I'm looking for the people who are asking the question why should we do this and why should we do it now, not the person who's asking, well, who should we buy from? I believe one of our biggest challenges is understanding at Fellers, is truly understanding the number of different people who are going to have impact on the decision. You're listening to the audible Ready Podcast,
the show that helps you and your teams sell more faster. We'll feature sales leaders sharing their best insights on how to create a sales engine that helps you fuel repeatable revenue growth, presented by the team at Force Management, a leader in B to B sales effectiveness. Let's get started. Hello and welcome to the Audible Ready Podcast. I am Rachel Klepmiller. Thanks for tuning in today. Brian Walsh is joining me for our conversation. Hi Brian, morning,
Rachel. How are you great to see you and be with you? Yes, I know we're up for a media discussion today, Brian. Always love when you join us on the podcast. Today's topic actually comes from our online subscription platform as sender for individuals and small teams. There's a community forum there and people can ask questions about deals or sales execution issues, medic whatever.
So, Brian, we had a discussion recently from some of our subscribers who are working complex deals and trying to work that E in medic right, the economic buyer, And there is a great discussion thread going back and forth. Is it one economic buyer? Is a multiple? I feel like I'm dealing with multiples in my complex deals. By definition, there is only one economic buyer, but there's a lot that surrounds that buyer, which may confuse some
reps. So let's start level set here about the economic buyer. Can you talk about why we say there is just one economic buyer? Yeah, And by the way I saw that threat, it was it's funny, I wondered. Felt to me. I was like, oh, that's a bigger conversation. So it's a good start, and I appreciate your calling me and let
me weigh in on this. Traditionally, and I would stay still today right, And when I say today generally, but even in today's environment with things being a little tighter and every decision getting a little more to group need, etc. But in the end, there is typically going to be one person who's got ultimate authority as to whether or not their organization is going to do
a project, and whether or not they're going to do it now. And when I think about those two questions, are we going to do this and are we going to do it now? I try to remind myself that this person's really got to think about three big things. It's obviously the money, and that's the one everybody thinks about. Are we going to spend this money and are we going to spend it now? But also in terms of time and resources? Right, so, are we going to do this and are
we going to do it now? Is it a good use of our money, our time, and our resources. And I get that these people at a minute of them are going to be influenced by others, but that's influenced versus decision authority, And in the end, somebody's got to be the one to stay Okay, we're doing this, and we're doing it now. It's the best use of our money and our time and our resource if that makes them, Yes, it's a great distinction influence versus decision authority, and some
people might have more influenced than others. That's right, Sure, we'll get into that today. But you mentioned a couple of traits in that answer to the first question. But for the reps, what are our identifying questions? Are key traits of the economic buyer that we're looking for that help narrow us
down those people who do have that decision authority. Well, that's a really good question, and I would say the first of all, the answer to this question is going to change depending on a couple of factors, So include the size of the organization that we're calling out that we're working with, the complexity of or the opportunity we're working on. Those two factors are going to
have an impact on that and what and who we're looking for. And I say that, Rachel, because I think we need to remember that there are no absolutes in this world. Right, So all of what we're talking about today might include, as you know, one of my favorite sayings, which is, none of this content allows us to abdicate our responsibility to think.
I have to think about the opportunity that I'm in. How complex is it for this client, How complex did their organization, what did their organization look like in terms of the typical organizations we work with, etc. Right, in terms of trait, you know, there's some of the obvious. Right, there's the formal title, right, but then there's some of what I
would call the let obvious think, like reporting relationships. It would be pretty rare, for example, for the economic buyer to have no one reporting to them. It might airdicate again, but that's an example of complexity of the organization I'm working on or working with, etc. But so that's something to be thinking about. I think the other thing to think about is economic buyers.
If you're kind of looking for level of participation in the buying process, economic buyers have a tendency to not be highly participative when we are highly participative. What I mean by that is economic buyers have a tendency to be very active in the buying decision early as they set direction and they work with people to say, yeah, this is the project we're looking into and thinking about.
And then they have a tensity to disappear while people go off and do all of that work because they're up doing other things to move the business forward. And then they show up later in the sales cycle of the buying journey to really be a part of Okay, is this a good decision for us? Is it a good use of our time and our money and our resources,
and are we making you the right choice? So you know, if you are looking for the economic buyer to magically appear or be easily identifiable, it's probably not one of the people you have a lot of access to during the journey itself. But look for the people who aren't as easily acceptable. There's probably a high chance that they're not going to be there. Right, It's more the technical buying and implementation people that are going to be involved in
those conversations. So you know, think about it, I'm looking for the people who are asking the question why should we do this and why should we do it now, not the person who's asking, well, who should we buy from? Yeah? Right, that's the technical buying on it. So the question if the people ask will also start to point me towards are you an economic buyer economic buying influencer or are you on the decision around the technical
buy conversation and or even the successful implementation conversation. And then I think two other quick things. Look at how people are measured. What are the KPIs that are attached to this project, Because if you find KPIs that are technical in nature, it probably means the economic buyer has not fully either endorsed this or at least put their stamp boat approval or a participation on a project.
And I'm not saying that death necessarily a bad thing. I am saying there's some work to do, because if you attach your deal strictly the technical buying criteria and technical measures of success, you're probably dealing with somebody who's got a budget and is maybe even working on what I would call a science experiment because
they don't have an economic buyers dam above approval and involvement in this. So I'm asking myself right down and there, what can I do to start to attach things like revenue costs or risk for the business to this conversation to get the economic buyers attention and help the person I'm dealing with or the people I'm dealing with realize that, hey, right now, if we don't think through how this thing is going to impact one of these three business metrics, they're
the high likelihood you're going to have a hard time getting this deal done. Internally, it's probably not going to have the success measure that we'll get other people interested. Because there's all kinds of bad things that can happen to our opportunity that we're working on if we don't have that person attach to it. So I kind of went to the right a little bit with the answer to your quickment. But I hope I gave your elking born terms a thing to
be thinking about looking for. No, I think that that's helpful. I was also reminded of a phrase that John Kaplan uses. You're looking for people who make the news, not the people that report the news. Yeah, that's right, that's gone, it stuck it. Yeah, And you know that's funny. You've amused that phrase in terms of when we coach opportunities. And I know we're gonna talk about that in a minute, Right, Let's talk about when we coach the opportunity. Let's make the news, let's not
report the news. He's and he's absolutely right, same thing here. Yeah, So I don't want to move on without talking about those deals where you have decision committees or hey, the board has to sign off on this. If I need all these people on the board to sign off, how am I thinking about my economic buyer as it relates to those types and deals. Well, everybody's got a bloss right, right, You know, Stephen, the CEO has a boss. So no matter who you're talking to, eventually
someone's going to ask, even the economic buyer. And I have this conversation with my brother all the time, as you know, I have a win and I talk about him a lot because he sits on the other side of the depths as an economic buyer. He will tell you as he runs a very large portion of his company, he's got a lot of boys and a big dollar value attached to his part of the business. But he will tell you that when even when he makes decisions to do something and he's got the
authority defined for stuff, eventually somebody's going to come at him. Especially you know, if the dollar value is bigger and material, hey, why are we spending that money? So it's the same thing here. Our economic buyer, in all likelihood is still going to have to share with somebody, whether it's the board or somebody, why are we spending this money? And if that answer is not attached to revenue, cost or risk, they're going to
have a hard time credibly answering that question. So I think it's really important for us to remember that I'm not only attaching your revenue clock the risk to help you think through why you should do that, why you should do it
now. I'm also doing that to protect you and me after you've made the decision, right, so that if you've got part of this on the front end, But you know, I also think about this in the context of how is my economic buyer being influenced by the larger what we'll call economic buying committee? Right? And I don't think that changes when there's committee involved, but it does create some additional nuances. For example, like, okay,
there's this committee. Is the economic buyer on the committee? Or is this committee doing work on behalf of the economic buyer? Right? Is this committee committed to this project and a success or are they a commission like cities and Government of the We're a former committe commission? Right? Are they a commission that's like investigating something that even if the viable option to pursue, So yet what if the committee's charter? Right? Are they there to recommend an option
or multiple options? Are they there to make a specific solution recommendation or to recommend multiple solutions though that others can finally make that decision. I think you really got to dig into what's the committee's charter so that you could aid attached to that, but be not get so lost because I've been there. I've been involved in opportunities that had large committees, and before you know it, everybody working the deal me included. We're asking ourselves, holy smokes, who
are all these people? What do they hear about? You know, there's all of this emotion that goes with that. What level of authority have they been given? And how does that match up with how this organization and this economic buyer have made decisions in the path. So, you know, Dave Davis, one of our friends, like, if they make yourself equal before
you try to make yourself better. I don't an important thing to remember here because I'm not about trying to get around people or past people, because we know that's successful in implementation. Don't just include one person, whether it's the economic buyer or the technical buyer or whoever owns successful implementation on the customer side. It includes multiple people. So if there's a committee involved, I'm all
in on that. But at the same time, I'm not going to allow that to cloud my vision as to why the economic buyer conversation is still critically important and vice versa. So I hope that's kind of where I take that question. That's a really good explanation and to really think about, Okay, well everybody's got a committee, about how does this committee sit, and how do you our board or whatever, and how do you attach to that.
We talk a lot about equipping your champion to ye sell on your behalf, and as you're talking, I was thinking, maybe it's not as robust, but there is something a step you might need to take to equip your economic buyer so that person understands how you are increasing revenue, how you're decreasing HOSK or mitigating risk at that committee level or whoever's going to have this sign up so they can easily make the case if needed. Is that a step?
Yeah? I think yeah. I think that's a really good point. And I know we're going to talk a little bit about medic specifically at some point, so I won't go there quite yet, but I'll just grapt thee a little bit in that. One of the things we have to remember is that the people were in front of are going to be taught. Let's assume the economic buyers not in the room. The people we are in front of in any given moment. Eventually they are going to be carrying thump sort of message
to the economic buying audience. And I think it's important that we remember that, so that we remember that everything that we say and every piece of communication that we stend in some form or fashion, is going to be used to speak to the economic buyer yep. And I think if we can remind ourselves of that, it gives us a chance to remember that, Hey, when whatever I'm about to say it gets to the economic buyer, I got to give it. It's a best chance to land in a way that that person
attend to care about it. Right. So we talk about this all the time with when we talk about technical buyers going upstairs, and it should happen. A couple of weeks ago, I had three hundred people in the room.
I had three or four economic buyers from the company, had the chief revenue officer, the BFO, the chief legal officer, and they were on mike together for about ten or fifteen minutes, chipped about this conversation and they would tell you, and they said to their people, you have to understand that when someone comes to my office and all they talk about it that technical
capabilities that were product or a solution. The best thing that's going to happen is I'm going to spend them out of my office with a whole bunch of questions to go get answered, and they're all about what is this going to do for the business. So we have the ability to influence that by how we speak. And again I'm not saying I don't meet my technical buyers where
they are. I still meet them where they are and give them what they need, but I also make sure that I help them understand through how I do discobery and how I talk about who we are and attach who we are back to the business. I'm either covertly or overtly depending on the relationship I have with a technical buyer. I'm helping that person they'll look good in front of the EB and get the economic buyer more attached to the conversation because we're
attacking to what that person cares about everything. Yep, spot and I love that. Before you mentioned medic I want to shift to medic I just before we do that, I want to ask, are there other people that surround this world economic buyer that you are that are often confused with an economic buyer. There's some generalities there, like who are those people? Let's talk about how we make sure we don't fall into those common tracks. Yeah, well
it's a great question. I mean I think that you that jump out of me right away are the person who says, well, I have budget. Okay, well that's nice. Doesn't make an economic buyer just coming to give you some budget. But you know, those who get budget are not those who can change budget. Right. So like just inside of our company, right, we know who can came by and who cannot. So that's the first thing. And then there are others that you're going to meet who are
going to tell you, hey, this is my decision. Okay. So with those couple of things in mind, I believe and I would die on this hill. I believe one of our biggest challenges is understanding at fellers, is truly understanding the number of different people who are going to have impact on the decision making, part of the decision itself, or at least influencing in
some form of beast. And that's why I believe that one of the most important things an organization can do to drive efficiency and effectiveness and their opportunities is to give their team a valid point of view on who will often or most likely be involved in stump part of these big three decisions the economic decision, of the technical decision, and the effective implementation decision the clients have to make.
Because Rachel, I think having that point of view in your hip pocket of Hey, in a typical organization and this one, you might need to create multiple to these if you have people who work in a different vertical, like you know, manufacturing versus healthcare, versus finance, etc. So having a point of view on who those title are is very powerful. Ay, it gives you a way to educate people who don't really know how a decision
that your company typically plays in gets made inside of their organization. But more importantly, I think in context of this conversation, it puts the feller in a position of being able to acknowledge an honor whoever they're in front of, but also not have to acquiesce when somebody said, I'm the budget holder or I'm the decision maker. If you don't go through me, your deal is dead. If you talk to anybody but me, I'm going to shut you
out. And that's living it one out of the spectrum. But that game in some form or bashion often gets played and having a point of view on who's going to be involved in these decisions. It is very liberating for a seller because you know, this is my style. I'm not digesting others should
say it the same way I do. But I'm very comfortable thing that somebody look you and the role that you play in your organization is always a part of the decision that we find ourselves in, and I'm going to honor that. But I'm also not going to dishonor the six or seven or eight people that we also know are going to have a point of view on this because
they don't happen to be in the room right now. And I'm going to tell you I will never dishonor you if I'm in the room with Thumb or one of them and you're not there, because my job, my job is to help you get to a collective. Yes, if we can have that conversation, to gather and go understand from others that their point of view on the problems we're trying to help us solve and what great looks like on the
other side, I'll know before you do. If I'm a good potential player, and if I'm not, I will exit gracefully and I might even be able to give you some advice on the way out the door. If I am, I'm going to go all in. But look, here's the reality. And this is the part that's probably not going to come out of my mouth, but the reality is put up for that conversation. I'm not necessarily qualifying the deal out, but it is a good data point for me as
to who you are. And you're clearly not someone who he's the bigger picture, So I have to figure out what to do with that. And now we're getting into medic a little bit. But I would tell you, Rangel, I think the number one thing in an organization can do for their team, which then then leads into getting really good at the content that we give our people to go dry to these conversations. But the one thing you have
to do first is you got to help people understand. Look, if you're going into an organization where we know six or eight people are typically involved in this conversation in this entire journey, and you're hoping your wagon to one person, that's very rarely a good thing. At this point of view, can
be really helpful in helping your thing through that. I like that. I mean there is some powdern recognition sometimes in these deals, particularly the inflections we sell, and there's no reason to give people a generalized version of the truth to help them execute moving forward. So let's talk about medic. Let's dive in here, Brian. Obviously the E is economical buyer, so important,
but so are all the other letters. So how can you use the other letters of the medic to account for other roles to help you with the economic buyer, things like decision process? Champion talk a little bit through that. Yeah, well, we just talked about decision process effectively with that concept of a point of view right around who else is going to be involved and understanding
what they all care about? And I think I love the question because it allows us to highlight how every other part of medic connects to other parts of medic, right That's the beauty of it. And in this case specifically, I think the two or three pieces of the medic that jump out at me in the moment our champion identified pain and metrics, And if I could only have two of those three, I'll take champion and metrics. If I go on only have one of those three. I'll take champion, right, because
a true champion understands the importance of act to everyone. They understand the concept of creating a collective yef around the table as to around answering the big three question why should we do this, why should we do it now? And why should we do it with this particular potential partner? Right, And then metrics is the second one I would take because while identified pain, it's important and I've talked to multiple economic buyers both in my previous life and now,
and that's roll about this. When you explain to them the difference between attached to it to pain and attaching to metric business outcomes revenue costs or risk, they will tell you collectively, if I have to take one or the other, I will spend money to get to outcome. Right, Because if all
you do to solve the problem, that's nice. But if you when you solve my problem, you actually helped me drive a positive metric around revenue, cost or risk, you now got a higher chance of getting my attention because remember, as an economic buyer, I've got multiple priorities on my desk. You're not just competing against other solutions in your space, you're competing against every other use of money, time and resources, and we can only do so
many things at once. Right, So metrics and Champion are the two that I would be all over in terms of trying to get access to the economic buyer and then moving the needle on showing how you can help move the needle on revenue costs and risk is the ultimate thing that the economic buyer, in my mind, truly cares about. And your Champion is the direct path to that conversation. Yeah, that's a great point, immediate part of the conversation.
We could probably do a whole podcast on that quite smit you could. But also a good point, and I know we've said this before, Brian, this conversation is a good reminder that medic is not linear, right, This is a spider web and they all come together and the influence and this is to help us kind of build that collective Yes to your point and our collective view of the deal. Right, Yeah, you nailed it. There's
nothing for me to add to that. Tg Ye. One thing I wanted to bring up that came up in that discussions right on a center that I mentioned at the top of the show, we talk a lot about you need to expand your deal through discovery, and as you move through the deal you might learn more, it might change. So this also means you might think one person was an economic buyer, but that person is no longer the economic
buyer. Now we were into a new economic buyer. Can you talk a little bit about how this might adjust, how you first identify that you have a new economic buyer, and how you respond to that from an x a huge stampoint to keep the deal moving forward. Yeah, this is a really interesting question, and obviously it starts with the medic conversation, right, and the idea that not only is medic a spiderweb and not linear, but medic
is an evolving conversation. Right. I was with somebody a couple of years ago who had been using medic for a long time, and when we did it with his our organization and we had this conversation, he stood up and the boy everybody, I got to apologize because I've been trying to use medic with all of you a little informally over the last year, and we've been having one medic review on a deal and then we move on and we don't talked about it again, and he in that moment realized no, no,
no, no. This is an ongoing conversation ran constantly going back to where is the deal now and how do we move it forward? Using medic Where is the deal strong from a medic perspective? Whereas the deal week? So I think that's kind of an aside to get more specific to your question. You know, I think there's some some telltale finds you got to think about. Right, If the person you thought was your economic buyer starts acting questions
that are new, that signals something, right. It tells you that someone was bringing their ear If the deal itself starts to get bigger, right if you start to write And it happened a few times in my career where we had kind of a sea change in the industry and all of a sudden, our previous economic buyers we're coming together and these deals were getting significantly bigger.
You know, people were putting a vacup buying glass on deal, so they're starting to get more exposure internally that's appen and all of a sudden we were like, oh, this is this is because this deal is now in the multi millions, not the hundreds of thousands, and now look who's involved the
CFO. So like if the deals diet side starts to expand, or the importance of the conversation for the customer in terms of revenue caused the risk starts to get bigger, you just have to automatically know that other people are going to start looking at this thing. Don't get caught in the well. Rachel's been my economic buyer for these last two deals, and she's been heally engaged with the economic buyer in this deal. Don't get caught in the idea that
well that means not going to change. You know, a fair dose of healthy skepticism. It's always a good thing. And I just think it's important to make sure that we're constantly tapping for who else cares about this conversation around revenue gen for your company and how this project is going to have an impact on revenue generation or clost or risk mitigation. And this goes back to the
point of view around the decision process. Because Rachel as an X whatever your title is, we typically see that in this conversation that when it starts to get larger, the person who sits one step above you is going to start to have to get engaged for the following reason. And I think that's the mistake most sellers make all the time whenever they want to get access to somebody else, especially when it's someone above the person time in front of, they
want to cut through to know why it's important for themselves. Hey, we need access to to your leadership because I want to make sure I'm attaching the right people from my team to your team. Most buyers don't care about that. They just see that as a way of you trying to get over their head. What's in it for you? Why should Rachel take me to her
CFO. That's a conversation that gives you a better chance of getting traction, especially if you start to see the seat changing and other people starting to get engaged. So let me stop there and get your take. I have great, great points, Brian, I think we need to talk about. You made the point like the deal is getting bigger, right, So this is
actually a good thing for you as a seller. But there's these are complex challenges and of course you're going to have questions about them, and you may be in a new opportunity where this has it happened before, and well, and you know what, I got to jump in because you just put something in my head. The purn economic climate means that a deal of the same size a year ago might have a new economic buyer today. Yes, right,
So that's the other thing you got to be thinking about. What is happening in the marketplace or for this given company that says, oh, things have gotten a little tighter in the marketplace, or maybe the company's having some struggle that I guarantee you that means the exposure becomes a little bit more wider and more people are looking at it and are going to have a point of view and want to get their take on what's happening and why are we doing
this? So that's another thing to be thinking about. Your comment hit me with that, really are yes? And you want to be prepared for right. This is why we prep This is why we use medics so we are able to handle what comes at us in a way that's beneficial for showing our value, showing our differentiation and moving the deal forward. And as you're maneuvering these complex challenges, don't be afraid to ask for help. We've talked about
that so much. So how do I make sure Brian that I am getting the help I need to move through my deal to explain these complicated landscapes. And I'm trying to sell into my manager. How can I work best with my manager to make sure I'm getting all the help I can? Okay, So we had a saying where I came from, never lose a loan, right, I mean, you've heard me say this before. It's amazing how when we win a deal, whether we realize it or not, other people
are taking credit I helped. You know, we wouldn't have gotten this deal if I had didn't, and blah blah blah. But it's also amazing to me how when somebody loses the deal, especially a bigger deal, how many people act as if they've never even heard about it. Winds have many fathers and mothers, and most deep Big Block does die a very lonely orphan. And I would strongly suggest and this keep our leadership as much at the individual
of Feller who might be listening to this. You've got to create a culture where the moment we find ourselves in an opportunity that matters to the rep. So I don't care if that's a fifty thousand dollars deal or a fifty million dollars deal. The moment we find ourselves in a deal, it's important to the rep we are having these conversations early and often to create action, right, I'm not I don't need salespeople come into my office and report the news.
Our job in that moment when we sit down and talk about an opportunity, whether it's for thirty minutes or an hour and a half or whatever based on complexity, etc. Is my job is. And the rep of the team's job not just brought from the manager but other people involved in that deal. Our job is to help the rep make the news. What are we going to do over the next week or two and how more more specifically, how are we going to go tactically move to make the news and create the
next things that are happening, not wait for links to happen. So, in my mind, it's really, for lack of a better term, it's that simple. It's creating a culture where a it's okay for me to show up to talk about an opportunity and not have all the answers because I know that everybody else in the room has taken five minutes to look at what I've put into our CRM system. But we all have a point of view, and I don't have I don't have to spend twenty five minutes updating you on
the deal. I can give you a two or three minutes any contact that's not in the system, and we can spend the bulk of our time be moving the deal forward and creating tactical actions and really getting into the how are we going to go do that conversation to give us the best chance to drive the opportunity forward and get to the next conversations in a way that really does
create those outcome. That's my take on awesome. This has been such a meatia conversation Brian, and I want to get your final thoughts, but I also wanted to come back to a point that you made early on in our conversation. We talk about medic and we map out positive business outcomes, required capabilities, and we try to provide frameworks for people to execute against when they
find themselves in these deal by deal situations. But they are a guy, right, and they morph and things change, and you're going to be faced with things that you didn't read about in the metic certification class. You need to do this right. So I just wanted to bring that point up that these are like guiding principles that help you execute in a more informed way. And I didn't give your thoughts on that, and I'd love to get your
final thoughts on the conversation. Yeah, first of all, I couldn't have said it any better. I will just give an example that, in my experience, it was the best deals that I was ever a part of were the ones where we were having these conversations often and we were thinking three and four steps ahead. We were playing three bead chefs while the competition with plan shackers, and that makes us made a very dangerous in those moments because we
were worrying about going to a meeting to get the order. We were really specifically focused on what are we trying to help this customer achieve and what's truly required to help them get there for all of the different people whose voices matter, not just one person like a technical buyer or an economic buyer, not just one person, but the collective whole. And I'll just keep coming back to that because I think we all get wrapped around the actual and I get
it. I'm carrying a number I got to make my number. I get it, but if you're so focused on making the number, you're going to miss the things that actually give you the best chance to get to making the number. Making the number is an outcome of doing all of the right things and doing them well. That would be my kind of bow on this whole thing. Do the right things and do them well, and then you'll find yourself working on the right deals, and those deals will happen with a lot
more effectiveness and efficiency than you might ever imagine. Awesome, Brian, We've got into it today. This is a meaty conversation. Thanks fine help joined it. You know, after reproduce part of the production process, I pull out quotes and do teasers and do stuff for social media, and this one has a lot for me to choose from. So good job on the soundbites,
high pleasure A quick plug. As I said at the top of our conversation today, this was part of a discussion thread in our Ascender community center dot co. We have our force management facilitators in their answering questions from reps just like you about sales, execution, challenges, medic negotiation, whatever challenges you're having. They are taking your questions throughout the day, so go ahead check it out my data center dot co. We have plans starting at just
ten dollars a month, paid annually. We'd love to see you on there. Thank you for listening to the Audible Ready Sales podcast. At Force Management, we're focused on transforming sales organizations into elite teams. Are proven methodologies, deliver programs that build company a alignment and fuel repeatable revenue growth. Give your teams the ability to execute the growth strategy at the point of sale. Our strength is our experience. The proof is in our results. Let's get started.
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