yeah, I got number four due in March. Yeah. All right. All right. Well, this is a, there's a little club here, I think, uh, you know, uh, young enough guys that can still have four kids.

[00:06:51] What the heck? That's interesting. Congrats, man. That's awesome. Yeah. Yeah. People still look at us. So we're crazy when you're the, probably the only person that didn't look at me. Like I was nuts when I say that before. No, no, I, I w you know, we started with twins. I don't know, but anyway, I could get into this, but wait.

[00:07:07] Yeah. Yeah. It's tough. I have twins run in my family. So every time my wife's gotten pregnant, she's super nervous until we found out that there's only, only one. Well, good for you. You rolling dice? Yeah, no, we don't even have him in our family. So it just sort of worked out that. Yeah. Wow. All right. So, all right.

[00:07:26] So I'm really curious because. A lot of people, I feel like I say, there's two places. I hear people get their start in sales a lot and sort of cut their teeth sometimes with Cutco selling knives. And sometimes it's yellow pages selling ads. And so, and for whatever reason, uh, you know, I don't know, is there is what did you take from that first sales role that kind of like still sticks with you today?

[00:07:49] Because from what I've heard, like, it's, it's a very intense, you know, um, training and, and there's a lot of value and things that you learn in a role. Well, I mean, I could talk for a long time on this, on this one. Let me first say, just mentioned. I actually personally think the very first gear sales, good guy.

[00:08:08] Was being 13 years old, going door to door with candy bars and the boy Scouts. That was my first sales gig, right? Like there was a competition had who could sell the most candy bars and you got, you know, your, your jail, you know, John Barry, you know, a ticket paid for by the trooper or whatever by, you know, helping to fundraise.

[00:08:24] But I took that into that first gig yellow pages, like, um, I man, it is, uh, when I first started. Okay. I was part of a new experiment they were doing with, um, trying to use a young talent, fresh out of college with no sales experience to go after new money. I'm trying to teach like, sort of like a fresh, fresh face, kind of the same way bartenders get started.

[00:08:49] Right. Someone's like, Hey, you want to be a bartender and they could bring him around the bar and they show it to make drinks. And then sure enough, they become a bartender, right? Like that's the same sort of thing. And he wanted to cut us fresh and the sales dev was, was around, but it wasn't at yellow pages.

[00:09:01] They didn't have a sales dev team. So this, I got started as an AA. Um, dude, there is, there is a, I give a lot of credit to the, to the small business owner out there. Um, because they are doing something very, very hard. They are being an entrepreneur at a time. Um, where, you know, there every day, every dime, every dollar they make, it means something to them, right.

[00:09:24] It's, it's a very personal business for them. Many of these individuals are very much in a skilled trade, um, or they are, you know, they're operating, uh, uh, uh, uh, pretty, you know, small team to, to go and help their local community. And like, I think like, One of the biggest pieces of learning that I had was learning how to help others understand the growth, the growth model for their own business.

[00:09:49] And I was doing this at 23, right? Like off of a training, out of a sales, like a sales training, uh, and methodology after a music degree. So I don't necessarily know what, what, um, gave me the right to, to tell some business owner had been in business 20 years, how to grow, but I was doing it right. And it was doing it well.

[00:10:09] I think that it taught me a lot about resilience. Um, in yellow pages, rejection is one of the top things I think I dealt with more rejection in, uh, yellow pages than I did in any of the SAS brands that I work with today. Right. Um, it is, uh, it is really cutthroat. Um, you know, you're as good as the dollar that you just th that you, uh, you just sold.

[00:10:34] Uh, so if you haven't sold anything while. They would, it didn't matter how long you were there, they'd walk you out. Right. So like very much cutthroat culture, performance culture. Um, eh, and then like also I got started in the business where we hide, wear a suit and tie every day to work, right? Like shine your shoes, wear your suit.

[00:10:52] Um, and like I was learning from people that have been doing it for 30 years. So I don't know, man, there was so much that I learned coming out of that, that like really helped really define what I was doing, what I'm doing today. Yeah. I think just building that mental toughness and resilience to just in a lot of cases, just keep pounding the phone, you know, finding the next opportunity.

[00:11:16] Um, I think there's a lot to be said with just, you know, dealing with a lot of rejection early on in a sales curl career and then pushing through. Um, because then anything after that is kind of gravy, right? I mean, there's other challenges, but like, if you can, if you can stick through that and, you know, cause most people give up, right.

[00:11:37] They don't make it, they give up, then they just throw their hands up and they're like, Hey, sales is clearly not for me a hundred percent. Let me just pause there for a second. There's about, I personally think 80%, if not more of. Uh, don't, don't apply. Don't apply themselves at all. Um, I think it might even be more okay.

[00:11:56] I think that if you look at a sales team, how many are actually top performers? You know, like any, anywhere I pick a pick a company, how many are top performers? Right. And it's like, it always seems to be that there's this grouping that always sit at the top and then there's like a consistent level of B players and then some C players.

[00:12:12] Right. But that, that B player. It's usually not B they're not usually be players cause they can't do the job. In my opinion, what I've seen is that they're B players because they haven't applied themselves in some way, shape or form. I'm going to get in trouble. Someone's going to message me and be like, you're wrong.

[00:12:29] But I was talking with somebody yesterday and they're like, you know, and I haven't checked this, but it sounds accurate to me. It's 67% of B2B sales reps. Aren't hitting. I mean, there you go. Right. And then, so how many are just making quota? How many are like flirting with quota? How many are then crushing quota right consistently.

[00:12:51] And this is where this is where you get into like, there's I think good reps that like can hit a quota and perform it and then there's great. And I think the great reps are like one, the 5% of all salespeople in the world. And those are the ones that just, they don't even, I don't even think they know what their quota is.

[00:13:06] They don't, they've never had the look because they just continue to sell. They don't care. They don't care. They're not sandbagging, you know, because they've already hit quota. They're just pile it on all day. It's taking names all day. If you know your product and you know, your. And it's not even product and business.

[00:13:24] If you can build a relationship and actually builds one that, that lasts a lifetime, that you can take with you wherever you go, if you can build a relationship that that is what top salespeople do. Right. And so, um, you know, it was interesting. Cause when I was at, when I was at yellow pages, um, as a salesperson and, and one of their, you know, top performers, I was, I was one of their, their, uh, their president's club winners.

[00:13:50] When I was, uh, when I was there, it was interesting because you could build relationships year over year, and many of the reps did, but it was hard to hold most of your relationships with clients, like, cause there's smaller businesses, that it wasn't necessarily something where they were always thinking about you, you were always thinking about them.

[00:14:08] There was too much volume. Um, when I think about my business today and the customers that I work with today, or like when I worked in, in any of the software firms that I've been a part of. You have more of an opportunity to work with an, a set group of people that you continue to work with throughout your career.

[00:14:24] And that's really exciting. And if you can realize that that you're going to be around these people, these people are going to be around you. You know, if you're in a profession like that, that, oh man, what an opportunity, what an absolute opportunity, right? Because now, again, as salespeople, no, one's asking.

[00:14:39] Hiring us to go and twist, arms, take names, try to close business there. They're hiring us to build relationships and be the relationship brand. If you will, for that business, that's what they're hiring us for. I think everyone tries to think they, oh, I have to sell. I have to sell. I have to sell. No, you need to help people buy and people will buy from you if they like you.

[00:14:57] That's just how that works. So anyway, I think that's a great point because. Uh, a lot of top performers understand the value of the relationship and not just the transaction, right where your B players they're in it just to hit the quota, check the box, get the deal, move on to the next one, where your top performers understand playing the long game and the relationships that can equal to bigger wins consistently.

[00:15:25] I agree. Um, I also think that there's an element of people being able to work from home now that is allowing more people to feel comfortable to be a top. I don't think a lot of people are looking at the clock the way they used to, you know? So, um, yeah, I agree with, well, I, I mean, I, I don't know, w I there's been several teams that I've led you'll lead a lot of people I've probably led over.

[00:15:48] I don't know. I've had, uh, I've, I've been a part of, uh, maybe over a hundred careers. Right. And I think that, um, you have a consistent, it's definitely, always an. You'll be performers will always be people. That'll look at a clock. Hey, what time is it? You know, man, is it four o'clock five o'clock Ooh, I can get outta here.

[00:16:06] You know what I mean? And they, they, and when you were in the office, they were always looking to see your, before your B players are the first ones to pick up their bag and close up shop. Right. Um, the full lunch got to go. Yeah. Right. You know, connect with friends. This thing's fun. And it's about the community and the culture, community culture.

[00:16:25] But your April years are always about performance and they they've known how to mix the community and culture in with just being a fricking good at their job. I think when you're working at home, there's a lot more remote work happening now. And when you're working at home, you know, you're probably looking at the clock less.

[00:16:41] Right. I know in the morning I wake up, um, I have a routine, I get, get myself a cup of coffee over at Duncan. Right. I walk over and get my kids, get them on the bus and then I'm on. Right. And then. I don't know. I don't even, I don't know how to spell lunch, let us know, let us let alone know where it should be in my calendar.

[00:16:59] Right. Uh, and if I were to look, if I were to look into my day, um, you know, many times I'll come in to help with dinner for the boys, but then I'm right back out and I'll work till eight, nine o'clock. But like, I'm not, not because I I'm, I'm like, ah, this is what it means to be a hard worker. I'm just work until it's done.

[00:17:16] Right. And I think that, that, that is what I mean is that there's a lot more of that house. Especially across top performers where they're just working until they're done, they're in a comfortable place to do so. And they're, they're enabled if you will. Yeah. And I think that a lot of say, not top performers don't know how to play at that level in a, in a way that's sustainable, perhaps.

[00:17:40] That's interesting. Uh, an interesting insight. I wonder, cause there's a lot of people pushing back on the hustle culture and burning out, and there's people that are struggling with stress and mental health around like their activity quota and all these things of dealing with all of the rejection.

[00:17:57] Right. Where, you know, I think top performers. Perform under all conditions, no matter what and can be sustainable. And they don't necessarily wear out burnout or struggle with these type of issues that are real issues for other people. You know, I make this point too, that you need to have B players as well.

[00:18:15] Right? Like as a leader, you're not always going to have a player, so you're going to need B players. Cause you're going to need some sort of consistency function, some sort of machine, um, And so there's a place in sales for B players. Uh, for sure if you're, if you're one of them, don't feel like you, uh, you should be bad or feel bad about yourself for some people that's good enough.

[00:18:35] It's good enough. You know, this is what I want to do and that's, this is what I've contributed and you know, what good, good. Uh, if that's, I think it's just a matter of understanding that like, there is a level that isn't, it's not, it's not the largest. Reach between a beer and a player. It's not some giant gap.

[00:18:54] There's not a cliff. There's no mountain to climb. Um, there's no, the separations Minuit and I think that it's a maybe larger mentally than, than anything else. It doesn't even necessarily have to be like working more or working longer hours. It's just being more efficient and totally crushing. For the time that you are, you know, in the seat.

[00:19:17] And I think there's a lot of B players that frankly just waste a lot of time, the valedictorian and med school, you know, what they call them, tell me doctor, do you know what they call the bottom performer doctor? So here's the thing, right. Okay. At the end of the day, it's a matter of like, How do you want to continue to establish your practice?

[00:19:38] Right. If you are, if you're a doctor of sales, how do you want to establish your, your practice? And that, that is in essence, the, what keeps me engaged, what keeps me dialed in is like, what do I want to do? How do I want to dial in my practice? What's what's next for my own transfer. Um, so tell me, what is it that you're working towards now?

[00:20:03] I don't know. I don't necessarily see that's the thing is so, so it's a funny question. I think if I was to tell you 10 years ago that I was going to be a vice president of sales at some company, I would, I don't know. I would allow if you were to tell me that I would have laughed. Right. Um, um, because I don't, I don't necessarily know that I've ever played my game that way, where I've planned it.

[00:20:23] Um, I think that what I've known is known to work with. In every transition that I've had is I'm not looking for the next thing. I'm keeping my head down. I'm working hard and focused on what it is that I need to get done. And as long as I accomplish that job and I do it well, I know someone's going to notice.

[00:20:41] And if nobody notices, I know I'm going to notice. I know because I'll, I'll see it in my results. I'll see it in my paycheck. I'll see them, whatever, I'm, you know, we're, we're in a performance business. So if I'm doing right, I'm going to see it. Um, and I think that as long as I've ever worked that way and stayed that kind of grounded and focused, I've never had the plan because there's always been something there with someone saying, Hey, have you thought about this?

[00:21:03] Or, Hey, would you consider, why would you want to do Z? Right. And, and it's, um, it's allowed me to say yes to a lot of different new opportunities, which has been exciting. I think that, um, that's the, that's the. Um, I had a boss. Why, why I transitioned to management pretty early in my career. It was like a year three, and I saw it right.

[00:21:25] I really wanted to be a leader. Um, and, uh, and the reason why it was because I knew that my, um, my skillset aligned really well. Uh, towards helping others. That's what I liked to do. I was planning to be a teacher. Really. That's what my undergrad, I was in music ed. So I really wanted to be a teacher. Um, and then like, I didn't like the school districts or whatever.

[00:21:46] So I, I transitioned away from that idea, but it's you, you can't remove the teacher from the teacher, right? Like once you, once you're a teacher, you're there. Right. So I, I, I loved helping others and I wanted to continue to have that kind of opportunity. Um, I think that that is. Uh, I think that that is what, um, maybe defines my life has defined my career in a way, is that as I've just focused on the things that have.

[00:22:14] Mattered most to me. And by doing that, I thought other opportunities open up that I dunno, I wouldn't have planned, so, so, wow. Okay. So you went to leading a team fairly early on? Yeah. Yeah. About three years in. I saw so sorry. So you're right. So I, I sought that out, right. I made a mistake by seeking that out.

[00:22:36] And when I say that, I I bit off, more than I could almost chew. I swallowed it fine and I did well, I want to be successful at it, but there is a good seven or eight months there that I was struggling like home, man, what did I do? Right. I remember I walked into my first dude. I walked in my first team in New York city at yellow pages.

[00:22:54] And I remember I was supposed to do a ride along with one of the reps and she had been with the company 19. And she, Julie, I'll never forget this. And Julie took me out. We're going to go see an, a, a auto repair shop. And so we get into her car and we're driving out to the auto repair shops. She goes, so Brian, she goes, I'm, I'm excited that you're here.

[00:23:10] Um, how long have you been with the company? I'm like, uh, two and a half years. She goes, what did you do prior to that? I was like, I was in school. She's got it. She was, well, you know, I've been with the company nine years now. So what am I going to learn from? And I went, I don't know. It's a great question. I think I'm the one doing the learning today, right?

[00:23:27] Like it was a really humbling. Um, and so I had a lot, a lot to do to earn my right to lead and, and I would have had probably less work in that regard of earning my right to lead. Had I allowed myself to accomplish that level on its own instead of seeking it so heavily and focused as I did. Um, And ever since then, I have allowed myself to step into something that someone else has offered me based upon the work that's been that's been done.

[00:23:54] Um, and that has been, that has really made the difference. Yeah. I think that's a great insight because I think a lot of top performers. I think they want leadership or managing a team. And that's a hard transition to go from, you know, an individual contributor to then managing people. And it's definitely not for everybody.

[00:24:15] And you know, somebody who has a passion for teaching people, uh, like yourself, Could could be a great leader, but others who are just wanting to do it, because it seems like the next logical career path. Um, sometimes it doesn't work out or if you get into leadership, cause you think it gives you power or is it you're closer to the top.

[00:24:39] You just signed up to have more response. You signed up for everyone's responsibility, not just you, not just your own right now. You're responsible for several people's output, not just an end. Here's the. You don't get to control that person. So they're going to do what they want to do. You have to learn how to lead.

[00:24:54] It's a, you know, it's, it's a whole nother gamut. Oh yeah. It's a whole different set of skills, you know? And I think the common misconception with a lot of top performers is like, why can't everybody just sell like me and wake up, but it doesn't work like that. I think I, um, it was something that I had in the back of my head when I first got started was like, bye, I know how to do this.

[00:25:16] Everyone should just do it the way I did it. And it's like, you don't get the, that's not how that's not leadership. That's management. Right? Like, and that's a little different, you know, you can be a manager if you want to be, but if you want to be a leader and you want to actually inspire others to perform great, you need to find a way in which you can connect with them.

[00:25:33] Yeah. Yep. All right. So tell, talk to me a little bit about, you know, your current role, what you're doing, uh, things you're working on, things like, well, I'm over at Saster now, if you're not familiar, uh, and you're listening to this Saster is the world's authority on helping scale your SAS business from zero to a hundred million dollars with the largest community for executives, entrepreneurs, uh, and, uh, and founders.

[00:25:56] Um, and what's exciting about. Is, we are working every day with some of the most exciting SAS categories and businesses, um, and helping them bring their brand. Uh, and it's a life in the SAS community, right? They're claiming their space and in their category or in their spot and they're coming and be a part of our community to do it.

[00:26:17] And so I work everyday with that. I have a, I'm the vice president of sales at Saster. I have a small team. We are a nimble team. Um, we'll do you know, uh, Uh, we'll, we're, we're four people on the sales team. Um, but we will do, uh, several millions of billions of dollars, uh, this year in sales. Right. So like what's cool.

[00:26:38] I'm not, I'm giving very vague specifics cause I'm not sure if, how much of that is public. Um, but what, what I, what I will say is that, uh, it's, um, it's exciting, uh, to be a part of a team. Because the company's only about nine people, big everybody's an owner and everyone's responsible for doing their work.

[00:26:59] And then some, um, when there's no room for mediocrity on the team, which is a very interesting world to live in. Um, and so, yeah, that's what. Wow. Okay. And so what is, how are the ways that, uh, people are engaging with, you know, Sastre, uh, in the community? Like, is it through events, education, training, like, tell me a little bit more about, I love that question.

[00:27:21] So there's several ways in which people engage with Saster. Um, and then we have everything from Saskia university, which is like a, a foundation learning ground for you to, to learn how to be and learn the best ways to found your company. Right. There's classes, there's there's community network of people to go and ask questions to it's it's, it's a pretty cool place.

[00:27:39] All the way to our content and blog. We were founded by Jason Lumpkin, uh, who is a several time founder that scaled the business from zero to a hundred million dollars. His most recent was EchoSign, which was acquired by Adobe in 2012, become Adobe sign. And Jason started writing content after that acquisition to help founders learn what he did.

[00:27:58] Through doing this several times. Um, he went in and it's, all of his content went viral. He built a community around it, and he's had several meetups ever since which have become events for us. Um, so we are a community that, that we're a community that allows founders and executives and entrepreneurs to learn in one place.

[00:28:16] Uh, through the content that we produce and Jason produces. Um, but then on top of that, our vessel, by which we help that content get out there many times is our events, um, is our meetups, uh, because these are the places where brands can bring the life what's really happening in, and the real-time learnings that they're facing.

[00:28:35] Wow. Awesome. And if people wanted to learn more, what's the best place in, what can we include in this, the show notes for them? Oh, I love it. Um, well, first and foremost, if you want to learn more about Sastre, you got to check out saster.com. That's S a S T r.com. You can learn more about there if you're interested in potentially sponsoring a, an event or bringing your company to the event, um, by all means you can reach directly out to me, um, on LinkedIn.

[00:28:59] Uh, so. Look me up it's Bryan, B R Y N L Sesser ELs, C S S E R. Um, and you can really, it's probably the best one I'm on that thing. Probably every five seconds. So he's way to get it. Uh, and then lastly, I encourage everyone. I mean, it's free. Um, if you're a. You know, a manager trying to seek help and guidance, a director, trying to know how to grow your division, a, a vice president thinking about the future or a founder out there of some kind, um, or anywhere in between.

[00:29:30] Uh, you should totally go check out SAS university. It's a, it's a breeding ground of great content and ideas. And I think it's, um, it's a place to go learn and understand what you. Awesome. We'll include the links there in the show notes for everybody. If you enjoy today's episode, please write us a review.

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