Separate Yourself From Everyone Else And Be The CEO Of Your Own Territory With Ryan Reisert
Marketing is important because it drives brand awareness and helps you build relationships with your customers. With AI in Marketing, you could achieve incredible results faster. Chad Burmeister sits down with Natasha Sekkat to discuss the role of AI in Marketing to bring sales and marketing together. Natasha Sekkat is the VP of Demand Creation at Acoustic. She talks about her vision and how companies use intelligence to allow marketers to get back to marketing so they aren’t just caught up in analyzing data. Natasha also shares the threat of AI to marketing jobs, including reducing the need for IT support to focus on higher-value work.
Listen to the podcast here:
Separate Yourself From Everyone Else And Be The CEO Of Your Own Territory With Ryan Reisert
I've got probably the coolest guests that I have had. Ryan Reisert is the former CEO of The Sales Developers and the current Sales Director at ConnectAndSell. He works for a company that's very close to my heart. Ryan, welcome to the show.
I'm excited to be here, Chad. Thanks for having me.
What's changed since December 31st, 2019? Doesn’t that seem like forever and a day ago?
Honestly, it seems like a decade ago because moving into the new decade, we were so excited. I was like, "New Year, a new decade, all these great opportunities sitting in front of us," and it started pretty strong. 2020 was looking great. The rise of the modern sales process and technologies seem to be coming together. The first part of January was looking great. All of a sudden, we’ve 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?" There has been a whole lot of other things behind that. What is that? Killer wasps, aliens are real and now we are protesting a big cause in our country, in the US. A lot of things are happening. It seems like each one of those was another year. What do we do to advance another half a decade?
I think what you nailed it 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 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?
I'm absolutely starting to see that. More and more conversations around the things that if you have been in the space where you have worked with a strong marketing team and you are in sales, you are in lock steps just like, "No." A lot of companies weren't communicating well. You've got marketing and sales doing their own thing. You've got this mismatch of messaging going into the market but when all this stuff hit, it was almost like, “All this automation, all this other stuff that's maybe 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 are 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 have gone through have 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 and hopefully, I find something that gives me some nutrients here into, "There's a way to do this." Target message, channel timing and that timing thing were huge. Are we delivering the right message to the right people at the right time? It's a crisis so you are thinking about that but historically, up until this point, it forgot about that. It's like, "Whatever. Let's just go." I have definitely seen that. That rise of revenue ops, it's starting to put some more structure, communication is increasing across teams, especially as resources become tighter, ensuring that we are actually optimizing and performing in a way that makes sense for a business. That's a piece of that.
One of the things I'm seeing, I'm speaking at a webinar on this topic, is that these women in sales, there's a new one called Women in Revenue that's led by Tracy Eiler from InsideView and high-five, kudos, I love to see that. I think this market encourages women in sales in a big way. The reason I say that is because when I’ve got out of college from Colorado State, I was playing lacrosse and I was a competitive person. I found that I could spam the TAM. This was years ago. Jerry Goldman made his quota 26 quarters in a row, 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.
You should have a strong mindset of owning your territory, owning your success, and being the CEO of your business, if you will.
He was ahead of the curve but it's now caught to a point where everyone is getting blasted all day, every day. You need to have a high EQ to write really good emails that are to the right person, time and place. What I think when I bring up women in sales at the front end of this is that there are certain individuals, probably yourself, maybe Chris Beall and a few others, who could write an empathetic message but I vote on my wife more so than myself.
I'm terrible at that. I 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 and people who are really good at writing empathetic messages, aligning it to the right person at the right place, time and channel should be doing that part of the business. Let's dig in a little further. Peacetime CEO versus Wartime CEO. I think that was in a very good book that came out some time ago and we are seeing a lot of people need to take on the Wartime CEO role. What does that mean to you?
It's taking this back to the topic because we are 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 and being the CEO of your book of business. 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 maybe have opinions about or think about. If we are in a wartime crisis, nothing else matters. It makes or breaks. If you are 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 may be your ability to do the things you need to do.
That just means taking a risk and targeting people that you are 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. I'm finding ways to get interested parties to come to the table and exchange money in exchange for your product or services. In wartime, you’ve got to take those risks and not worry about what other people think versus that peacetime, still want to own your stuff but maybe you are a little bit more, working with folks and adhering to some of those rules of engagement.
Be more aggressive. I have certainly lived that and there has been a lot of changes that have happened here. AI is an interesting topic. How do you define AI, Artificial Intelligence or Automated Intelligence? I happen to put a pretty big circle around the term AI. We are 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, "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 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 way, do you see places where either at your former company or at your company where you are leveraging AI?
With ConnectAndSell, on an augmentation perspective, that's what we are all about. The idea is when we think about AI and sales, we want to leverage technology automation and augmentation to eliminate all the waste, unnecessary manual tasks and mindless repeat activities that we are doing that are not actually selling. We, as professional salespeople, selling begin with a conversation. I think most people can agree with that.
Most people are converging on that. Even if you are an anti-cold caller, you still converge on that.
Be The CEO: We've got to feel comfortable taking more risks and putting ourselves out there and not worrying about what others may have opinions about or think about.
You still have to have a conversation at some point and all of your ads, emails and networking through webinars and events, things like that, lead to at some point a conversation with you and me sitting across either a table or at 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 are able to speak intelligently to potentially 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 responsible for driving sales.
Sales should be having conversations or moving conversations to the next conversations but it's all moving the deal forward. It's not doing all that manual data entry research activities just to get to the next phase. Those are all things that should be eliminated. At ConnectAndSell, softball question here, we have a system that 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, go into an IVR, getting into a voicemail, talking to an operator, getting to a voicemail. Maybe I'm lucky enough to have a direct number but still going to go to a voicemail 95% of the time. It takes twenty dials to get to one conversation, sometimes worse. That could take 1 or 1.5 hours. With ConnectAndSell, you a load list, click a button to have a conversation over 4 or 5 minutes.
I have worked for ConnectAndSell for 3.5 years as the VP of Sales and Marketing. I'm a huge fan, I loved the company and the technology. The challenge that I saw back then is that companies had all the money in the world and they said, "We are funded. We just got $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 are meetings, pipeline and bookings. What I think has changed and where the market now has met with ConnectAndSell, and when Sean founded the company 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 has changed and I have to believe your phones just lighting up off the hook these days.
The resources to get the conversations have changed. That sales director who's funded in a nice market with headcount, they are bringing headcounts to run the same funnel math that you just talked about. This body can produce X amounts of meetings, opportunities, revenue or multiple bodies with specialization but that math doesn't really work. If you are funding a company now, you still have an aggressive growth goal. Otherwise, you are going to be out of business. Most of those organizations getting through their early stages require growth to get to the next phase. They are not profitable and if they are not hitting those growth goals, they are out of business.
That shift is absolutely there so how do we do more with less? That's the conversation that we are all going to be having, which is why AI is important when you think about it, the way you have talked about it, 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 people we have produce at more than one? How do we turn Chad into three Chads? That's the equation that we are trying to solve for now.
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 the $600,000 that I normally would do in revenue, now I can do $1.2 million or even $1.8 million. It's not a 5% gain across the board. For your A players, it's a 2X or a 3X. Maybe in your B players, it's a 30% to 50% increase and your C players, you probably don't need those folks anymore. They are probably not around. I would love to get to dig in and get the audience to know who Ryan is. How did you get into this work? Was this always your passion? How did you get here?
The shorter answer is, like most salespeople, I stumbled into it. I grew up in the poor area of 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 was an athlete like you and played in college for three sports. I was a letter winner in high school. I was very active in sports and a lot of things. I thought I would be a coach and I was good at Math so I would go teach Math. That's what I did in college. When I graduated, 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 I said, "This is probably not going to work out." A lot of my friends were either on drugs or in jail, getting in fights. I was like, "It's probably not a good thing." A couple of my friends from college had internships in San Francisco. I had never been to San Francisco so I went and 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 it would be desirable. Maybe there's an opportunity here." I literally went home, called the school and said, "I'm not going to do that student teaching thing. Thanks for my degree but I'm going to go try something else."
If we are in a wartime crisis, nothing else matters. It's make or break.
I thought I could come back to it if things change but 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 about three months to get a job. I finally got a job. When I was working at that very first job in sales, I learned Salesforce and started ramping up. I started to have a little bit of success about six weeks into it. This was a $50 million backed startup and it's backed by AIG. We are selling Homefree finance products. The government pulled the funding if you remember all of that. AIG was a big part of that.
Two people are affected by the AIG pool of funding now.
A whole company was laid off overnight and it was doing well. There's actually a version of this now that's mostly how it does again but it was doing really well. Overnight, I lost the job. However, the world's burning. It's the real heart of the recession. I had sales experience. I knew tools, CRM and Salesforce. I had a referral from my boss. Literally 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 folks like Mark Cuban, when you know sales, you always have a job. I fell in love with sales and because I studied Maths, I stumbled into pay-per-click advertising as the next company I started with and that was a lucky thing to get into. It's all math, it's a digital advertising and that's where I started to gain a passion for the marketing side of sales. I have grown my career in AdTech, MarTech, and then now, I started a couple of companies around sales development with this emergence of sales and marketing. That's how I’ve got started.
MyCMO is running some ads and I have always dabbled in it but I never became an expert. On the backend of Facebook now, you can say age group, male, female, likes Elon Musk page, follows Salesforce so you can do and to about 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 if they are an 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 are a Salesforce user. They are 40 to 64. You told me your exact right market and I'm hitting those folks on Facebook." It's the opposite of the way I would think. Let me pull the list of the company with the right title.
We are doing that too but in parallel, we are starting to bring in the marketing smarts and that's where I think this whole marketing plus sales coming together with, which line of the T-chart should own which part of it. I don't know how to run all that level of intricacy and targeting but Nick does and that's why we work so well together. We have talked about college. Take me back even earlier. You are in Spokane. You said you have lived on the wrong side of the tracks. What was it that got you? What sparked you? You said you were first in college. What was that? What caused you to go to college?
My parents are both janitors. Neither of them graduated even high school. I think my mom has a good GED. My brother and sister, a couple of times felons, a lot of drugs, 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's always drama. From a very young age, I was in sports or orchestra. I played the string bass in fourth grade, a choir, ASB, anything I could do that kept me busy, I would do. I fell in love with athletics, being involved and trying to get to know as many people as possible. It was my thing. From a very 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. I have always been drawn to things that are challenging. I like to solve problems. That's where the Math first came in. From a young age, I wasn't very good. Growing up in a rougher family, I still struggle with grammar and proper English a bit. You use the wrong words all the time because of the way they speak. I used to do it a lot more but it is different words you would use that are just not proper.
Reading wasn't a big thing. I love to read now but back then, it just wasn't a thing in the family but Math came easy to me. I was always accelerated in 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 are a lot of different ways that you can approach a situation and process usually drives results. If you get into this optimization idea of how quickly you can solve something.
Be The CEO: If you're a salesperson, you've got to be able to obviously do things the right way, but find ways to get out there, break through the noise and be comfortable.
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 really interesting to me. I applied that to a lot of areas of my life. I also always just 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. I was active and opened up a lot of different experiences for me to meet new people, try new things, figure out how things are done and I always learn something. I like to learn. Those are the things that I worked with.
What I have learned over talking to probably 50 people in sessions like this is that a lot of times, when you are 5 or 6 years old, you are unfiltered by the world and 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 and you do Math because you are like, "I like Math. That must be where I'm naturally meant to be." You can go back to when you are a kid and go, "What was it that got me here?" No matter if it's a great childhood or you have had some tough times, it becomes the superpower in your life. When you could connect those dots, it just lights a fire and you can go do anything you want in life.
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, they 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 really terrible. The support, if you want to call it that, was there. Of course, being involved in so many other things, you get excited. The teacher says, "You are good at Math. You should try this special class." All of a sudden, you are super excited about Math. Those little things that other people may have been discouraged about, do give you that momentum to pursue things that you may not have thought about before.
I’ve got to tell you when Ryan was at ZenProspect, which is now Apollo, I remember having sales conversations and you were exactly what you just described. You said, "Chad, you are the VP of this company. You don't have to buy from me. I'm willing to do whatever it takes. I know you are an influencer in the industry. I 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, and as a result of that 3 to 4 months, I connected with you in a way. We are still friends. If I see you at a trade show, I felt you gave me so much business value that I can carry into what I'm even doing now. A lot of salespeople need to remember that. Use the superpowers that you have developed when you were younger. Solve the business problems and people will remember that and that's how you be the CEO of your own territory.
Solve the problem and go away. I'm glad you brought that up. That experience was great, you gave me a lot of confidence and the idea 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 are like, "Maybe I should just not waste my time on something like that. There'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’ve got to know when to say no but honestly, I don't know what that looks like yet, and I just keep moving up. I appreciate that you brought that up because it goes a little long way that we can always look at each other in the eye and say, "We have mutual respect from one another."
You helped me. You gave me three months of your life with several hours here and there, and guess what? I didn't buy it but we are going to work together this time around. That three-month sales cycle from years ago will probably lead to a lot of nice commercials between working with us together. It's pretty exciting. Speaking of that, we have talked about AI and we don't want to over-hype it. How much AI is in the backend 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 and they can give you some pretty interesting information but at the end of the day, it can also help you do what we see here. Why don't you describe for us what this is at a high level, and then let's just click dial? I've got something queued up. We are going to give the audience a gift. We are going to show them a few live-fire conversations here. What are all these numbers mean?
This little spreadsheet, if you look on the left side manual dial, this may be a month's worth of work for a standard sales development rep or AE maybe. Four hundred forty-nine dials, everyone tries to target like 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 pretty high on this chart here so they must be targeting some SNBs but 42 conversations out of those dials, that led to five meetings. I’ve got a couple of referrals and at the end of the day, that cost-per-dial was sitting at $7.48. With ConnectAndSell, this will be the same month, same rep, the same amount of time. Instead of doing 449 dials, you could do 5,670.
That sounds crazy but it's not. I try to target about 5,000 dials as an SD-Acc ConnectAndSell every month. Sometimes it's a little bit lower if I'm too busy but that's $250 dials a day. No problem. Why? We can do about 150 human navigated dials per hour. That leads to the same Math. 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 are 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 of a dial of a meeting by about, on average, around 85%. This distance Math here is 88%, and you can see the variance of course, because we are all humans and things differ by time and week but that's what it's all about. You click a button and you can have a conversation every 4 or 5 minutes on average and maybe we can see if that's live here.
I just happen to have a little screen-share here that's already dialed in and I'm going to hit the go button. My grading was turned on. I'm not leaving voicemails but let's just sit, go here and see what happens. We are going to have some fun. Imagine you are sending emails on one screen now and you are doing your LinkedIn and you are 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. I think you were on paternity leave, in fact. I suspect that you are now a proud dad.
You have to get this optimization idea of how quickly you can solve something as a CEO.
That is accurate.
I practice follow-up on 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 be using manual people dialing on telephones. You are still at iMerit, I assume?
I am.
You never know these days with everything going on. Probably 1 in 8 calls they say, "I'm looking for something or I landed somewhere else." Knock on wood, I think we will be out of it. It looks like the V curve is on the way back up so things could be looking good. I know I caught you out of the blue here. I would love to get fifteen minutes on your calendar. We do social automation that helps you book meetings. We do phone automation that helps get meetings, and then we have a whole outsourced team that does BDR development so I would 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?
Obviously, most companies these days have LinkedIn Navigator and 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," and then 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.
That honestly sounds nice.
It's not too good to be true. We've got 150 clients in 2.5 years and it doesn't break the bank. I've got your email as Robert@IMerit.net. I will send you my Calendly link, and then if you want to pick something, that would be awesome. Thanks for taking the call, Robert.
Be The CEO: 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.
Have a good one.
You, too. Bye. I don't know. It seems way too easy. People don't pick up their phones. You’ve got to be kidding me about this stuff.
He made it look too good to be true. I like your assumptive close there. Instead of booking it, it was like, "You know what? I will leave it up to you. I'm going to send you my link. If you want to book it, we will make it happen." This conversation, by the way, the teleprompter follow-up is just so much 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 are going to catch people. They are running out of paternity leave and now is not a good time. If you jot it in that note and you follow it up. Who knows? We will see what happens there but that's a great call. That was awesome.
I'm glad it landed on the right side of the fence. When I made the bold statement, the 3 out of 4 in my last session were good. I've got an audience with Ryan here and I can't mess this up. Go try and challenge me to a duel and he said, "Let's see, you can book more meetings in a day."
I don't have as strong of a powerful follow-up list started yet, though, on my side. You have 341 strong follow-ups there. It's impressive.
Let's talk about that. Check this out. When you cold call someone, whether you are doing manual dials or dialer like ConnectAndSell, the typical conversion rate is 2% to 5%. That means you’ve got to talk to twenty people to book a meeting. Most marketers, CROs, CEO said, "1 for 20. They must be terrible salespeople." No, actually, they are pretty good. Where the Math comes in 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 have already had this paternity conversation with him twice. Actually, he was playing golf on the best damn municipal course in the country the first time, then he was on paternity leave. Now, the third time is a charm. Guess what? Most salespeople call. They don't talk to anybody with one attempt and they downgrade the lead. We have talked to this person three times over probably 40 dials. This is probably going to turn into at least a $6,000 deal, more likely of $75,000 deal. The Math is in the follow-ups.
It's all about the follow-ups and the conversion rates on that follow-up list are usually about 400% or 500% of whatever your average is. If you are booking 2%, you are going to get up to 8%, maybe 10% conversion rate. If you are booking at 5%, you are thinking about 20% to 25% conversion on your follow-ups, conversion being they are willing to take that meeting. That Math is consistent. As long as you are doing a good job, we started this whole conversation around targeting the right people. The timing isn't quite there yet. I'm imagining a sales leader or a CEO. You didn't have a title in there but that's the people that you want to talk to and you are going to just 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, and 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 have been around. They went public. Zoom just went public. That means they have had five BDRs, that's covered a specific territory, 2 or 3 enterprise reps, and guess what each rep does. They come in and build a cadence or a sequence and they hit send all and 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. Just 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 I have found make the mistake of saying, "If they are opted out of our email, then we are not going to call them." They didn't opt in 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 are going to maybe 5X to 10X the number of possible people that can be in your market. It's crazy.
Sales should be moving conversations to the next conversations. It's all moving the deal forward.
That's what we like to call market domination.
This has been fun. Ryan, you are welcome to the show anytime and I can't wait to partner with you because we will bring the digital aspect, you bring the dialer aspect and let's go help companies dominate their markets.
Absolutely, Chad. Thanks for having me. Definitely bring me back. If I'm welcome, I will come back.
We need to do the battle of the bands as our next situation. Next time, we will get your list up to 394 once you have matured to a list of 400 or so. You could 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 convert.
I like to cheat. If you are not cheating, you are not trying. I'm callous when it comes to cold.
Let's see how you perform with no teleprompter. Let's see what happens.
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About Ryan Reisert
From a young age, 𝙝𝙚𝙡𝙥𝙞𝙣𝙜 𝙥𝙚𝙤𝙥𝙡𝙚 𝙖𝙣𝙙 𝙨𝙤𝙡𝙫𝙞𝙣𝙜 𝙥𝙧𝙤𝙗𝙡𝙚𝙢𝙨 are two things I gravitated towards. This translated into my college years where I studied mathematics and education with aspirations of becoming a high school math teacher and coach.
Following graduation, I changed courses and became fascinated with digital marketing, lead generation and sales development. Now, with over 10+ years in the sales and digital marketing world, I have found my calling with helping people solve major business problems.
If you are looking to build a B2B sales engine or optimize your existing systems, I'm open to connect and share my experiences establishing go-to market process, adopting technology, and building teams to accelerate growth.
