Some Goodness

Episode 51: Your Customer Is the Best Salesperson You’re Not Using

Host Richard Ellis interviews Braydan Young, co-founder of Slash Experts and former Sendoso co-founder, about why most B2B companies rely on the same few reference customers late in deals and lack systems to operationalize social proof. Braden explains how social proof extends beyond reference calls to logos, case studies, reviews, testimonials, and especially short video testimonials, and argues prospects often complete much of the buying journey before talking to sales. Slash Experts addresses the “last-minute scramble” by letting prospects book calls with pre-vetted customers via expert pages, using AI to recommend the best match, automate follow-ups, and nudge buyers with relevant proof while capturing transcripts of customer language. Braydan shares practical CRO steps: test your own reference process, track and thank reference customers, and introduce customer conversations earlier to accelerate stalled deals. Soundbites * "80% of the deal cycle is done by the time they're actually hopping on the phone with sales."  * "Everyone has the same 40, 50 logos on their site. How's everybody working with the exact same companies?"  * "Typically it's a scramble at the end. It's, 'Who's the fastest person I can get on the phone so they can check that box?'"  * "You've gone from trying to sell a product to being consultative. All you're trying to do is empower your champion to get the deal done."  * "Social proof is just making someone not feel alone for taking a risk on buying your service." — Braydan Young * "The way our customer was talking to a prospect about how they used our system was totally different than the way we talked about it. That's the conversation that is gold."  * "If you're a CRO, try to get a reference today for your own company. Go through the process you gave to sales and see what that's like."  * “There's not a lot of separation between work and life anymore. When it's blended well, that's the company everyone wants to work for."

Episode 50: The AI Truths Sales Leaders Are Avoiding

This episode discusses why AI investment is outpacing real business impact, noting low AI production adoption among US firms, limited use cases reaching full production, and many initiatives being abandoned in 2025. Host Richard Rllid interviews Jack Siney, co-founder of FrontRace, about his white paper on “15 AI truths” sales leaders will face, arguing most companies are experimenting without executing with precision. Siney says sales teams have spent decades optimizing the wrong metrics (calls, emails, pipeline) and remain poor at forecasting and replicating top-performer behavior. He argues AI’s value is measuring previously unmeasurable “20 small things” behind 3X performers, delivering clearer “signals” like Moneyball analytics. Key prerequisites are consolidating, normalizing, and cleaning company data and uncovering actual workflow behaviors, enabling better forecasting and guidance while preserving human roles in higher-value, complex sales. Soundbites / Memorable Quotes: * "If you're on social media, you'd swear every company is fully AI-enabled, firing their entire staff, making it all AI. The real world at a ground level is pretty significantly different." * "We're no better today, four decades in, hundreds of millions if not trillions of dollars invested in all of these sales platforms. Companies hitting forecasts? We're worse at forecasting, shockingly, with all the tools we have today." * "You have two reps, they have the same metrics, same calls, same outreach, same pipeline, and one is outperforming the other by 3X. When the CEO asks why, the head of sales simply makes something up." * "The difference between these two people are 20 little things. It's not the big things. Everyone knows the pricing. Everyone knows the FAQs. Everyone knows how to do the demo. That is not it." * "When you ask that person to train the rest of the team, it's like Michael Jordan trying to teach basketball. They just know they do it." * "Everything we're doing today in the AI world is gonna look childish five years from now. We're still in the AOL dial-up stage." * "If you take AI and you put it on a crappy data set, AI's already gonna have some hallucinations to it, but if the data's not right, you're gonna come out with bad conclusions and you're gonna get fired." * "We've relied on the sales rep, who's very biased, to manage their own pipeline, put in the probability it's gonna close, the amount, and when. Are you kidding me?" * "In Moneyball, the big shift was we're no longer buying players, we're buying runs. The same thing in sales: who cares how it gets closed? Do they close it?" *  "The more money a client's spending, the safer your job is. When rubber hits the road, they want someone to talk to."

Episode 49: AI Hype, Product Complexity, and Trust in Enterprise Software

In this episode, host Richard Ellis discusses how enterprise software companies face pressure from boards and markets to demonstrate AI progress, creating risks of overpromising, unnecessary product narratives, and eroding customer trust. Guest Rob Huffstedtler, Global Head of Pre-Sales Operations at Sitecore, describes varied customer readiness for AI and notes research suggesting AI more often automates tasks than eliminates entire jobs, enabling workflow redesign while preserving human judgment. They explore AI’s impact on RFP responses, where automation can improve customization but still requires locked-down, contextual answers and stronger storytelling than CRM data typically captures. The conversation also covers how “show up and throw up” demos and excessive feature focus create perceived complexity and pricing objections, the value of confidently saying “yes” or “no,” and challenges in migrating installed-base customers through platform shifts without forcing RFPs. They conclude with leadership guidance on proactive involvement, coaching, and avoiding late-stage “super seller” interventions. Soundbites * “When companies over promise, force customers toward a future they didn’t ask for, or drag buyers through sprawling product narratives they don’t need, trust starts to erode.” * “AI may speed things up, but it does not remove the need for discipline, honest positioning, and respect for the installed base.” * “There are very few jobs where even in a fully agentic flow, you can eliminate the whole job. What it’s doing instead is simplifying or eliminating particular tasks of a job.” * “There’s really an opportunity to rethink workflows and business processes and re engineer them to remove the slow friction parts.” * “Some of the best RFPs are those that tell a story and they reiterate why do something different in the first place and why now and why with you.” * “SAEs need to learn that yes is a full sentence.” * “You coach rather than swooping in to save the day.”

Episode 48: The Technical Seller’s New Role

The episode argues that B2B sales teams must stop treating solution engineers (SEs) as downstream demo support because buyers can self-educate and need help understanding what matters, quantifying value, and picturing success through storytelling, qualification, and commercial judgment earlier in deals. Host Richard Ellis discusses with Rob Huffstedtler, Global Head of Pre-Sales at Sitecore, why SEs should be experts on buyers and their industries, leverage their trusted status to influence pipeline generation (especially in install-base motions), and coordinate intentionally with AEs through preparation, listening, and discovery to avoid overemphasizing features. They cover hiring and onboarding gaps that leave SEs underdeveloped in sales skills, missed opportunities in customer storytelling, and how AI tools can speed research and call review but risk wordiness, fake empathy, and overreliance without human judgment and trust-building. They also address tight AE-SE coupling through deal stages, empowering internal champions, and effective handoffs to services for implementations requiring customization. Soundbites 1. “The SE really needs to be as much of an expert on the buyer, that individual buyer, as well as generically the industry and the role as they are on their product.” 2. “At the end of the day, what they’re doing is helping the buyer through the buyer’s buying process.” 3. “Not being perceived as a seller becomes a superpower in sales.” 4. “The customer tends to inherently trust the SE more than they trust the account executive.” 5. “Listening is key, right? You learn a lot more when you have your mouth closed and your ears open.” 6. “You’ve got to learn to ask good, engaging questions and sit and give the customer time to think rather than pushing them forward and suggesting an answer for them.” 7. “There’s a little bit of a desire to appear smart rather than to make the customer the star.” 8. “If the AE and the SE, if they’re not having a good conversation before every customer conversation where they’re anticipating what the customer wants to get out of it and what they want to get out of it, it very easily turns into, let’s talk about all of our favorite features.” 9. “Some of the value is the process of building that summary rather than having the summary.” 10. “The biggest misconception I’ve seen is that there’s a path to getting to the unknown unknowns.”

Episode 47: What the Board Really Wants to Hear

FROM THE ARCHIVES: This is one of our favorite past episodes.  Host Richard welcomes multi-time CXO Tracy Mustachio to discuss why navigating a first board meeting matters, emphasizing first impressions, confidence, and setting a reporting roadmap. Tracy advises tailoring to the board’s perspective by researching members, reviewing past board decks, and speaking in business outcomes rather than vanity marketing metrics, noting few directors have operational marketing experience though many have strong opinions. She recommends structuring updates with a “from-to” slide (current state to north star), plus concise highlights and lowlights tied to pipeline and revenue, keeping details in back-pocket slides or a cheat sheet for deep questions. Tracy shares cautionary stories about being unprepared and stresses cross-functional alignment through collaborative drafting, practice sessions, and co-presenting with peers. She also recommends learning board best practices via training and the HBR book Boards That Lead.   Chapters 00:00 Boardroom Stakes 00:46 Why First Meetings Matter 01:50 Speak Board Language 02:40 Research the Directors 03:57 Salesforce Story Lesson 05:41 CMO Metric Balance 07:09 From To Framework 09:28 Results Over Activities 10:35 Back Pocket Prep 11:29 Presentation Horror Story 12:26 Align With Sales 13:30 Thrown Into the Fire 16:14 Board Training Resources 17:40 Final Book Recommendation 18:44 Wrap and Subscribe   Keywords   board meetings, board presentation, first board meeting, boardroom communication, executive leadership, C-level leadership, CMO, chief product officer, board reporting, first impressions, business metrics, business value, vanity metrics, marketing metrics, board expectations, audience awareness, board member perspectives, presentation structure, from-to slide, change agenda, highlights and lowlights, business goals, pipeline, revenue, customer journey, full funnel, back pocket slide, cheat sheet, executive preparation, peer collaboration, CEO, CSO, sales alignment, product marketing sales alignment, practice sessions, board questions, presentation detail, board governance, fiduciary role, executive coaching, board training, Boards That Lead, Ryan Holiday, The Obstacle Is the Way   Soundbites 1. “Your first board meeting sets the first impression and the roadmap for how you’ll report going forward.”   2. “The board is interested in business metrics and business value, not vanity marketing metrics.”   3. “Put yourself in their shoes and speak in their language.”   4. “Know the audience, know the perspective they’re coming from, and speak to those perspectives.”   5. “What the board needs to understand is how what you’re doing relates to the overall business goals.”   6. “Start with a clear from-to slide: here’s where we are today, here’s what we’re moving toward.”   7. “Use highlights and lowlights, but stay high level and succinct unless they ask for detail.”   8. “Focus on results, not all the activities you used to get there.”   9. “Keep a back pocket slide or cheat sheet beside you for the board member who wants to dig into the numbers.”   10. “Collaborate hard with your peers before the meeting because you do not want misalignment in front of the board.”