Separate Yourself From Everyone Else And Be The CEO Of Your Own Territory With Ryan Reisert
How do you separate yourself from everyone else? In this episode, Ryan Reisert, Sales Director at ConnectAndSell, Inc joins Chad Burmeister as they dive into being the CEO of your own territory and success, separate from other people. Ryan and Chad talk about some of the major issues in 2020 and how sales have come together more than ever. With the crisis at hand and companies needing more direction, they share their thoughts on the heightened roles of CEOs and the difference between peacetime and wartime CEOs. Tune in and learn how you can differentiate yourself and be the CEO of your own space.
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Separate Yourself From Everyone Else And Be The CEO Of Your Own Territory With Ryan Reisert
I've got the coolest guest that I've had. Ryan Reisert is the former CEO of The Sales Developers, and the Sales Director at ConnectAndSell. He works for a company that's close to my heart. Ryan, welcome to the show.
I'm excited to be here, Chad, thanks for having me.
I do have the t-shirt that I wore on a cruise with me when we were still able to go on cruise ships at the end of the summer of 2019.
I forgot about that. That's awesome.
What we're going to talk about, I'm going to have to give a shout out to MJ Shutte, who is my former VP from Riverbed Technology. Separate yourself from everyone else and be the CEO of your own territory. We're going to get into that here. What's changed since December 31st, 2019? Doesn’t that seem like forever and a day ago?
It seems like a decade ago. At the beginning of the year 2020 moving into the new decade, we're excited. It's like, New Year's, new decade, all these great opportunities sitting in front of us. It started pretty strong. 2020 was looking great. The rise of the modern sales process and technology seems to be coming together. The first part of January was looking great. All of a sudden, we all got hit with this COVID thing. Of course, that COVID thing at first, people didn't know and all of a sudden, it was, “What's going to happen?” Also, there's been a whole lot of other things behind that. What is that? Killer wasps, aliens are real. We're protesting a big cause in our country in the US. A lot of things happening. It seems like with each one of those was another year. We advanced another half a decade.
What you nailed in there, amongst all of the planes, trains, and automobiles, all the craziness going on in the world, sales and marketing are now coming together more than ever. That line with this new role of revenue operations that sits over sales operations and marketing operations. I am seeing that there's finally a time and a place where sales and marketing can actually be on the same page. Have you seen that trend from your perspective?
We're absolutely starting to see that. More conversations around the things that if you've ever been in the space where you've worked with a strong marketing team, you're in sales, and you're in lockstep is like, “No, duh,” but a lot of companies weren't communicating well. You've got marketing doing their own thing, sales doing their own thing. You got this mismatch of messaging going into market, but when all this stuff hit, it was almost like, “Whoa.”
All this automation, all this other stuff that's not relevant, “Let's sit back and think about our go-to-market.” Are we targeting the right people? Are we saying the right things? What are we saying? Is it okay for us to do the things we're doing? Should we be spamming the heck out of someone's inbox, or is there another way to do things? The crisis and all the things we've gone through has helped take a look at these weapons of mass engagement and start to figure out, “How do we leverage that in a way that's not this all you can eat buffet? Hopefully, I find something that gives me some new nutrients here.” Into, “There's a way to do this, target message, channel timing.”
That timing thing was huge, “Are we delivering the right message to the right people at the right time?” Because it's a crisis, you're thinking about that, but historically, up until this point, it forgot about that, “Whatever. Let's just go.” I had definitely seen that and that rise in revenue ops is starting to put some more structure. Communications increasing across teams, especially as resources become tighter, we're starting to think about ensuring that we're actually optimizing and performing in a way that makes sense for a business.
One of the things I'm seeing, in fact, I'm speaking at a webinar on this topic, is this Women in Sales. There's a new one called Women in Revenue that's led by Tracy Eiler from InsideView. High five, kudos, I love to see that. This market encourages women in sales in a big way. The reason I say that is because, when I got out of college from Colorado State, I was playing lacrosse, and I was a competitive person. If I found that I could spam the TAM, this was years ago, Jerry Goldman made his quota 26 quarters in a row, he never missed a president's club and it's because he spammed his TAM. Back then, nobody was spamming their TAM, they didn't even know what TAM meant.
He was ahead of the curve, but it's caught to a point where everyone's getting blasted all day, every day. When I bring up women in sales at the front end of this is because you need to have a high EQ to write good emails that are to the right person, right time, right place. There are certain individuals, probably yourself, maybe Chris Beal, and a few others who could write an empathetic message but I’d vote on my wife more so than myself.
I'm terrible at that. I’d leave that to someone else who's a little bit better writer.
That’s exactly the point. The people who are good at having phone conversations and connecting on the telephone should be doing more of that. People who are good at writing empathetic messages, aligning it to the right person at the right place, right time, right channel should be doing that part of the business. Let's dig in a little further, peacetime CEO versus wartime CEO. That was in a good book that came out some time ago. We're seeing a lot of people need to take on the wartime CEO role. What does that mean to you?
Let's take this back to the topic, we're thinking about as a salesperson becoming your own CEO. That mindset is strong in peacetime. You should have that mindset of owning your own territory and your own success. Being the CEO of your book of business, if you will. If we think about that mindset and the difference between a wartime CEO and a peacetime CEO is, we've got to be able to feel comfortable taking more risks. Putting ourselves out there and not worrying about what others have opinions about or think about.
If we are in a wartime crisis, nothing else matters. It's make or break. If you're a salesperson, you've got to be able to do things the right way but find ways to get out there, break through the noise, and be comfortable, not necessarily having everyone's buy-off on your ability to do the things you need to do. That means taking a risk. Targeting people that you're afraid to target. To come up with creative ideas that may make a significant change that before, you might have been worried about bringing up. Finding ways to get interested parties to come to the table and exchange money in exchange for your product or services. In the wartime, you've got to take those risks and not worry about what other people think versus that peacetime. You still want to own your stuff but you're a little bit more working with people and adhering to some of those rules of engagement.
Be more aggressive. I've certainly lived that. There's been a lot of changes that have happened in the last months. AI, this is an interesting topic. How do you define AI? Artificial Intelligence, Automated Intelligence. I happen to put a pretty big circle around the term AI because we're so early stage in the use of AI. I bought one of these Garmin watches. At the end of the day, it says, “You did 7,000 steps. Congrats, you beat your goal of 5,500.” I was like, “Wait, I never set a goal of 5,500.” The AI is programmed to continually move me up a notch. It's going to be interesting.
The keynote speaker, Pam Didner, who was the keynote at B2BMX in February of 2020, said, “We need to be cautious of who wears the pants in the AI family.” There's an augmentation and then there's a replacement. For the foreseeable future, AI is an augmentation play. How do I get better information faster so that I can be more relevant to my customer? Thinking about it in an augmentation a way, do you see places, either at your former company or at your current company, where you're leveraging AI?
It's a softball question with ConnectAndSell. On an augmentation perspective, that's what we're all about. The idea is, when we think about AI and sales, you want to leverage technology, automation, augmentation if these are all the letters we're going to use here, to eliminate all the waste and unnecessary manual tasks and mindless repeat activities that we're doing that are not actually selling. We, as professional salespeople, selling begins with a conversation. Most people can agree with that.
Most people are converging on that, even if you're an anti-cold caller, you still converge on that.
You still have to have a conversation at some point. All of your ads, emails, and networking through webinars and events lead to, at some point, a conversation with you and I sitting across either a table or a Zoom. At that point, the conversation starts. What can we do with augmentation, automation, actual artificial intelligence to eliminate all of that manual, tedious, laborious stuff that historically is required? We have to be able to research and find the right people. We should be able to find relevant information about those people to ensure that if we have a conversation, we're able to speak intelligently to the problems they have, and maybe how we can help them. That's all basic stuff but the work to get there shouldn't be on the shoulders of somebody who's responsible for driving sales.
Sales should be having conversations or moving conversations to the next conversations. It's all moving the deal forward. It's not doing all that manual data entry, research, activities to get to the next phase. Those are all things that should be eliminated. At ConnectAndSell, we have a system that completely eliminates all of the waste and the frustration that keeps great salespeople from being able to use the phone effectively. Instead of picking up the phone, dialing twenty numbers, going into an IVR, getting into a voicemail, talking to an operator. Maybe I'm lucky enough to have a direct number, still going to go to voicemail 95% of the time. It takes twenty dials to get to one conversation, sometimes worse. That could take an hour, an hour and a half. At ConnectAndSell, a little less click a button and have a conversation every 4 or 5 minutes.
I worked for ConnectAndSell for three and a half years as the VP of sales and marketing. I’m a huge fan, I love the company, I love the technology. The challenge that I saw back then is that companies had all the money in the world. They said, “We're funded, we just got an $18 million Series B round. My goal is to be a director of the department and I need to grow to twenty people.” Traditionally, they were incentivized to grow the people and the team, rather than focusing on the end result, which is meetings, pipeline and bookings. What I think's changed and where the market has met with ConnectAndSell, and when Shawn founded the company years ago, and when Chris joined, they saw this vision. Now, it actually does matter to be able to have more conversations in a shorter period of time. Would you agree with that, the market’s changed and I have to believe your phone's lighting up off the hook?
The resources to get the conversations have changed. That sales director who's funded in a nice market with headcount, they're bringing headcount to run the same funnel that you talked about. These multiple bodies can produce X amount of meetings, opportunities, revenue with specialization, but that math doesn't work. If you're a funding company, you still have aggressive growth goals, otherwise, you're going to be out of business. Most of those organizations getting through the early stages require growth in order to get to the next phase. They're not profitable. If they're not hitting those growth goals, they're out of business.
That shift is there so how do we do more with less? That's the conversation that we're all going to be having, which is why AI is important. When you think about those three, because it doesn't have to be artificial intelligence and machine learning when we talk about this. It's, how do we make the current people we have to produce more than one? How do we turn Chad into three Chads? That's the equation that we're trying to solve.
That's exactly the premise of the book. It's, how do I put on this Iron Man infrastructure so that instead of me building a $600,000, that I normally would do in revenue, I can do $1.2 million, or even $1.8 million? It's not a 5% gain across the board for you’re A-players. It's a 2X or 3X. Maybe in your B-players, it's a 30% to 50% increase. Your C-players, guess what? You probably don't need those people anymore.
They're probably not around.
I'd love to dig in and get the audience to know who is Ryan. How did you get into this kind of work? Was this always your passion? How did you get here?
The short answer is, like most salespeople, I stumbled into it. I grew up in a pretty poor area in Spokane, Washington. I stumbled my way into college. I’m the first person in my family to go to college. I studied math and engineering. I wasn’t an athlete like you Chad. I didn't play in college, but I was a three-sport letter winner in high school. I was active in sports and a lot of things. I thought I'd be a coach, and I was good at math so I'd go teach math. That's what I did in college.
I graduated in the last most amazing time to start a career which was 2008. Right at the heart of the 2009 recession. When I went back home to do my student teaching, I was at a place where it's was like, “This is probably not going to work out.” A lot of my friends were either on drugs, in jail, getting in fights. I said, “It’s probably not a good thing.” A couple of my friends from college had internships in San Francisco. I've never been to San Francisco so I went visit them in the summer and there were Porsches driving around like they were Honda accords in Spokane.
I was like, “This is a place that seems like it'd be desirable, maybe there's an opportunity here.” I literally went home, I called the school and said, “I'm not going to do that student teaching things. Thanks for my degree, but I'm going to go try something else.” I thought I could come back to it if things change. I packed my stuff. I sold everything that didn't fit into my ‘86 Toyota 4Runner. I drove to San Francisco and jumped on Craigslist looking for sales jobs. That's how I jumped into it.
It took me three months to get a job, I finally got a job. When I was working at that first job in sales, I learned Salesforce. It started ramping up and started to have a little bit of success six weeks into it. This was a $50 million backed startup, and it's backed by AIG or some home refinance product. The government pulled the funding if you remember all that. AIG was a big part of that. A whole company laid off overnight. It was doing well. There's actually a version of this now that's mostly how it does again.
Overnight, I lost my job. However, now, the world's burning, it's the real heart of the recession. I had sales experience, I knew tools, CRM, Salesforce. I had a referral from my boss. The next week, I had three job offers. That's when I fell in love with the line of business of sales. Because, if you read people like Mark Cuban, etc., when you know sales, you'll always have a job. Because I studied math, I stumbled into pay-per-click advertising as the next company I started with. That was a lucky thing to get into. It's all math, it's digital advertising. That's where I started to gain a passion for the marketing side of sales. I've grown my career in adtech and martech, and then over the last several years, I started a couple of companies around sales development with this emergence of sales and marketing. That’s how I got started.
My CMO is running some ads and I've always dabbled in it but never became an expert. On the back end of Facebook, you can say, “Age group, Male, Female, likes Elon Musk page, Follows Salesforce.” You can do and to and to and to 6 or 8 levels deep. He said, “Chad, I've got you sixteen A-leads in two days.” I was like, “How do you know they're in A-lead? Send me over the file. Let me look them up and where they work and everything.” He's so sure. He's like, “Chad, I already know. The demographic is perfect. They’re a Salesforce user. They're 40 to 64. You told me your exact right market and I'm hitting those people on Facebook.”
It's the opposite of the way I would think. Let me go pull the list of the company with the right title. We're doing that too, but in parallel, we're starting to bring in the marketing smart and that's where this whole marketing plus sales coming together with which line of the teach chart should own which part of it. I don't know how to run all that level of intricacy and targeting but Nick does. That's why we work so well together. We've talked about college. Take me back even earlier. You're in Spokane, you've lived on the wrong side of the tracks. What sparked you because you said you were first in college? What caused you to go to college?
My parents are both janitors. Neither of them graduated even high school. My mom has a good GED. My brother and sister are a couple of times felons, a lot of drugs, a lot of assault stuff. I was the youngest in the family so growing up, I never wanted to be involved in anything that was happening with them. It was just always trauma. From a young age, I was in sports or orchestra. I played the string bass in fourth grade, choir, ASB. Anything I could do that kept me busy I would do. I fell in love with athletics and being involved and trying to get to know as many people as possible was my thing.
From a young age, I could fit in with all the groups. I could be the jock. I could be the choir guy. I could be whatever I needed to be, I was like a chameleon if you will. I've always been drawn to things that are challenging. I like to solve problems, that's where the math person came in. From a young age growing up in a rougher family and I still struggle with this a bit, is grammar and proper English. You use the wrong words all the time because of the way they speak. I used to do it a lot more but it's just different from words you would use that are not proper and reading wasn't a big thing. I love to read now, but back then, it just wasn't a thing in the family.
Math came easy to me, I was always accelerated at math. I was a couple of years ahead of my class. In middle school, I would actually go to the high school to take my classes midday, that type of advancement on the math side but I always struggled with the grammar and all that other stuff. Solving problems and getting into the idea that there's a lot of different ways that you can approach a situation. Process usually drives results. You get into this optimization idea of how quickly can you solve something. In math, you learn long division, there are shortcuts, and then eventually you find a calculator. That whole idea of learning the big picture and then trying to optimize that overtime was interesting to me. I apply that to a lot of areas of my life.
I was also always trying to make my own way. I had jobs as early as I could digging ditches, putting in sprinkler systems. I worked at this place called the Ecology Youth Corps where I picked up trash on the side of the highway in the summer. I wasn't old enough to actually get paid but this job would pay for some reason. I did those types of things, all the time. Really active and it opened up a lot of different experiences for me to meet new people, try new things, figure out how things are done, and always learned something. I liked to learn. Those are the things that I was drawn to.
What I've learned over talking to probably 50 people in sessions like this is that a lot of times when you're 5, 6 years old, you're unfiltered by the world. That's when you form opinions about what it is you should be doing. That's when your passion develops then the world directs you to certain places. You get into school, you do math because you're like, “I like math, that must be where I'm naturally meant to be.” If you can go back to when you're a kid and go, “What was it that got me here?” No matter if it's a great childhood or you've had some tough times, it becomes the superpower in your life. When you can connect those dots, it lights a fire and you can go do anything you want in life.
I can't agree with that enough. I was lucky because while my family had its challenges, they were still supportive of me. My brother and sister were like, “Don't be like me.” Although my parents had their own issues, I didn't have the negative side of that. It's not like I also beat or something. I was lucky enough, it was rough around the edges but I didn't have it terrible. The support, if you want to call it that, was there and of course, being involved in so many other things, you get excited. The teacher that says, “Ryan, you're good at math, you should try this special class.” All of a sudden, you're super excited about math. Those little things that other people may have been discouraged about, they do give you that momentum to pursue things that you may not have thought about before.
I got to tell you. When Ryan was at Zen Prospect, which is now Apollo, I remember having sales conversations and you were exactly what you described. You said, “Chad, you’re the VP of this company. You don't have to buy from me. I'm willing to do whatever it takes. I know you're an influencer in the industry, I just want to help you.” You worked with me for 3, 4 months of back and forth. I went to the CEO, the CMO, you gave me everything I needed. As a result of that, 3 to 4 months, I connected with you in a way that we're still friends. I felt you gave me so much business value that I can carry into what I'm even doing. A lot of salespeople need to remember that. Use your superpowers that you've developed when you were younger. Solve business problems, people will remember that. How you'd be the CEO of your own territory is to solve problems.
Solve a problem or go away. I'm glad you brought that up, that experience was great. You gave me a lot of confidence because you do get drawn back when you are somebody in sales where you get pressured to hit your number every time. Sometimes, you get to this position where you're like, “Maybe I should not waste my time on something like that. That’s a time-waster.” I, personally, have always had the mindset of, “If I can help you, I will try to help you.” I know that can get you into some trouble. You got to know when to say no, but honestly, I don't know what that looks like yet. I keep moving up. I appreciate that you brought that up because it does go a long way that we can always look at each other in the eye and say, “We have mutual respect for one another.”
You helped me. You gave me three months of your life with several hours here and there. I didn't buy, but guess what? We're going to work together this time around. That three-month sales cycle from some years ago will probably lead to a lot of nice commercials between working with us together. Speaking of that, we've talked about AI. We don't want to overhype it, how much AI is in the back end of a tool like ConnectAndSell? There are some. They know the time of day to call. They know that on a Tuesday versus Thursday your dials are up. They can give you some pretty interesting information, but at the end of the day, they can also help you do what we see on the screen. Describe for us what this is at a high level and then let's click dial. I've got something queued up, we're going to give the audience a gift. We're going to show them a few live-fire conversations. What do all these numbers mean?
If you look at this spreadsheet, if you look on the left side, manual dials. This may be a month's worth of work for a standard sales development rep or an AE. Four hundred and forty-nine dials, everyone tries to target 40 or 50 dials a day. Your goal is 800 to 1,000 but that's probably what you actually do. That dial to connect rate is high on this chart here so they must be targeting some SMBs, 42 conversations out of those dials, that led to five meetings. It got a couple of referrals and at the end of the day, that cost per dial was sitting at $7.48. With ConnectAndSell, this would be the same month, same rep, same amount of time, instead of doing 449 dials, you could do 5,670. That sounds crazy but it's not. I tried to target about 5,000 dials as an SD at ConnectAndSell every month.
Sometimes it's a little bit lower if I'm too busy, but it's 250 dials a day, no problem. Why? We can do about 150 human navigated dials per hour. There's no magic behind this. It’s the same amount of math if you run through this. The conversations, the meetings that come from those conversations, you're basically doing 10X the amount of activity or output as you flow through the funnel. What that means is, you can reduce the cost of a conversation, a dial, or a meeting by about on average 85%. This math is 88%, you can see the variance because we're all humans and things differ by time and week. That's what it's all about. You click a button and you can have a conversation every 4 or 5 minutes on average. Maybe Chad, we can see that live.
I happen to have a little screen share here that's already dialed in. I'm going to hit the go button. I've got my greetings is turned on. I'm not leaving voicemails but let's hit go here and see what happens. We're going to have some fun. I'll put it on mute since we have a greeting that way we can talk until we get a connection. Imagine you're sending emails on one screen, you're doing your LinkedIn and you're minding your own business. Within, usually, less than 30 to 60 seconds on this list, it's going to beep and I'm going to be talking to one of these executives. The last time I did this in a live-fire demo. We did four conversations.
What's going on, Robert? We talked a while ago, you're on paternity leave, in fact. I suspect that you're now a proud dad because that was a while ago.
I practice follow up. I'm the CEO of ScaleX, we do data digital dials and we help organizations like yours to reach their marketplace 10 to 20 times more effective than they would using manual people dialing on telephones. You're still at iMerit. I assume.
You never know these days with everything going on. One in eight calls, they say, “I'm looking for something. I landed somewhere else.” Knock on wood, we'll be out of it. It looks like the V curve is on the way back up. Things could be good. I caught you out of the blue here, I'd love to get fifteen minutes on your calendar. We do social automation that helps you book meetings, we do phone automation to help you get meetings, and then we have a whole outsourced team that does BDR development. I'd love to get a few minutes and just discover a little more of where we might be able to work together.
When you say social, what do you mean?
Most companies these days have a LinkedIn navigator. They might do a few connections here or there with their ideal customer profile. Our technology will let you go in and say, “Let me go find the top 2,500 CEOs in America and let me build a message to connect with them. Once they connect, I'm going to send them 2 or 3 other pieces of information.” You don't want to snap connect them and say, “Can we have a meeting or get a coffee?” There are certain ways you do that effectively but we can help you automate the introduction to hundreds, thousands of your best prospects and meetings show up on your calendar or your sales team’s calendar.
It sounds nice.
It's not too good to be true. We've got 150 clients in two and a half years. It doesn't break the bank. I've got your email is Robert@iMerit.net?
I'll send you my Calendly link and if you want to pick something for next week, that'd be awesome.
Thanks for taking the call, Robert.
Of course, have a good one.
I don't know. It seems way too easy. People don't pick up their phones, you got to be kidding me about this stuff.
He made it look too good to be true. I like your assumptive close there, Chad. Instead of booking, you’re like, “I'll leave up to you. I'm going to send you my link. If you want to book it, we'll make it happen.” This conversation, by the way, the teleprompter follow up is money. The first conversation is always the hardest and most people fear that they need to have all this information about people and be perfect on that first delivery. This is a good chance that you're going to catch people when they're running out to paternity leave and now's not a good time. You jotted that note and you follow it up. Who knows? We'll see what happens there. It’s a great call.
That was fun. I'm glad it landed on the right side of the fence. When I made the bold statement that 3 out of 4 in my last session were good, now I've got an audience with Ryan and I can't mess this up. Once Ryan challenged me to a duel and he said, “Let's see who can book more meetings in a day.” I shared my screen, when are you going to share yours?
If I was pre-prepped for this on my side, I know we're running low on time, I would have gone at you. I don't have a strong, powerful follow-up list started yet though on my side. You have 341 strong follow-ups there. That was impressive.
Let's talk about that. When you cold call someone, whether you're doing manual dials or a dialer like ConnectAndSell, the typical conversion rate is 2% to 5%. That means you got to talk to twenty people to book a meeting. Most marketers, CROs, CEOs say, “One for twenty. They must be terrible salespeople.” No, actually, they're pretty good. I was also a couple of grades ahead in math. My son and my daughter are a couple of grades in, too.
The math is, when you cold call someone, this person gave me the time but he was like, “I'm busy. I'm on paternity leave.” When I call him the next time, that list of 394 some odd people, I've already had this paternity conversation with him before. Actually, he was playing golf on the best municipal courts in the country the first time, then he was on paternity leave. Third time's the charm, guess what? Most salespeople call, they don't talk to anybody with one attempt and a downgrade the lead. We've talked to this person three times over 40 dials. This is probably going to turn into at least a $6,000 deal, more likely a $75,000 deal. The math is in the follow-ups.
It's all about follow-ups. The conversion rates on that follow-up list are usually about 400% or 500% of whatever your average is. If you're booking 2%, you're going to get up to 8%, maybe 10% conversion rate. If you're booking at 5%, you're thinking about 20% to 25% conversion on your follow-ups. Conversion being they're willing to take that meeting, and that math is consistent. As long as you're doing a good job. We started this whole conversation around targeting the right people. Again, the timing isn't quite there yet. I’m imagining he’s a sales leader or a CEO, you didn't have his title there but that's the people that you want to talk to. You're going to drip on them until the time is right because the targeting is there. You know you have a solution that potentially solves a problem for them, now it's all about trying to get that timing right to open up and have that conversation.
The other thing that's important to think about from a voice drip versus email drip. Think about RingCentral, they've been around for years, they just went public a couple of years ago. Zoom went public. That means they've had five BDRs that's covered a specific territory, 2 or 3 enterprise reps. Guess what each rep does? They come in, and they build a cadence or sequence, and they hit send all. They do it again and again. When those waves beat down on those poor VPs time in and time out, their list shrinks from 100% down by 4% every email blast. Do the math on that, twelve years times ten salespeople, it's down to the nub. You've got 14% of your audience that will even allow you to email them.
Most marketers make the mistake of saying, “If they opted out of our email, then we're not going to call them.” Wait for a second, they didn't opt out of your phone call. They just opted out of your email communications. If you learn nothing else from this conversation, if you can do a voice drip system the same way you do an email drip system, you're going to 5X to 10X the number of possible people that can be in your market.
That's what we like to call market domination.
This has been fun. Ryan, you're welcome to the show anytime. I can't wait to partner with you because we'll bring the digital aspect, you’ll bring the dialer aspect and let's go help companies dominate the markets.
Chad, thanks for having me. Definitely bring me back. If I'm welcome, I'll come on.
We need to do the battle of the bands as our next situation. The next call, we'll get your list up to 394 once you’ve matured to a list of 400 or so. You can bring 100, that would be okay. Let's go see who could book the most meetings in an hour-long call session.
I'm more interested in the cold list. Let's see who can take those hard ones and confirm.
I like to cheat. If you're not cheating, you're not trying. I’m callused when it comes to cold.
We’ll see how you perform with no teleprompter. Let see what happens.
Everybody, thanks for joining. We are out.