The Pavilion Podcast
The Pavilion Podcast

Episode · 7 months ago

Ep 66: The Biggest Education Travesty w/ Paul Fifield

ABOUT THIS EPISODE

The Biggest Education Travesty with Paul Fifield, Sales Impact Academy  

Part of the TGIM (Thank God it's Monday!) Series, hosted by Tom Alaimo.

Alrighty. Welcome back to the revenueCollective podcast. Thank God it's Monday. I'm your host, Tom Alamo. Andevery week we come together and we try to learn the tips, the tactics,strategies to become a better revenue leader in the B two B world. And that'swhy we're here in this podcast. So I'm really excited about today's guestreally excited to get into it before we do. I want to give a quick shout out toour sponsor. So this episode is brought to you by Quote a Path, a commissiontracking software built for sales, operations, finance and accountingteams. If running commissions in payroll has you running for the hills,quote a path is for you. Quote A path helps organizations track and managecommissions and pay their teams accurately and on time every time. Keepyour team motivated and non target. Simplify your commissions at quota pathdot com slash revenue Dash collective and give your reps the gift oftransparency. All right, now, for two days guests. I've got the This guy'salleged Paul five Field is the co founder CEO of Sales Impact Academy wasfairly legendary. Sales leaders has lead and manage teams worth over $500million in value. He's taking business from 0 to 100 million and combinedsales. He's raised hundreds of millions of dollars of investment across BC. SoPaul knows what he's talking about. And we talked about what he calls thebiggest travesty in modern day education. It tees up a greatconversation I think you're really going to enjoy. Probably going to feelhis charisma. His attitude is energy through your headphones. So you mightstop cooking breakfast or walking the dog or whatever you might be doing,because you'll be enthralled with Paul's enthusiasm and energy. I know hepumped me up as well. So without further ado, I'm gonna stop talking andI'm gonna bring you straight into my conversation. Paul Fifield. Enjoy. Allright, Paul. Five field. Welcome to the revenue Collective podcast. Goodevening or afternoon to you. How you doing? Very good. Hi, Tom. How's itgoing? Great. Great to be here. Yeah, I'm excited to have you and I alwayslove to know, especially in this day and age where folks are arequarantining out of. So you're just in in London London proper or where areyou? Yeah, the real proper London. So north London. A place called Crouch End,if you want to be specific. Yeah, and I haven't had a haircut for three months.I can't tell what the hat. Or maybe that's why they had on. That's why I'vehacked it with myself. And it's I'm not a great hairdresser. Yeah. Yeah. Hey.Well, this is a This is a good time for you then. Because that's your That'syour built in excuse. Yeah, they're opening in one month. We've had themclosed for three. Oh, wow. So you got You got another month of hat wearing togo. Self hacking, self hair hacking and...

...hat wearing. Yeah. Yeah, I love it. Ilove it. Well, I'm excited to have you on the show. There's a bunch ofdifferent topics I want to get into. And we're gonna talk, probably for thebulk. About sales impact Academy. Before we do that, I'd be remiss if Ididn't bring up one of the earlier career experiences that I found prettyinteresting just from looking at your linked in the first thing you did. Youknow, following university looked like you took $10,000 or or, you know, anequivalent from your mom's credit card to start a company and then ended uprunning that company for what, Five or six years? Looks like you got absorbedby a larger firm so massively successful from a loan from your momcoming straight out of school. So I'd love to hear you tell that story. Sure.Yeah. Wow, you've got You've gone way back. We go deep. Yeah. I don't reallytalk about this very much, but I'm obviously very happy, too. So this is,like, back in it was, like back in 2000 and two And that would this would havebeen my third company, actually by then by then as well. So yeah, I just I tookit to got my mom to give me, like, 10 £10,000. Offer crowd for credit card.Bless her. Don't worry. Mama is going to work. It's going to be all good. Andwe set up a I mean, we set up a production company and we will reallyfocus back then on creating content for the web. But you gotta remember, I'm Imean, I'm a fairly old git. So this is like back in like 2000 and 1, 2000 andtwo. So like like there was like dial up was the main way that you access theInternet. But back back then, so we'd be creating this content for variouscustomers and, like, eight people would watch it. So So the economics and whenthose eight people did watch, it was a pretty rubbish experience was likewaiting to download video. Unlike a 56 K, access to the Internet was just nota great experience, but yeah, basically, we created a production company. Webranched out into all sorts of other things. We we made TV programs. We madeadverts. We made lots of editorial, short form content on the Web, which isreally what we're kind of known for. We made some of the worst television youwill ever, ever, ever see. And we made some some kind of cool stuff as well.So yeah, that's that's what it was. Yeah, And then we got kind of absorbedinto a sold effectively sort, sort of into a larger group. And then and thenthe journey continued. So you were just an entrepreneur at heart, comingstraight out of school like That's a That's a gutsy move, you know, to dothat with no prior experience. Yeah, it's kind of interesting. I found out Idon't know if this happens in America, but in your third year, you can do ayear like in in Industry. And I was doing a computer science degree becausemy mom it was It was my second degree. And I remember my mom. I was hangingout and down in a place called Devon in...

...the south of England over the summer,and my mom came down. She's like, You've got to get back into universityand like Okay, Mom And she brought down all these prospectuses of theseuniversities, and she's like, computers look like they're going to be reallybig. And this is like 1997 and I'm like, Okay, I'll just go and do computersthen, and I just I just started to The degree is my second, my second attemptto a degree in computer science. And then I found out in year three. Yeah,well, you're three. You go into industry. But then I found out youcould start your own company. I was like, how cool I've I've always, youknow, wanted to do that. And so instead of going into industry and getting itgoing and doing a year at Microsoft, which by the way back then was that waswhen Microsoft wasn't cool and it was like, Fuck, I'm not I don't want to dothat Sounds awful. And I started my own company. The first company was like aWeb kind of like agency thing, which was terrible, like the people I startedwith didn't. I thought they were good at programming and they were rub it andit was a terrible, terrible experience. Anyway, I just never went back. I justkind of I got the bug. Did another one, Did another one? Did another one? Didanother one? Basically, Yeah, yeah, And and then from there, it looked like youYou had a number of stents, you know, managing tens and hundreds of millionsof dollars in revenue running sales organizations before starting salesImpact academy about two years ago, or a year and a half ago. At some point in2019, like you mentioned before, the call that the problem you're trying tosolve is the I think the quote is the biggest travesty and an education inthe last 30 years. So one correct me if I'm wrong but to, like, tell me alittle bit about, like the problem that you're seeing here. Cool. So I thinksure, I'd love to. So I think that and I'll come onto that that kind of grandeducational failure statement in a second. But you did get it pretty,pretty much bang on. Yeah, I think you know my career ends. Attack really,really took off. In about 2011, I co founded a company called Sorrows in NewYork. We raise some capital and and and and started growing that and thankfullythat that when I was going to become a pretty successful company, we sold,like half of it last year to a private equity firm for just over $100 million.So that's what I was pretty cool. And I was like the VP of sales in in thatcompany. But it was pretty scary experience because we just raised, youknow, we just raise some money from a from a Tier one BC in New York. Greatcraft. I was put in this role of the VP of sales, as as the co founder doingexcited, fairly commercial, kind of like, naturally, kind of quitecommercial. And everyone kept saying, like Just just go build this repeatable,scalable like revenue operation. It's just like, How do you do that? I mean,it sounds so easy, but like, Like how like, How do you actually do? And therewas no book. There was no there was no nothing. What? When I say there's nobook, I found a book which has just...

...been published. It was very fresh,called predictable revenue, right? And I don't know if you're familiar withthe book Predictable revenue, but like I literally had just been published andI because I was panicking. I was like, I was searching on the Internet,literally going repeatable, scalable revenue. And you do this. I don't wantto get fired and sent back to England. I kind of like move my entire family toNew York. I was crapping my pants like, uh, and I found the prince for revenue,and I read it cover to cover, and I'm like, Oh my God, this now makescomplete sense. I always knew I was always fairly good with, like, salescycles and that kind of thing. But I was, And I was like, The way thatyou're successful in sales is your pipeline. It always, always, always,always starts with high quality, consistent pipeline into the salesfunction. You can get a lot else wrong, get but start. Start there. And it wasalways unclear to me how you did it until I read that book. Then I emailedErin and Mary Lou, and I was like, You know, well, actually emailed Erin Ross,who wrote it offering him a job. He turned me down, but they've ended upagreeing to do a consultancy gig and and that was great. And I thought, Myfirst str function at Sarah's and you know, it's still there's a very big strfunction there today. And then I came back to the UK in about 2015, joined astudent's company. We went that was a wild ride. We went from 2 to $40million in revenue in like three years. I built 100 person plus organization infour countries that run around the gamut from SDRs and A S. Two CS Repsmhm. But here's the thing, and this is kind of I'm now getting to the problem,which is like, I didn't enjoy much of that journey and there's a couple ofreasons I didn't enjoy the journey very much, which is couple of maybe slightlyslightly challenging CEOs. But on a more personal level, it's incrediblystressful to basically be responsible for growing and delivering exceptionalrevenue growth, like 100 and 520,300% annual revenue growth and at the sametime have to learn how to do your job right. And this goes to the fundamental,like problem solving, which is, if you think about it, Sales on a globalperspective is probably the biggest profession that is totally and utterlywithout any educational support. Now do you think about finance or you thinkabout like law? Or you think about H. R. Right? These big major professions thatare very important to the functioning, the actual functioning of a globalsociety, right? They've had over many, many decades. Hundreds of billions ofdollars have been invested in these professions, and not just universityand post university like specialist schools like law school, but continuousprofessional development. In work, right? If you're in finance, you haveto study and take exams every single year while you're working, and if youfail them, you can't practice finance...

...anymore. It's pretty major educationalinfrastructure around these professions to ensure the world has the correctsupply of highly skilled people in these professions. Until you get tosales, where there's absolutely nothing, absolutely nothing. It's not even like,Oh, there's a bit there and it's a bit rubbish. It's literally nothing. And ifyou think about it, here's an interesting stat for you. Most peopledon't know this. 50% of the world's companies are B two B okay, and withinevery B to B company, the driver of growth of everything right, nothinghappens until you sell something that's the classic phrase. The driver ofgrowth is your sales and marketing function. So if you think about it,this is a problem that affects half the world's companies, and you're probablytalking about a body of people, a profession when you include customersuccess B two B marketing and str Sundays and all the rest of it and revups, you probably talking what 250 million people who are totallyuneducated in their job. They haven't got the core skills because it hasn'tbeen taught, and that is one of the most absurd, enormous giant letdownsfrom an educational perspective that you could you could possibly imagine.And no one's really talking about it in that context. But that's the truth. Andwhat it means is cos then are forced to become educators. They're forced to go.I'm going to build a sales function, and now I have to build a supportfunction to train the sales function, how to do their job. And that is absurd.It's like crazy that you think I'm going to go and build a financefunction and now I'm going to build a finance training function to teach thefinance function, how to do their job and the same with law and then that. Sothat's the problem. It's completely nuts, and that's why I said at theopening just before we started recording. It's the biggest educationaltravesty in the last 30 to 50 years. Yeah, and I I agree with that and youknow, I've been saying for for a while to like, you know, there's no. Outsideof like while you're at your job, there's rarely any classes in college.There's definitely no classes in high school or anything before that. And,you know, I didn't even know sales was a real job until I started doing it.There was no one that told me in college to B two b sales was even a jobopportunity. You know, it's like, Oh, maybe I'll be a marketer or somethinglike that. You know, I don't want to sell cars. That was like my only thatwas my only vision of like what a salesperson could be. So there's solittle education. What's your take on solving the problem? Because there'sother sales trainers out there, right? Like some are small. Some are bigger.Like what? What's your take on like where you're trying to bring SalesImpact academy and how that fits into the landscape to solve the problem?Yeah, cool. So here's an important...

...thing for us is that I never I like wesort of band the words sales training. Okay, because kind of sales traininghas very cut that out. It's okay. It's fine. You can you can say Hey, man,freedom of speech, right? Um, but we sort of ban it as a part of our lexiconbecause the connotations of sales training is so terrible. It's basicallymiddle aged man in a really shit suit in a really shit hotel with no Windowsteaching you some shit on Terrible on terrible power points for days on end.And it's and this guy that's teaching you, who's middle aged doesn't reallycare about it and hasn't done it for 15 years, right? That's kind of like andyes, I'm Of course, there's probably there's good sales training in this badsales training, but it's generally pretty, pretty ineffective. Andactually, one of the major flaws of traditional fashion sales training isyou pull a whole team off site, you know they're off site for a day,sometimes a whole week, which is just crazy. It's a whole week of not selling,and also it's not a good learning experience. But if you think about howhuman beings learn, we don't learn by being bombarded with information for aweek or a day or even a half a day, right? That is not how we learn. Andthere's a reason why university degrees are stretched out over three years. AndI remember when I was doing my second failed failed attempt at a degree oftenthought like, Why is this so long? We could probably do this in a year, butit's partly because human beings just don't learn in this kind of like packit all in boot camp star learning So but here's the thing. So we Yeah, so wedon't call this sales training were an education company. Uh, I'll just kindof go off in a mall tangent just just while I remember it so well. Ventureback. So we raised a little bit of sees. Uh, actually precede. It was like aconvertible loan note almost exactly a year ago, just a very small one to getus going. And it's an education based VC in London, And I remember one of theone of the partners said to me this wonderful, This wonderful statement,which I've never forgotten, which is the root solution to all problems, iseducation, and I was like, Whoa, that's a big That's a big statement. I waslike, Wow! And I was like Actually, it's true, right? Actually, it reallyall comes down to education. And so I do firmly believe that the solution tothis this this huge problem that we have in our profession, we can solvethat through high quality education. And I think when you change the lensand think about this as a, we can solve this with education rather than solvethis with training. I think it does change things quite quite a lot, andand that's where we are. We're creating an education platform. The way thatwe're approaching it is that this is a...

...long term relationship we have withpeople. We're expecting to have a relationship with people for many, many,many, many years. You know, our educational offering literally startswith new to roll SDR, and we have a fantastic new to roll SDR course calledalbum Prospecting. Sarah Brazier, from going as we're talking about earlier on,is joining this guy called Mark Colgan, and they're going to be co teachingthat multiple times a year, and we'll run that four or five times a year, andwe have that and we have right up to, you know, and most ambitious course yet,which is aimed at Cros called the definitive guide to revenue leadership.And we have Mark Roberts teaching on that. We have Pete Crosby, who's likethe professor of revenue in England in the UK, and Mandy Cole, who is a livingsocial, had a brilliant career there, and we have other guest stars and a bedwho's the c r O of outreach. And Lisa think you took tableau from 02 billionthat Legends Group Legends. All right? Yeah. Are putting together a 24 hourover 12 week, you know, course, which is, which is everything you need toknow to be a brilliant modern revenue leader. So we're running the gamutright across this kind of broad, broad, kind of range of topics and the waythat we sort of deliver our teaching as we only teach two hours a week. So, youknow, I know again what it's like to be in a very high pressure salesenvironment, so what we don't want to do is interrupt the sales motion. Soit's literally two hours of learning a week, and it's highly technical andpractical learning. It's not methodology. There's not like a salesimpact academy way. It's a This is how to be a great str. This is thefoundations of how to be a great SDR here, all the foundations to be a greatA e and how you manage a deer sale cycle from opportunity to close playsone and following these different like milestones across the sales cycle andhis best practice at every stage across that sale cycle, here's best practiceson how to be a great rep. Here's best practice on how to use linked ineffectively for prospecting and sales. Here's best practice on how you usevideo and we got two execs from Vidyard and his best practice now use video andprospecting and sales, and it kind of goes on and on and on and on. And we'rejust We're just basically creating these very, very powerful and impactfullearning journeys, and we're now creating some more micro learningjourneys. Like four hours over two weeks. We're releasing one on coldcalling, and every month you can just dive in and do four hours of livelearning with some epic people every single month. If you're accompanyingyour hiring people regularly and say, Hey, we use the phone line outreachdive into like cells, in fact, academies cold calling boot camp. Itruns every it runs every month. Make sure you enrolled onto the next one.Bang, bang, bang, bang and we're keeping people educated. So thecadences and the other big thing is that we're live and that has a massive,massive impact on adoption and then completion as well, because it goesinto calendar. It's a bit of an event.

I mean, we had a We had a greatmilestone for us about four weeks ago with Sam Nelson from outreach. You know,we had 1000 people in a class. It was wild, but it was awesome because I wassat there thinking, Well, I sat there thinking, This is quite funny becauseno one knows that there's 1000 people here. People were coming and askingquestions, and I was thinking, Would you ask a question so freely if youknew there was 1000 people here anyway? But it was like, Wow, we're literallyThis is what this is my dream that we can start to teach at a really bigscale. And what I want this to get to is that one day we're teaching 20,000people live, 50,000 people live half a million, half a million people live.And the mode of teaching that we're developing is that we're creating theseimplementation packs so that once as soon as the class is finished, themanagers or the team leads or the leaders of the VPs. Whatever. Locally,let's take a break team come back and let's discuss what we've just learned.We've got these implementation guides. We're gonna do half an hour morebecause just Sam Nelson just dropped some seriously good stuff on howoutreach perfect sequences to get to get cut through with their prospects.Now let's talk about it as a team. We've got this implementation guide.Here's some documentation. We're gonna do a quick, quick quiz. We're going todo a short exam, and we're going to embed this learning for 20 minutes andthen back to work, and we just literally put it into practiceimmediately and bang see the results. And so we have this kind of like almostevent scale learning classes, followed by local embedding through threemanagers and team leads. And that's how I believe that we can make a massivedent in helping hopefully one day millions and millions of people to sortof to be educated in in in in the core skills in our profession and that that you hit on two of thethings that you know I find to be really tough with, with sales trading,one being, you know, the old, you know, middle aged white guy that that hasn'tsold anything in 20 years, which that's not everyone. But that's, you know,that that happens. So I love that you've got people that are in the field,right? Because Sam Nelson is still at outreach, you know, he's doing the job,and he's also is also teaching this and you have just a legendary cast of folksthat you dropped there. And the other piece is the reinforcement, right? SoI'd love to talk a little bit more about that because for my experience,someone comes in even if it is a live training in person or, you know,virtually with with covid, you know, you get hyped up, someone brings themin for sales, kick off and you're hyped up on this person and for like, a week,you're like, Oh, I'm gonna do all the stuff they said, And then like if youask them a month later, I don't remember anything so, like, how wouldyou if I'm a VP of sales or running a team like we just invested in this?Whether it's money, time resources, all...

...of it. We took our sales people off thephones. How am I making sure that they continue to actually do this for therest of the year? You? Well, I think a few a few things to unpack there andagain, I think the other different approach that we have fundamentally,there were a subscription based model. Now, obviously, all revenue collectivemembers, as part of their subscription of their membership, get access tocells and practicality on on an individual basis. Excuse me. Yeah, andlook, we've got I think we've already got 1000 R C members already on boardedonto 1000 bucks Academy platform, which is awesome. A whole bunch of alreadygone through some groups and courses, and the feedback has been amazing. Sohere's a few things, but, you know, the business model that we have is thatwe're a subscription service when we call ourselves sales education as aservice. And so we're always there like and this is the other problem with theold fashioned model, which is they come in for hit of learning. Everyone getspart, you know, really pumped. And they go again. And you have this decay,which which happens quite quickly and then to appoint the company's dropped$100,000 on, you know, blah. And maybe three months later, everyone's backinto old habits and can't even quite remember what happened. More to thepoint, the team has changed. You've had some attrition. You've hired 10 morepeople. And you know, uh, so, actually it was almost a meaningless worthless,a futile exercise. We're a continuous like solution. So we're always therewhere, as ubiquitous as present as your CRM right and all of our courses, like,repeat for five times a year, some of them are repeating on a monthly on amonthly basis, So it's always always there. So if you're hiring people, youcan stick them into the courses everybody then gets we ensure thateverybody's got the same level of skill all the time. So it is constant, kindof like so we have this ability to just constant reinforcement. Number two, Thelearning design is really important. Now we're not weather. This is This isthis isn't like every course that we do is not like a string of webinars. Theseare very highly like with very, very core learning design principles. Wenever teach more than 10 minutes. We have, like, interactive like breaks. Wehave knowledge checks each week during the course. We have tests at the end ofthe courses as well. So you get a certification which you can put onlinked in or linked in profile. We have people now tying in getting 60 70% orabove in your end of course exam to your variable compensation. So that'sanother like incentive to get people to really, really kind of like focus andlearn. There's another reason why people focus on line, which is this issuch effective learning from world class people who are operating at thetop of their game. You know, you'd like to have your SAT Sam Nelson's and yourcelebrations and all this kind of stuff in the field. Right now, the stuff isso good that it actually affects your...

...income, right, because you sell more,you convert more. You know you retain more customers through this learning.But then there's this next layer, which is that we're building implementationtools around each class. There's almost like a micro site of stuff that we'redeveloping around each class, which empowers the local managers and thelocal leaders to then continue the learning in a 1 to 1 perspective or 12team perspective. So we can have 10,000 companies on a class and 100,000 people,but straight after class. All of that learning then happens locally, and weempower that to happen with the managers and the leaders. And it's areally effective way of embedding that learning. You immediately apply it intoyour job like that, and it beds in immediately. It's called experientiallearning in fancy shmancy educational circles and, I believe, as a blendedpedagogy of scale and then embedding It's pretty smart, and I do thinkinfinitely scales. I think we could have a million people in a class oneday and then have this kind of local learning happen through the supportmaterials that we give those local managers, and just to reiterate foranyone that's listening to this while they're walking the dog or, you know,cooking breakfast. Like, you know, if you are a member of revenue collected,which you likely are if you're listening to this podcast, you do haveaccess to this on an individual basis to go in and you can check it out. It'sfor free. It's part of the subscription that you have with the community, whichI wanted to underscore, which I think is a huge step for both parties. Reallylike I just think it's a great It's a great match and I just wanted toreiterate some folks know that. But I'm curious with you. You've done suchgreat work in the, you know, 1.5 2 years that that you've been runningthis business. It's still in a in a fairly early stage. You have some greatcontent. You have these great partners you're working with. Where do you seeit going? Like, where do you What are the things that are most important toyou? As you look out in the next 1 to 3 years? Is it finding the right you know,more people to help teach things? Is it building out the courses. Is it justlike we got a prospect into, you know, companies and start, you know, findingmore customers. I'm just more curious where your head's at with that. Mm. Well, we're about 15 months in, so wefeel like we've, you know, we've done it pretty. We've done a pretty decentjob so far. We we've got about 35 employees. We have about 40 coacheswere expected by the end of this year to about 100 employees. We're talkingin a r A and M ra and India because we're a subscription business and it'slooking great because of this problem is so cute. And I know because, like Isay, I had, I know the pain. I literally felt it every day, like adark cloud hanging over me for for a decade. So we have six schools. So theway that sells impact Academy is...

...structured is across six schools. So wehave management and leadership. We have sales, we have prospecting, we havecustomer success, B two b marketing and we're developing the rev up school. Andeach of those schools has some pretty amazing industry leaders to as adjunctprofessors, who are helping us build out depth in those schools. So, forexample, we're just about to announce Dan Steinman has just joined Now. Danwas the chief of an investigation site. You wrote the book on customer successcalled Customer Success, and he's like, you know, one of the leading thinkersin customer success. And so he is now an adjunct professor, and he's helpingus build out the C s school. A few weeks back we landed Channing fairer.He's the global head of Rev ups for hubspot, and he's helping us develop,develop and design the rev up school. We've obviously got Marc Robergehelping us with the sales school. We've been working with Mary Lee Tyler for along time. Now she's helping us build out the prospect in school. So one ofthe most important things for us is now building just unrivaled depth acrosseach of those schools so that you could almost each of those individually couldbe a spin off business. They've got that much depth depth in them, sothat's kind of like number one, and that's getting to probably were about25 courses. Now we probably want to get to 100 100 plus by in about 12 months.In 24 months, we're talking maybe 250. At that point, we've probably got themost comprehensive in depth learning catalog for go to market teams all overthe world. The second thing is developing more on demand content.That's gonna be important. The third thing is that we're opening up our Asiateaching slot in H two this year, so 8:30 a.m. Mumbai time, which is goingto be fantastic for all revenue collective members out there. I shouldalso just say that we're going to need hundreds of teachers. So anybody that'sinterested in teaching with us Please, please, please do get in contact Helloat sales impact dot io Or just email me, Paul at sales impact dot io. And thenthe whole of Asia gets opened up to our life teaching product as well. So atthat point, we then have a life teaching product all over the world,and then we just we just we just kind of like continue to scale right? Andlike I say, I really want to build out this This this support materials andsupport programs. And like I say, I I really want us to to to to at somepoint within the next couple of years be having 2030 40,000 person classesbecause, you know, we are absolutely mission driven. I mean, I'm I'm really,really want to help as many people as I can with this challenge, and there'smillions and millions and millions and millions of people to help. So with alot of work to do to to to really lift the industry and support all thesepeople to be to be brilliant and what they do. And I think the the impact ifwe if we if we achieve that the impact,...

I think could be absolutelyextraordinary. Yeah, I agree. And I'm excited for it. I love the mission thatyou're on, and I'm excited to see where you guys go in the next few yearsbuilding out the content, continuing to get great coaches expanding worldwide.You know, again, kudos to you for kind of pushing this through on the revenuecollective. I think all the members collectively are grateful to be able toexperience this as part of, uh, you know what? We're already doing throughthe community. So, Paul, I know we're getting short on time. I'm curious likeany last thoughts that you have, and then I know that you just dropped youremail. But if there's any other ways that folks can get connected with youor or learn more about sales impact Academy, let us know and we can, youknow, make sure to tee that up. Yeah, sure. I mean, linked in is always good.I'm pretty pretty active there. So Paul Paul five field and you'll be able tofind me pretty easily. My email Paul at sales impact on I O. I mean, I've beena member of the revenue Collective for about three years in the London chapter,so I'm very familiar with the network I've known Sam Jacobs for for a longtime. I'm just really I'm grateful for the partnership hugely as well, and I'myou know, it is one of the most exciting things to happen to thecompany. And I think to your point earlier on the partnership is just sucha beautiful partnership, and it just brings such enormous benefits to bothto both parties and fundamentally, two members, which is which is fantastic.So I'm just really excited to be playing my part right to try and helpthe brothers and sisters in the sales world to do well and not be stressed. Imean, it really comes down to that. Is that a basic, A basic kind of mission.So, honestly, I could go with a little bit less stress. We're getting close tothe end of quarters. That's a good mission. I can't say I'm going toremove all stress, but hopefully the distress of I don't know how I do myjob. That that bit we can tackle the end of quarter pressure like that'salways gonna be there. You have? Of course I'm not of trying trying to hityour number before the end of the quarter. There you go. No. Course needno course needed. It's awesome. Paul, I appreciate you coming on again.Everyone check out. You can definitely connect with Paul and LinkedIn. Checkout sales impact academy. Paul, Thanks for being so generous with your time.And thank thank you very much. I've loved love to chat. Cheers, Tom. Boom.I told you you were gonna like that episode. You weren't sure you didn'tbelieve me, but I knew it. I'm just playing. Paul did a great job on thatone. Love talking to him. Let's give a quick shout out one more time to oursponsors. Hear this episode again was brought to you by quote A path QuotaPath is the first radically transparent end to end compensation solution fromsales reps to finance. Get started for free at quota path dot com slashrevenue Dash Collective. That's it for...

...me. People had me on LinkedIn. I'm TomDeLay my work over at gone. I do this podcast. Give us a five star review onRevenue Collective on on Apple and, uh, subscribe to leave a review. Do allthat good stuff and enjoy your week and we'll see you next Monday. Hey, she'ssomething say.

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