The Pavilion Podcast
The Pavilion Podcast

Episode · 2 months ago

Ep 211: From IC to a VP of Sales w/ Ryan Deitch

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Ep 211: From IC to a VP of Sales w/ Ryan Deitch 

Part of the "Is This A Good Time?" series hosted by Brandon Barton.

Hell. Hello everyone and welcome back to the pavilion podcast. I'm your host, Brandon Martin. You are listening to is this a good time to show where I put a billion members on the hot seat for fifteen minutes. We hear their incredible stories. Shows are out every Thursday, so hit subscribes so you do not miss hearing from our experts. All right, we're here with Bryan Dych, Che's the director sales at electric, and we talked a lot about what it takes to get promoted from within. This episode is brought to you by Docibo, an award winning industry leader and trusted enterprise learning platform for the two thousand of the world's best friends. All right, let's see this episode one hundred and three. Is this good time? All right, we are here with Ryan Dych, the director of sales and electric, who just recently, congratulations, got a billion dollar valuation part of the UNIFORSE Club. Ran. So great to have you on the POD, Brandon. Awesome to be here. Thanks so much for having me. Yeah, any time and anytime. We'll look. You know, all meet, no filler. We like to jump right in. Why don't you tell us a little bit? Start with where you are today, what you're doing today. I know you've been in the role with electric for it a little over a year and and then go back and kind of tell us some of the roles. You were VP sales before and really interested in kind of your decisionmaking and coming and taking a director sales roles. That perhaps a bigger company than than your last view. So yeah, once you take it away, yeah, absolutely, Lie. So today I'm currently one of the five sales directors at electric. Were focused on modernizing it for a small and midsize businesses throughout the country. And Yeah, as you mentioned, I've previously been VP of sales at Mimeo, which is an on demand print and distribution solution. Started there as an account executive and was there for nearly eight years. Just gained a ton of awesome experiences, made some great relationships and maybe it was my first real opportunity in sales leadership. And so, like I said, a great eight years there and then I took those experiences with me to Kreigley and two thousand and eighteen...

...set funded start up. So I came in there is VP of sales. Cragley's the leader in digital credentials, helping connect learners to opportunities, and so when I got to Cragley they were around two million and Arr helped them to get to over ten million Arr in the little over two years that I was there. And then Craigley's recent acquisition by Pearson for two hundred million was super exciting to see and it's just proud to have played a key role in helping them get there. Nice, nice and I saw it it. Maybe you were there for a pretty long time and you had kind of made your way up. was that your first kind of let's say? You know, you'd mentioned your first sales role. Was that your first real role out of college or now? So after college? One of my mentors in college have their Slovan. She's and cell leadership at Linkedin right now. She had become a loan officer when she had graduated and the mortgage industry was really hot when I was graduating, so I followed in her footsteps there. Went there as an individual contributor. Really got my first experience called calling, making a couple hundred calls a day and just getting a ton of rejection and really great experience in hindsight, just looking back, because that's how I learned I actually wanted to be in sales, and so I did mortgages for little over a year and then transition into being self employed where I sold life and health insurance throughout the country, and that was fun, good experience. At the same time, I knew it wasn't what I wanted to be doing long term. I didn't think insurance was as sexy as some of the other roles that I saw opening them out. There were. So I did that for a couple of years and then ultimately transitioned over to Maybeo as an eight nice and I love I love when people you know come up throughout an organization. What was it? What was the keys, you know for folks that I'm sure there are a ton of people listening that are like, Hey, how do I get promoted from an individual contributor to a director to a VP so forth? What were some of the things that you would say, at least during your time at Maybeo, like got you noticed, got you that you know, besides hitting goals, or maybe it was just hitting goals? Yeah, I think hitting...

...goals was maybe what first got people's attention, but then it was what I did with that. And so I'm a coach. I really enjoyed developing people and even though I didn't have any formal management experience, I'd always been thought of as a leader amongst my friend group, and so we had a lot of new hires coming in. I was picking up the craft relatively easily, experimenting and trying new things and found people just gravitating towards me, looking for advice, looking for feedback, and so found myself joining calls and I of doing coaching sessions and before I know it, my vp of sales the time, dominic arabbed and then said Hey, we want to create a role for you, this team lead position. So I look back and I always laught and said that was the hardest job I ever had because it was being an individual contributor will also learning how to manage and also learning how to develop other people. And so I did that pretty well. Hit President's club, helped a few of my new hires hit club and ultimately got pre roaded to director of sales and strictly new business role, and it was just a lot of fun, lot of trial and error and I think it was just taking the time to get to know people and creating the right culture and environment and really wanting to genuinely help. I think oftentimes, not even often time, but sometimes people get into management for the wrong reasons and I find myself always wanting to help people, help my organization, and I actually find myself developing a lot in the process of doing that. So it wasn't yeah, you're going to say something. No, yeah, I mean like it's interesting to me, you know that that whole player coach role is you know, I think it's generally felt like that should be avoided, right because it's it's impossible to do two jobs at once. And but yet you navigated and I want and I wonder, you know, if you feel today like hey, that is something that I wouldn't want to put in my own organization, a player coach, or do you feel like, Hey, that's actually something there is a mini stepping stone between being an individual, individual contributor to leader. Yeah,...

I think it's a great question and I don't know that it's necessarily an easy answer. I don't think that a team lead role is cut out for many. It was. It was really hard. At the same time, I'm so appreciator of of all like the learning experiences that I had going through that and constantly challenging myself to take on more than I had before and just gaining new experiences. So I wouldn't trade it for anything because I felt like it really helped in my overall development. With that said, I don't know that it's necessarily something I would recommend for other organizations to do with the information we now have twelve years later. Yeah, sure, sure, right, it is a bit, a bit of time later. I guess that was kind of the norm back then. And and talk about the the the jump from director to VP, because that's one I think a lot of people can get themselves to a director role. And then was that opportunistic? Did somebody leave and all of a sudden the job opened up? Now it was really just consistently doing really well. I was really proud of my performances there. I had five consecutive presidents clubs as an individual contributor and sales director and really just enjoyed mentoring and coaching people. And so there was no playbook for being a first time manager, or at least they're if there was, I didn't know where to find it, and so I did a lot of trial and error and a lot of experimenting and just try to be really thoughtful and practical and what I was doing and it was working, and then I found other directors coming over to me asking me for my advice and how I navigate things, and so I kind of just grew in to the role based on just doing the director role really well and having desire to want to take on more. So that's kind of how it fell into place and we were just growing so quickly that we just needed more supportive top love that. Love that and look, I mean, you know, we always talk about luck and hard work being the things that contribute to getting to you to where you are. So I wonder if there's any, you know, moments where there was just a lucky break in your career path that that kind of got you to where you're sitting today. Yeah, I would say that there's definitely luck and there's definitely...

...hard, hard work. I would say that. You know my ninety five year old grandmother, her and I are very close. She was very successful in real estate and she always told me that the hard issue work to luck her she would get and and that always resonated with me and I think plays a big role in my unwavering work ethic. But regarding luck, I think it was the timing that I got to memo. I came in there's product market fit, there was tons of green field opportunities and a team that was doing really well with pure brute force, and so the sales leadership team had kind of turned over a little bit before I had gotten there. So there's just an opportunity for me to step up into leadership early in my career, and so I really took that opportunity and ran with it. I'd mentioned Dominic Garratt meeting before. He was the VP of sales and he really showed me what it was like to lead a sales team and just gave me so much opportunity to see what I was capable of and really grateful for that, you know, Opportunity and that relationship that I have with Dominic and I still leverage a lot of the things that he's taught me today and my own leaderships, though. Love that. And when you got to Cradley, I mean you know was you basically had created your own you know, I guess Sales Org. You were there at a seed stage company pretty early. You know, obviously two many and there is nothing to scoff at. Did you feel like you had to reinvent kind of what they were doing there, or did you feel like you were kind of there to accelerate things? Yeah, it's really interesting. You know. I think you know, looking back in retrospect, that was one of my bigger learning opportunities. was when I took the role, one of the first things I said was, holy cow, I am not in Kansas anymore, that this is very different, working at an organization that has under thirty people compared to the several hundred that I was at last time. So it was a little scary and at the same time that was also what was super exciting for me. So I inherited a team of four that were largely selling to to higher education institutions and fielding inbound leads. We...

...had an awesome still have an awesome marketing leader there and Adamazer, but the team didn't really have an outbound sales motion. So I came in there and really created the metrics infrastructure and started teaching how to do consultate the sales and built out in the sales development team and, when it was all said and done, had built that team to be over twenty had hired an operations person, seals, Dev seals director, bunch of a's were close with channel partners, but it was just an awesome learning experience. I had done the working with a's and SDRs previously, but the building something so early and really helping to define the market and selling into corporations was was really huge for Krebley and I didn't know it at the time when I'd accepted the role, but there was just so much opportunity, so much that I didn't know that when I got there. It was just a great opportunity for me to just do things I hadn't seen before. Nice, Nice, and so you know, throughout the years I'm sure you picked up a ton of little tricks and tactics and so forth. I wonder if you could share one you know that has helped you to become successful in terms of either close and deals or getting people's attention or accelerating their timelines. Yeah, I like this question a lot. In my mind is racing with ideas to share. I would say fully prepare for every prospect call, and that might sound simple, but I say that because I think most people would say, yeah, I prepare for all my all my calls, but the reality is that I don't know that they do or they do it as well as they could. Sales and marketing teams just work so hard to get these meetings and and it's really a disservice to do anything less than to be fully prepared to go out there and execute. So my process is like, before going into any prospect called, there's a checklist that I use and I implore my team to use it as well, and it's nothing overly fancy. It's like, who am I talking to? What's their role? What's their role in the buying process? What do I know? What don't I know? What questions while I ask to learn the rest.

What's my end goal of this call? What does the prospect need to get comfortable with? What are the obstacles I'll need to overcome and how am I going to do that? What's my ideal next step? And so all of that might sound really simple, but what I'm doing is I'm mapping out the call in my head and maybe even on paper, and so I'm getting all this information, allowing myself to visualize end to end, how I expect the call to go. So when it's done, effectively. Once it's time for the call, you're essentially going in and playing out the script that you've already walked, you know, worked through in your head, because now you have all the information. That trick come up in a call. You've given yourself the opportunity to think through all of it, and so now it's just about going out there and executing. You know, we still need to be nimble and but I find the likelihood of achieving desired outcomes went up exponentially when I started documenting all that before each call. Yeah, I love the I love the idea to think through what is the Purpe like? What is it? What is it a successful call me in here right. If it's a first one, maybe it's just getting enough information to do proper discovery and kind of solutioning. And if it's a you know, if it's like the big demo, the second demo where somebody brought in their boss as well, you know, I wondered, do you also look at you know, you said you look at where somebody is in the in the buying kind of motion. Would you also kind of look at the people around them and say, I imagine that, you know, the CFO is involved in this decision, that this you know. Yeah, absolutely. I mean I left out some of the important information that you're touching on, which is just going to linkedin understanding the landscape of the organization that you're calling into. Having some names to suggest who might need to be brought into the process, really demonstrating that you've done your homework, that you're not winging this, that you are an ideal customer for me and I'm taking the time to demonstrate that from my actions. Yeah, that makes that makes total sense to me. Any key positions that you're hiring for? Yeah, right now we're looking for sales managers. As sales directors at electric we work very closely with our sep of sales, David Wiener.

We've all been doing a ton of strategy and also acting as the frontline leadership. So as we continue to grow, well, we will require just more frontline leaders to help our growing team of a's. And so, yeah, if you're and I see listening to this podcast and you're crushing a number and you enjoy helping sales people develop and you want to join a rocket ship, definitely reach out. Love that, love that. Yeah, I mean there's so many great people that we know that work at electric as well. So love that, you know, love that their Rolls Open. Obviously new funding equals new positions, so that's great. Anybody that you'd want to give a shout out to, either up and comers or kind of folks who have been around for a minute? You appreciate kind of what they put out there? Yeah, I mean in terms of content. I find myself combing Linkedin for, you know, at least a little bit of time each day, and Megan bow and, she's the COO at refine labs. She's a pavilion member and we're connected on Linkedin but actually haven't connected with our so I'm actually to use this as an opportunity to reach out. But she posts fairly regularly on Linkedin and I find myself off and saying like yeah, I agree with that or HMM, that's great perspective. I haven't thought of that. So in terms of like putting out content that either resonates with me or thought provoking, I think she does a really nice job. And then I often share in like our slack channels. Is a Josh Braun. I think him and I have a very similar view of sales in particular, like the psychological aspects, often talks about lowering the zone of resistance, which is essentially using language to disarm and allow for open dialog and really Suss out truths and the prospects. Response you give it. What give? A one line or on lowering the zone of resistance, a oneliner on lowering the I mean like yeah, yes, I something you might say would be like Hey, I'm reaching out today because I think it might make sense for us to reach out. I'm not exactly sure. Can you help me out? So using phrases like might or help me out. You know people are hardwired to want to help out, and when you say might, you're not really being a sumptive. That like...

I know you're the right person, I know we need to talk, so it really allows somebody to listen to what you're saying. I'm thinking specifically on like a cold call right now, but I think that's the time we're lowering the zone of resistance. That in the discovery call or just really critical aspects of the sale cycle that it's important to nail. It also makes people like you right, like you're just being kind and and like. That can go a very long way, especially as you're trying to develop a relationship in a short period of time, for as short a period of time as possible. Right. These are the conflicting forces. Create a great relationship, get the deal close quick so absolutely, man. And then, of course, as you know very well, I care a lot about restaurants. It's it is my passion. So you got to give us a spot or two that we should we should go check out. Yeah, really depends where you are in the world. So, internationally, Fantino is a restaurant the rich, Carlton and Camcoon, eaten three times and each time was better than the last. Yeah, really good food and in fact people always asked like what was your favorite dish there? I'm like, I don't know what I was eating, and that's how I know it was so good. So hold Fantino and really high regard. Honorable Mention on the International Front Shela Mijean restaurant in Paris. I went there with my wife on our honeymoon and the food there was just tremendous, end to end. And then I've actually, I'm funny, that's so funny. I'm actually going there in like three weeks getting a yeah, beginning of a I'll be. I've actually going to that restaurant, so that I will. I'm going to hit you up and tell you how it was. Yeah, please, please do. And the rice putting there for a dessert is a must have. We had beef cheeks. There's a whole bunch of food, but yeah, definitely give me a shout before you go. I'll give you the insects coop and in locally, hillstone. Every time I go there, just just so on point and never had a bad meal there.

He'll sown is as solid as they come, and so are you at Man. I've appreciated getting to know you over the last few years, Ryan Love, and what you're up to and psyche, to see you continue to flourish at electric. Yeah, I appreciate that. We got a great team here. I'll give a shameless plug that my peers, Alyssa crop, Matt de Smatt, grossbargwill Evans among the best directors I've worked with. I'd also be remiss if I didn't call out a couple folks at Krivly that I saw developed so much so quickly. So think about rising stars. Glen Rothwell, director sells that code climate. Michael Botler senior revops manager at visible Alfa and in my successor at Credi Edgard are. I'm just doing such a great job build with the shout odds. Love it, Ryan. All right, man, will look, we're cheering from the sidelines for your brother. Yeah, appreciate that, man. I really enjoy it. It happen me here and you know I've known you for a couple of years at this point, but it want to say how much I appreciate you and your advice. Always been a great person and somebody that I'm proud to be close with, and so thanks for having me. Thanks, brother. All right, an. All right, that's our show. Thank you so much for listening. If you love the show, please rate and review an apple podcast or spotify absented to friends. Make sure to smash and subscribe button. This episode was brought to you by Doci boat to see bows redefining the future of enterprise learning with its aibase learning speed. With Docibo, you can create and manage engaging content, deliber training to customers, partners or employees and measure how learning impact your people and your business, all with a single suite. Find your learning and development sweet spot at DOC BOCOM I had so much fun today. I hope you did too. Now get out and crush your numbers.

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