Sales Hustle is now Sales Transformation
Feb. 11, 2022

#245 S2 Episode 114 - From Selling Car Rentals to Selling IT and Building a New Territory with Brice Ulrey

In this episode of The Sales Transformation with Collin Mitchell podcast, Collin talks to Brice Ulrey. Brice cut his teeth as a car rental salesperson, went through the ranks and became a sales leader before eventually starting his own company. His years as a sales leader prepared him with experience in managing people and building new territory, skills that he now leverages as an entrepreneur.

Brice believes in the servant leadership mindset, and in taking that leap of faith, even with considerable risks on the horizon. After all, at the end of the day, you miss 100% of the shots you didn’t make.

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  • From car rentals to running an IT Solutions company
  • The difference between B2B and B2C sales operations 
  • Don't be scared to ask for advice 
  • Going from top sales performer to sales manager isn't a picnic
  • Adopt a servant-leadership mindset 
  • Catching the entrepreneurial itch
  • Consider investing in yourself and take that leap of faith


Brice: "Everyone doesn't have to like you and want to hang out with you ad have drinks with you, but they have to respect you. And each person, you gain that respect differently."

Brice: "A lot of sales managers that come in and try to lead with authority fail. Because at the end of the day, sales people know that they're the fuel to the organization. You have a top salesperson, if they treat everybody with respect and they're good to the company, they could call the CEO and be like, here's what's going on. They have a lot of authority, I mean, they're bringing in the money."

Brice: "I know a lot of salespeople that do well and they invest in real estate, they invest in the stock market, they invest in all these different things to grow that. Hey I've got a big commission check, what do I with this money? My salary is kind of paying the bills, what do I do with this money? And when you really think about it, like you're investing in Microsoft and Apple, and real estate property, whatever rental property, right? Think if you invest it in yourself. Think if you took that pot of money and said, I'm gonna start a business. Worst case scenario is that you might lose the money just like you might lose it in a speculative stock."

Learn more about Brice in the links below:

Learn more about Collin in the link below: 

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

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[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 today. I've got Bryce alre with me. Bryce's uh, one of the managing partners over at. AHPRA Cola, an it trusted advisory firm in Charlotte, North Carolina, uh, Bryce has been assisting clients with it solutions for the past nine years and comes to this firm, helping them lead sales team and, uh, at his previous organizations.

[00:00:50] Um, so. Bryce, welcome to the show. How are you doing welcome all the listeners call color. Yeah, that was, I stumbled on that one a little bit, man. That was a bit of a mouthful. Uh, I was struggling enough with your last name and then you threw in and the company name is little challenging. Um, we'll drop the link in the show notes for everybody that wants to check it out here at the end of the show.

[00:01:14] But Bryce, take us back. Where did your sales journey. Uh, my sales journey. Let's see. Uh, I started out of college at enterprise Rent-A-Car, so I was running, uh, starting their management trainee program. And, um, ended up, you know, running some of the branches as an assistant manager and then a branch manager.

[00:01:37] Um, little bit of like B to C sales there. Right. So selling like their insurance products and selling people on upgrades and selling people on, you know, why rent here versus the enterprise down the street. Right? Yeah. But, um, then I got an opportunity to get into B2B sales, uh, in their fleet division. So I was an account executive for interplay enterprise, uh, fleet.

[00:02:04] What we did was, um, We would offer vehicle leasing programs to large companies. So one of the, uh, I moved out to San Francisco when I took that position. And, um, it was cool because companies like Google, Facebook, I got to work on and they were renting cars from us for their, uh, driverless car. Uh, Program.

[00:02:33] So they were testing out driverless cars in our cars. Yeah, that was cool. Um, so I did that for a while and I'm, I'm, I'm an east coast guy. I was born in Virginia, had a lot of friends on the east coast and the west coast was cool, but just wanted to get closer to friends and family. So I moved to Charlotte and I started an it sales at a company called service express.

[00:02:54] So I was an account executive there. Um, they had just opened the Charlotte market. Um, You know, maybe about a year, maybe a year and a half, didn't have a ton of success. So I started there, I think we had like six or seven clients and just grew it, um, referred a bunch of my friends and said, Hey, you know, this it sales and data centers.

[00:03:16] And you know, this is, there's a lot of money to be made here. Uh, referred a lot of people grew up in that company took over as a sales manager. So I got, you know, first time like leading a sales team was there. And then from there, um, got promoted to director of sales. So I was basically running pretty much the east coast, like New York down to Georgia, um, had managers and salespeople underneath me, but.

[00:03:47] From there, you know, we, you know, me and a colleague of mine just decided that, you know, maybe we could do something else, you know, maybe we could start a company. So that's where we landed today, but that's kind of my sales, sales journey. Okay. Interesting. I've always heard that enterprise has a great sales training program.

[00:04:08] Tell me a little bit about the program that they have there. You know, it was great for me because, um, you know, out of school, I didn't really know what I wanted to do. Whereas my dad was in sales, uh, been in sales 20, 30 years. I thought I wanted to do that. You know, I thought I wanted to get into business, but I didn't really know where to start.

[00:04:32] Right. And you know, the thing about enterprises, it's a lot of people that are your peers. It's younger people everybody's kind of coming up together and it was just a great experience. Right. So learned a lot about business, learned a lot about running a branch. I mean, these enterprise branches, they do.

[00:04:51] Hundreds of thousands of dollars in rentals a month. And you're 25 years old, like looking at a P and L trying to figure out, you know, okay, we're renting cars for this. Maybe we need to raise our rates. Maybe we need to do this, do that. I mean, you're running a branch. It, you know, for me, I was what, 25, 26 years old running a multimillion dollar location in Washington, DC.

[00:05:12] So it's great. I mean, they give you the tools to. Make a career. And a lot of people leave enterprise and they have very successful careers because I think that at a young age, they get a lot of autonomy. Right. And a lot of business training that, you know, you don't necessarily get. So, um, and then sales stuff too.

[00:05:32] I mean, you're selling, uh, it's more B to C, right. But there's a B2B element to the. But if it was great, it was a great experience. It was a lot of hard work. Like it's not, you know, it's not easy wearing a suit and tie and washing a car in 90 degree weather in Washington, DC sweating your ass off. But, uh, yeah, you know, it kind of humbles you a little bit.

[00:05:56] I'd say like it's, it's good. I always think, yeah. You know, I mean, my limited experience with enterprise, right. You know, you're coming out of the airport, you know, maybe you haven't booked your car and you. 26 options of where you're going to get your car. Right. Like, you know, so how you know, and, and the tip a lot of people, I mean, a lot of people just go with what they're comfortable with have used to, that might be the case.

[00:06:25] Right. But then there's always the, the guy or gal that just likes to do. You know, and they're like one desk then the next decks, the next desk. Right. I'm sure you you've seen those people. Right. How do you deal with people that are just really, you know, price? Um, very price conscious. Uh, I did work at the airport.

[00:06:46] I worked, uh, I saw, I started. At, in Virginia Beach, Virginia at enterprise. And I worked at the Norfolk airport, Norfolk, Virginia airport. Yeah. And yeah, there were eight kiosk. You could rent a car from eight different places and they'd come to the desk and be like, Hey, you know, the rate down there is 1999 and yeah, well, ours is 29 99.

[00:07:06] Like there's really, it is what it is. Right. I mean, there's really, I mean, we had a little autonomy to like make a deal, but at the airports, man, it's all about Joe. Give people in cars, like we don't have time to wheel and deal that much. That's more for the branches. Our rates are set like this is where we're at.

[00:07:24] And honestly, Collin, like nine times out of 10, our rates were within a buck or two of our competition because anybody can go to like rental and say, you know, Norfolk airport and see what everybody's prices are. They were all about the same, depending on, you know, demand and how much I'm sitting and how busy the home city branches.

[00:07:44] Did they have any like, uh, training around like upselling across seven? Yeah. Upselling people, you know, they, a lot of people, like you said, they want the cheapest car, so they get there and you've got this like little Ford focus and you're like, well, here's your car? And they got, you know, they kind of get this look like, oh wait, that's my car.

[00:08:01] I'm a six, four guy. You know, I'm like, well, dude, got, I got this SUV over here. It's got a lot more room. It's only $15 more a day. It only costs you 50 more bucks. And they're like, yeah, let's do it. Like, um, so. A lot of that. I mean, You know, a lot of people wanting to, you know, there's, there was always a car on the lot that was like the nicest car, right?

[00:08:22] Like a Mercedes or something like that. And people would come in and be like, how much do you know how much for the Mercedes would be like, well, you're $20 a day right now that car is $80 a day. Right. And they'd be like, oh no, I can't do that. And then they want the $80 card for the $20 price. Exactly.

[00:08:39] Yeah. But we would always set, you know, we would always kind of set up a nice car, kind of. Right next to the branch. Everybody had to walk by it. Right. And like, whoever rented it for you to have 75, 80 bucks a day, kind of got a, you know, a nice shear. And then we go find the other nice car and kind of park it, you know, a Tahoe or something right there by the front.

[00:08:59] So they could see it and walk past and be like, I got this over here, if you're interested. Right. So I mean, B to C sales, right? It's not nothing very strategic, just. Smile and, you know yeah, yeah. Learning how to deal with people. Right. Which is, which is a skill. Right. So I'm curious, um, you know, after, you know, doing that for some time and then kind of moving into more of a B2B.

[00:09:26] Um, you know, through the, the leasing for like companies, like you mentioned for Google and stuff like that, how has that transition of going from like a, maybe high volume, more transactional type of relationships with the, in the B to C uh, to more of a B2B sort of sales, uh, you know, experience? It was tough and it was eyeopening because in bead, I think in B to C sales, especially in a retail environment, you get used to, um, Using your personality to just kind of make money and just, you know, like, Like you said, you learned how to talk to people.

[00:10:04] You learn what works. You, you get in a groove throughout the day and you're just, you know, again, quick transactions and well that didn't work, but you know, I'll try it again next time and be to be, um, you know, I went from somebody walking into the office being like, Hey, you're in a Corolla. Let's talk about how we get you into this Tahoe.

[00:10:22] Versus now I'm calling a CFO being like. Hey, I'm 27. And I want to talk to you about, you know, leasing instead of buying all those trucks you have at for the, uh, for the construction company, you have, let's talk about leasing 50 trucks and how that's going to work and the TCO analysis and all this. And it was tough, right?

[00:10:42] Like you got to, instead of being, you know, nice, funny, and happy go, lucky person. You got to kind of be serious and sell and why the heck I'm a CFO of a multimillion dollar company. Why am I going to spend 30 minutes to meet with you? So a lot of like, um, a lot of phone prospecting training, right? How do you talk on the phone?

[00:11:09] How do you, how do you use what you say and your tone and, um, you got to get good at. You know, you've got like, what, what did they say? 15, 20 seconds maybe to get somebody's attention on the phone. Like, how do you, how do you use your, the way you're talking and you know, your tone and. Have them meet with you.

[00:11:29] Right. So it was a lot, it was a lot, uh, a lot of growing pains them. Yeah. Yeah. I mean, there's a whole, you know, framework around what, not necessarily what you say, but how you say it. Right. You know, I'll say, you know how you say it is even more important than what you say, um, in, in, in that there, but it, so how would you, you know, you mentioned that, that, you know, Transition was, was somewhat difficult.

[00:11:57] Um, was there a time where you feel like you kind of overcame some of those challenges and you know, what did it take to start to be successful in that role? A lot of what I did is I looked at the people in my office that had been doing it a long time and I just knocked on their door and I know they didn't really want to talk to me, but I just said, Hey, like, what do you say?

[00:12:19] Like, Hey, I'm saying this, like, what do you think? Or, um, You know, do you have a script? Let me, let me here. I'm going to, I'm going to be the CFO on the other line. Let's role play for a second, right? And like, not worrying about, um, man, this veteran guy, he's making a bunch of money. Like he's, doesn't have time for me.

[00:12:39] Like. I found that a lot of the veteran reps, like they, like, you know, helping out the new person, they like, you know, spending time and training you. So a lot, a lot of training, a lot of, you know, spit balling, right. And saying, Hey, how's this working? How's that working got a lot of advice. And I took a lot of advice.

[00:12:59] Right. You know, a lot of people ask for advice and they, you know, okay, well that might work or whatever. I mean, that took a lot of it. Right. I mean, these guys, fleet sales was very lucrative for. I know some people that are still doing it right, like 10, 15 years later. And, um, to answer your question, you know, just leaning on my peers, I think it's tough when you're new and there's a lot, probably a lot of people listening to podcasts that are new, but going to those people that are having success and taking their advice, I think, and, you know, working with them and.

[00:13:35] Honing your skillset, I think helped me out a lot. Yeah. Yeah. I mean, it's tough to, to ask for help, right. Especially if you maybe come from, uh, another company or another, you know, division or another role where you were, you know, successful to then starting all over. You know, learning, uh, you know, new product, new service, you know, going from B to C, B to B lots of changes.

[00:13:58] Like your basic or starting back, you may have learned a thing or two, but you're kind of starting back from scratch. Right. And I think, um, you know, a lot of people have a hard time asking for help, but like you said, uh, you'll be surprised a lot of people want to help you people actually, um, You know, enjoy helping others.

[00:14:18] Right? And so if you need help with something, you got to sorta take owners. To be able to be successful in your role, right. You can't just, you know, rely on whatever the bare minimum training is. Um, but you know, asking your peers, going out there, training role-playing, you know, testing new scripts. Um, I love all of those things.

[00:14:38] All right. So then, uh, correct me if I'm wrong, but I think from there, you said then you, you moved, uh, you moved back, you know, um, and, and started with an it company. Uh, sort of, you know, in a new territory with only had like six clients and built that to what, uh, while you were there. Oh man. Um, you know, maybe it's six or nine clients.

[00:15:01] Um, me and, uh, me and the sales manager started at the same time. So we were both new. Right. So we were starting off. I'm still one of my mentors today. His name's Barry Jillian. So we started together. And, um, really just build Charlotte up. Right. He was looking for good salespeople. I was able to connect them.

[00:15:25] I had a decent network in Charlotte. I had a friend that moved down, um, I was like, man, this guy would be perfect for sales. So I'm kind of trying to hook him up with people that he trusted me. Cause he, you know, I kinda got off to a hot start. Right. Um, built it from probably six clients. I think, you know, when I left the company, we were well over 200 plus, um, just out of that office.

[00:15:50] Um, out of the Charlotte office. So, and a lot of that, you know, the company enabled a lot of that too. They took some investment, uh, took some PE money and it was a good, you know, a lot, a lot of times I know that people have, uh, salespeople, private equity comes in and it's. It's kinda tough, right? It's like, Hey, they're changing everything.

[00:16:08] They're changing my comp plan. They're, you know, they're paying us less. It was actually the opposite. Right? Like PE came in and invested in the company. It was enabling people to make even more money. Right. It's like, Hey, we're going to rocket ship this thing. And we grew from, I think when I started, we were 30 million.

[00:16:23] When I left, we were probably 130 million. Right. And like, you know, five years. Right. So it was a good experience, but yeah, we grew. This is good. Wow. It sounds like it was a bit of a wild ride. Huh? It was, uh, it was wild. I credit the leadership definitely at the company because we grew like that. But because they took the private equity money, we, you know, I mean, you grow like that.

[00:16:50] Every company has growing pains. Right. You grow for four X over five years. Like there's growing pains. I think the company did a good job with the growth. They overhired, you know, they made sure that support was there. Customer service was number one. And that was cool because when I was at enterprise, the customer was king, right?

[00:17:08] Like they have something called an Esq score or customer service score. And if you don't have good customer service scores, like you can't get promoted, it doesn't matter if you're making the company. Millions and millions and millions of dollars. If you don't qualify with your customer service rating, you're stuck, right.

[00:17:25] You can't advance with the company. So that kind of customer service culture going from enterprise to service express, um, they embodied it as well. So it, it resonated with me and it was easy for me to sell, right. Because I knew I had a lot of support on the backend and I knew that they were going to support the customer.

[00:17:41] So, um, it was a good ride. I mean, Yeah, we grew like crazy, a lot of growing pains, but it was, uh, it was a great sales organization for, yeah. And then I think you mentioned you kind of got promoted what, twice, twice over there. Um, yeah. Tell me a little bit about, you know, your first role, um, as a leader, leading a team.

[00:18:04] Yeah. So going from like a good producing salesperson to a manager is a. It's hard for a lot of people, right? That's an, that's an understatement. It's an understatement, right? Like everyone thinks like, oh, top sales guy or top salesperson, right. Just let's make them a manager. They'll they'll show everyone else how to do it.

[00:18:25] And it doesn't work that way. Right. So it was tough. I mean, I think one of the toughest parts for me was, um, going like I was with my peers, right. Like I was on the team as an account executive. The next day, Hey, by the way, like I'm now the sales manager, right? Like I get promoted and now I'm leading my like colleagues, right?

[00:18:50] Yeah. And you know, like going back to the enterprise experience that happens so often, right. You're an emcee next day. You're an assistant manager next day, you're running a branch. Like you're always just kind of working with the same people. So I've been through that before, right? Like been through, Hey, we we're working together.

[00:19:09] And now I'm, I'm a, I'm a leader right in this branch. And some of that experience kind of helped me on the service express side. Um, you know, really, uh, I got some really good advice. Um, You know, everyone doesn't have to like you and want to hang out with you and have drinks with you, but they have to respect you.

[00:19:31] Right. And each person you gain that respect differently. And honestly, my first job. Um, when I became manager, it wasn't like, okay, we're going to do things my way. We're going to like, we're going to, here's how I did it. And you need to do it this way. I just really did kind of a, a world tour. We, our, our, our region was Virginia, um, Virginia, North Carolina.

[00:19:54] We had an office in Charlotte, Raleigh and Richmond. I just did a world tour. I float to Richmond, met with those guys, sat down, had drinks, had launched, got to know them better. Kind of explained to them, I'm just here to, you know, help you guys. And I want to, I want to see you be successful, right? I'm not, I'm not kinda leading with, uh, you know, out of fear, out of, uh, you know, I'm in charge kind of thing.

[00:20:19] It's more of I'm here to enable you, right. Abe. Have success. And I think a lot of sales managers that come in and try to lead with authority fail because at the end of the day, I mean, salespeople listen to your podcast, right? Like salespeople know that they're the fuel to the organization. Right. You have a top salesperson.

[00:20:41] If they treat everybody with respect and they're, you know, a good, good. They could call the CEO and be like, Hey, here's, what's going on? You know, like they have a lot of authority being, I mean, they're bringing in the money. Right. So having that kind of servant leadership mentality, I think, especially as a sales manager, right?

[00:21:00] Like I'm here to serve the sales team, that tone and that, um, the way you do. As a, as servant leadership style for it, a lot of books on servant leadership, like that works really well with sales teams. And that's what I did when I, when I transitioned. So, and that's such an important piece, right? Because it's the exact opposite of what happens, what you, what you mentioned, you know, um, that you didn't do, right.

[00:21:27] It's so common. Top producer, top performer, top sales person, promoted to manager. You know, whatever the case is and they think, Hey, this is how I sell now. I just need to get everybody, you know, I'm a top performer, everybody needs to sell, like me, everybody should be motivated the same way that I am. And then there, you know, typically, you know, uh, Uh, causing a lot of, uh, wreckage in the process of that, um, with the team and the morale and the culture and everything, while also wanting to rip out their hair because they just don't understand, like, why can't you sell like me?

[00:22:04] Um, and it just doesn't work like that. You know, people are just too dynamic and you really hit the nail on the head. There is, uh, as a leader, you know, the same way as a seller, you serve your customers. Yeah, you serve your team right. And really enabled them. Um, and so I love that you brought that up. So tell me, you know, after, you know, uh, you know, getting sales, leadership experience there, um, you know, when did you guys then to start, you know, to set up your own shop?

[00:22:33] Yeah. So, um, you know, I got to, uh, you know, not quite executive leadership. I was director of sales, uh, run the east coast and. Um, one of my, one of up callers, uh, could have found her as other managing partner, Aaron Bach, um, very entrepreneurial spirit, right? Like he was. He, when he was at service express, he basically ran his own business.

[00:23:01] Right. Like he, his clients, he did everything for them. He had his, you know, 5,000 clients, whatever, however many there were. Yeah. Um, and he just had this entrepreneurial itch. Right. And he talked, we, we talk about it, you know, I mean, look, salespeople. You'd be lying. If I know salespeople, look at each other all the time and say, man, what if we just did this ourselves?

[00:23:22] You know what if we, I mean, people having a beer, right? You're talking about it. How do we do this? How do we do this? A lot of people don't right. Cause salespeople, they're making a lot of money. It's a lot of risk going from a, you know, good money top producing rep down to zero. Right. So for us, I mean, the time came, we were losing, we had a lot of talent on the team, right.

[00:23:43] And that talent was getting poached. Right. Companies like Nutanix, pure storage, like they were coming in Presidio. They were taking a lot of our good reps. CDW. Another example is we we're losing a lot of talent. Right. And. You know, we, Aaron and I had CA you know, we talked and we had this idea and, you know, I, I got to really understand that channel a lot at service express.

[00:24:08] Cause we started a channel program and then we started investing more and more in unmeet with these other companies. And they're like, well, we sell through the channel. And I started to really understand like, what's the channel? Like how did these people sell our services and what are the margins? And let me do some math here and how would that work?

[00:24:25] Right. So. Uh, you know, one of our top reps, uh, He, and I remember it to this day, he had his cardboard box right. Filled with this stuff. He was one of the top producing reps. He walked out the door, said bye to us. We wished him, well, right. He walked out the door, it was just me and Aaron in the office. And I went in his office and I just said, man, like, let's just whiteboard this.

[00:24:50] Like let's, let's get on the whiteboard. And like, let's, let's, let's run through some math. Cause I, I had been up all night kinda, you know, how would this business work? And, um, You know, just doing some quick math and some numbers, and we got on the whiteboard and I just said, look at this, like, do you think we could do this?

[00:25:05] Right. I'm starting to write out numbers. Like, what if we did this every three years? Right? Like, we've both done well here, we've got, you know, some money saved up. Like we can invest in this business. We could, we could roll this out. And our ultimate goal, like what if we made a two, $3 million a year business in like 5, 6, 7 years, right?

[00:25:23] Like that would be great. We hire a couple of admin people and we just run this little small business and like, We, we tried this out and he was skeptical, man. Cause like, again, we're we're doing well, we've run a good company. We're making good money. Right? Like it's, you know, a lot it's, you know, we're like, what are we thinking?

[00:25:45] Like, why would we go, why would we go do this? Yeah. And I th I think what sold him, as I said, you know, cause again, we had God, we had companies beating down our door to hire service expresses. Reputation in the market, right? Like entry-level it, sales job. You'll learn a ton about data centers and infrastructure and how, how the, it works, how the channel works.

[00:26:05] And then, you know, you're here for a lot of honestly, a lot of people were there 3, 4, 5 years. And then they upgraded to like a Presidio, CDW, something like that. So I told him, I said, Aaron, you know, like worst case scenario, right? Worst case scenario, what happens? We try this out for a year. We make no money.

[00:26:22] Like we bomb. Right. It does not work. We can't run a business. You'll go get another sales job at CDW. I'll figure out what I'm going to do. We'll just go get another sales job, because I don't think anybody's going to fault us right before. Having a kind of a year gap on our resume trying to go do it ourselves.

[00:26:41] Like, I, I w I didn't think it was going to be a resume, um, burn. Right. I didn't think like, people would be like, oh, you haven't worked in a year. It's like, no, no, no, we, we were starting a company. It actually did work out, but that's why I'm here, but that was kind of. That was the tipping point that he said, you know what?

[00:26:58] You're right. Like, I don't really have much to lose. Right. Like, let's, let's try this out. Yeah. I mean, sometimes you just gotta be willing to bet on yourself. Right. And take that, take that risk. Um, I love. I process things in a very similar way where, um, you know, sometimes making business and then, you know, there's a whole learning curve of entrepreneur journey, which that's a whole nother episode, another episode, um, what not to do when you start a new business.

[00:27:28] Yeah. That's maybe not a whole ed, but as a whole podcast, uh, Um, and so, you know, you've got to bet on yourself and I love how you process that because I'm very similar. I was just like, Hey, what's the worst. You always play that out. Like, you know, something that's like, eh, is it a little risky? Don't want to do this, try something new, whatever it is, uh, know in a business context, um, I'm always like, all right, what's the, what's the word?

[00:27:52] Possible scenario, like what's the worst that could happen. And then if I, you know, kind of think about that for a second and I'm like, eh, if that happened, I'd be okay with that. That's fine. Right. Nobody's going to die. You know, it's not going to, you know, uh, you know, turn out, totally, maybe turn my world upside down and like, what's the worst case scenario.

[00:28:10] And if I can live with that, then you got to just move forward and, you know, get into action and take that risk. And like, I know there's probably a lot of people in your podcasts. Are you have top performers, right? And let's, let's like, they're making good money. Right. And they've got money in savings. A lot of them invest, you know, I know a lot of people, salespeople that do well that invest in real estate, they invest in the stock market.

[00:28:33] They invest in all these different things to grow that, Hey, I got a big commission check. What do I do with this money? Right. Like I'm, my salary is kind of paying the bills. Like what do I do with this money? And. When you, when you really think about it, right? Like you're investing in Microsoft and apple and, uh, and you know, a real estate property, whatever is rental property, right?

[00:28:55] Like think if you invested in yourself, right? Think if you took that money, that pot of money and said, I'm going to start a business. Worst case scenario, right? Is you lose the money just like you might lose it in a speculative stock or like a, you know, Hey, my buddy, you know, thinks the stock's going to go through the moon or whatever.

[00:29:15] Right? Like, think if you think about it, like I'm going to invest in myself, you put it in terms of like, I'm going to invest this money in myself and see if I can do it. You really start to think like, yeah, Would I invest in myself. Absolutely. I know I'm a, you know, I'm a top performing person. I'm a top performing rep.

[00:29:33] And like you said, like I've interviewed people while I was at service express while I was at up Kala, um, that started their own business and it didn't work out. I never like on the resume, like I don't fault people for that. Right. Like I don't, I don't look at that like, oh, well, you know, they, they must not, you know, be that good because they started a business and it didn't work, man.

[00:29:58] Like you said, we could, we could do. Podcast series on starting a business and what happens and all the stuff you don't think about. Right. But, um, I think people having the guts to go do it, I think it's actually a positive, right? Like, Hey, they started a business. It didn't work out, but at least they had the guts to do it.

[00:30:15] They believe in themselves. Right. Like they believe that they can do it. So I view it as a positive, but yeah, it's. It's a leap of faith. Yeah. I mean, I mean, I think that the, the thing there, the key takeaway there, right, is that. I would say anything, anybody who's maybe wanting to go down the entrepreneur road, side hustle, whatever sales is, the number one skill you need is all the other stuff.

[00:30:46] Hard, difficult, challenging, probably things you don't enjoy doing. Yeah, it is. But you figure most of that stuff out. Will you make some mistakes along the way? Absolutely. Um, you'll start to figure out what you're good at, what you're not good at, what you absolutely don't want to do, and somebody else should be doing, uh, you'll figure all those things out, but you know, if you can sell and sales is your background, then you'll be.

[00:31:11] Yeah, this isn't my quote. I think I heard it on shark tank, but sales cures, all business was right. A hundred percent. Like if, okay, let's say you're the best sales person ever, and you start a business and you can't do accounting. Well, guess what? If you sell enough, you can pay somebody to do all your books.

[00:31:28] And it's even easier these days, right. To find talent anywhere and, uh, you know, affordable. And, uh, you know, we like to say over here at sales CAS, we got two departments, we've got sales and we've got sales support. You know, people got to bring business in. People got to keep them here, you know? Um, well, Bryce, this has been awesome, man.

[00:31:48] Thanks so much for coming on. I really enjoyed learning more about your story. Definitely some good learning lessons there, any final thoughts, and where's the best place for people to get into your world? Uh, the best place to get into our world You can check us out. Um, we've we've got a. Bunch of services.

[00:32:04] We're heavy in the cloud data center. We have a great security practice. We can help with connectivity, voice, you see CC contact center. Um, and we also help with some managed services as well. So check us out. We're vendor agnostic. Um, we help you with the evaluation process narrowed down to providers that that meet your needs.

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