The Pavilion Podcast
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Ep: 54 Increasing The Representation of Minorities in Tech w/ Alexis Matthews

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Ep: 54 Increasing The Representation of Minorities in Tech w/ Alexis Matthews 

...all right. Happy Monday. Thank God it's Monday and welcome back to the revenue Collective podcast. This is your host, Tom Alamo. I'm here to bring you news and info on what the top revenue executives are doing in the B two b world. Thanks for joining me and welcome to a session where you can up level yourself. So before we get to today's episode, I do want to quickly speak to the sponsor. So this month, sponsor of the podcast six cents, six cents. The number one account engagement platform helps you identify accounts that are in market for solution. Prioritize your efforts, engage buyers the right way with highly relevant messaging and measure what actually matters with the Sixth Sense platform. You're able to get into more deals, improvement rates, increase overall pipeline and optimized budget. Spend to learn more. Visit sixth sense dot com slash revenue Collective Now to get to today's episode. I am talking with Alexis Matthews. So you know, I'm really excited to share this episode. Really? You know, Alexis is an SDR leader at Sneak G s N y k. She's the head of strategy at us and technology, which you know essentially helps to give access to under served minorities, give them access to the technology industry, doing some really cool and really interesting work. There she is, the revenue collective of Colour Co chair and formerly at linked in an Axiom and a few other places. So Alexis and I had just an outstanding conversation who talked about She had a pretty funny story. We kicked off around her first sales job, which, you know, hint did not go very well. And then we get into, you know, some of the things that she's doing for equality and inclusion d i efforts. But she was that linked in like I just mentioned a revenue collective, what she's doing at us and technology with a few other folks and really starting to make a dent in the tech landscape and, uh, just put such a high emphasis on this and and, you know, we talked about leaving a sales development team. She talks about how she uses revenue collective. It was a great conversation. I love talking to Alexis definitely hit her up on LinkedIn after the show. You can obviously always reach out to me. My name is Tom Alamo give me up on LinkedIn. And please, if you did find valued love if you gave this show five stars on Apple without further ado, this is where I shut up And I bring you the interview with Alexis Matthews. All right. Coming to us from Austin, Texas. Alexis Matthews. Welcome to the revenue Collective podcast. How you doing this morning? Thank you so much, Tom. I'm doing great. How are you, man? I am outstanding. We're we got Friday morning. I've got that Friday morning Buzz going and you and I are both what, a month or a little bit Less than a month into new roles. So we were just saying that we're starting to finally kind of get our feet under us, feel a little bit more comfortable, and that's that's a really good feeling. Yeah, I completely agree. I also have a lot of energy for Friday morning. So glad that we're here chatting, um, today. But I agree when it comes to starting a new role. It's been a bit of a world in these past few weeks, and I finally feel like I kind of like, got my bearings. So just super excited for What's to come in 2021? Absolutely. So, uh, there's a lot of things that I wanna cover with you today. The first is, you know, I'd love to start at the beginning of your career and kind of talk how you got into sales. That's always an interesting story to me, because I feel like everyone has their own unique way of getting in. And it's usually a lot of times kind of a random or a funny or or a bizarre situation that brings people into sales. And I saw you were at University of Chicago and doing things in it looked like in the medicine industry. I don't know if that was while you were in college, like an internship or afterwards, before you got into sales. But that's kind of like a hard right turn. So I'd...

...love to hear how you actually got into sales. Okay, Yeah, Tom. So I'm going to give you the story that most people actually don't know, all right, but not the story that I tell in interviews. But I'll give you the authentic I did go to the University of Chicago, studied comparative human development, which is an interdisciplinary social sciences major. Most people have no idea what it means because it's totally made up. So you get to, um, study like psychology, psychology, anthropology. It's just basically kind of like a catch all for social sciences. So got to do some, like African studies in Paris, studied in Senegal, did my thesis in Cape Town on Inequalities and Drug Rehabilitation Centers. As you saw in LinkedIn, I worked in the University of Chicago Medical Center throughout college doing research on Mersa, which is like a disease. And so, um, I was in the infectious disease department, and when I graduated, I had initially wanted to get like a PhD. But then I realized, Hey, I don't want to go back to school. I don't want to have more debt The PhD students who I knew and the ones who were, you know, kind of teaching me. I thought they were some of the smartest people that I'd ever encountered, but I didn't necessarily want to live their lives. They weren't making a ton of money. They were like working basically the same amount as a professor did for like, significantly less pay. And it's like a seven or eight year program for for what I wanted to do. So took a step back and try to figure out okay, like, what can I do? Like, what do I have the skills to actually accomplish? And with the comparative human development degree, I did not have many skills. Um, so I was applying to just random jobs through our university website was called Handshake, and I found this job that was supposed to be like a hybrid of, like, sales and marketing. And I was like, Okay, like, I don't really fully know what that means, but like, marketing sounds interesting. So let me just, like, go into this. So the company was in Pilsen. So Pilsen, for like, reference is like 20 minutes from downtown Chicago. So it was, and I was living very, very far north because I was a recent college graduate with no money. So it's basically commuting like an hour and a half every day to go to Pilsen. And I was working like in a warehouse. It was a company that sold it was called Ellis Bubbles. It's old walk in tubs. And so I was selling like walk in tubs to contractors and like construction workers to, like, install and walk into essentially on the tub for elderly people who can't get in and out of a bathtub. They also showed walk in showers and it was absolutely horrible. I was cold calling like contractors. I was getting, like, hung up on all the time. I was yelling all the time. I was getting yelled at all the time. I was like working with, like, Scuse and like, trying to put like these tubs on websites like, um, like Menards and like Home Depot and all of this stuff. And I was like, Whoa, let me take a pause. I lasted maybe six weeks in that role. Before I was like, What am I doing? I was like working at a warehouse with, like, eight other people. The environment was like terribly toxic, like our boss was like like this Russian man who was, like, totally insane. And so it was like I was walking home to like the bus. I was walking to the bus one day to go home, and I called my mom and I was like Mom, I was like, I have no idea what's even happening I don't know how I got in this situation, but I think I've made a huge mistake. And she was like, Alexis, this makes absolutely no sense. Like, just quit and try again. And so then I quit my job. At that point, I was interviewing for another company, and I actually like, I think, like a couple of days after I quit, I actually got an offer at Axiom Legal, which is an alternative legal services provider, and so that essentially, like you're selling, um, professional services. So, like legal staffing, essentially to like larger organizations. And so that was actually for an SDR position. And so that was my journey into sales. So that was like a proper SDR position with like like an entire team and a manager, and like all of the things...

...that make sense in your first sales role. But that was technically my second sales role. My first one was a disaster, and a total failure was not happy. That's hilarious. Good on you for first for leaving, but also for maybe having the intuition that not that's not every sales job. You know, that was a pretty extreme case, like not not calling it quits on an entire industry just because of that, that one job. So you said that that's not the interview story, like, do you just leave that part out and you just talk about the other job as your first sales job. I definitely leave that one out because I don't quit after six weeks. Um, is the best story also, since you know, I haven't had to go back to my SDR career and in a while since I've, like, you know, done other jobs since then. But even when I first started when I was actually interviewing for my first SDR position, I was really transparent. And I said, Hey, like I got into this role kind of by accident But But I really am still passionate about sales and learning about sales. So my manager totally empathized because, um, I think that a lot of people have had similar missteps with, like, positions that say that their sales and there may be like not necessarily sales or their sales for a company. And it's not the best company to work for. I feel like we've all had the people who've gone through something like that or have gone through it ourselves. Yeah, totally. And everyone gets, um everyone gets, like, you know, one of those situations. I feel like where you get there, and it's just not what you thought it was gonna be. And it might be six weeks. It might be six months. It could be a few days. And you're just like, this is not This is not what I thought I signed up for. So I think everyone, everyone gets one of those at least one of those in their career. This is just a quick side tangent. I'm putting a few pieces together that you went to University of Chicago. You studied it. Sounds like in France, and now we're in sales development. Do you know Gabrielle Blackwell? I know her. We went to the same college. That's what I'm saying. I didn't know if it was if you're the same age or if you crossed over or not. I don't even know how big University of Chicago is. So she was several years ahead of me, so we didn't cross over at school. But then, since we were both living in Chicago, I mean the sales world of black women is not that large. So I met her very quickly when I started in my sales career. Got it? Okay. Yeah. Um, I've gotten to know her the last few months and brought up the same questions like you were. You went to University of Chicago, and you got this degree and this. And like, you're in sales, like, you know, it's like, you must be really smart. So Okay, that was just a quick tangent plug. Yeah. Yeah. And I, um, we actually run a clubhouse together, um, called Set it off. So if people want to kind of follow along with that, um, it's like every we alternate between Saturdays and Sunday afternoons, but yeah, and then we just talk about, like, essentially the sales industry. It's called sales excellence tips, um, and information technology off the record. So set it off. Great. And you can hear me and Gabrielle talk to each other about things like this. Oh, see, I was going to ask you about that. I didn't know that you ran it with her. Yep. Yep. Me, Gabrielle Madison, Mobley and Hannah in Chicago. Okay, I love it. So that's every you switch between Saturdays and Sundays. Um, and you got it. Okay, so let me just throw it out there. Like how? I guess, you know, naive. I am about clubhouse was actually listen into a group last night. I'm trying to get into it, sell me on clubhouse, sell me on what your group is and like, Why? That's why this is, like, the next big thing coming up. Yeah. So honestly, I am always skeptical about new social media is because there's always something new that you're going to have to adopt. And so, for me, when I start out with something, I'm like, Okay, is this something that I'm really going to adopt? And then I'm also going to see value from Am I going to learn something from this? Am I going to be able to engage with new people on this? And I think clubhouse, like, marries...

...those two things really, really well, because essentially on the platform, you can kind of drop into rooms that are specifically relevant to you. So I'm in a lot of rooms about like, you know, black people in technology on black, like mental health and wellness. I'm in rooms on like entrepreneurship. I'm in rooms on career development, so you can really make it what you want and find, um, kind of like minded people to connect with. So it's really helped me expand my network. And then I run. Um, like I said, like I helped run like, set it off And so that's just an opportunity to help educate other people. So there's a lot of people who aren't necessarily in the technology industry but who want to learn about it. And they want to learn how to get into the tech industry. And that's like one of my main passions is really helping people from underrepresented backgrounds get into the technology industry. So it's a perfect platform for that because you've got to just, like, have a really, really broad reach. I feel like linked in your limited to your professional network and kind of like connections from people in your professional network. Clubhouse is so much more open. There's so much more room to kind of like interact with new communities and new people on the platform, and then it does really help you. You know, if you get to, um, chat about topics that are relevant, to you and then people can kind of come in, listen and learn from you. You learn from others. It's very, very great for information sharing. Kind of like it has a different value proposition than linked in. And I just love how there live. Um, I call them like live podcast. I don't know what clubhouse likes to refer to them officially, but it's great because you can have conversations like this that can be a little bit less formal and people can come up. They can ask you questions. And I just think it's really, really, like taking off for a good reason. Yeah, I'm sold. I like that pitch. I'm glad I'll be there. I'll be there at one of the next. Set it up, so I'd love to. I'd love to listen in. Amazing. So you brought up. You know, your passion towards helping underrepresented groups get into technology, and that's where I want to really spend a lot of the you know, the heart of this conversation on so that you were part of a group at LinkedIn, your co chair of the revenue collective of color. You know, your head of strategy for us in technology, so I'd love to. I'd love for you to maybe just kind of frame what's going on, Like why you are so passionate about that. And then maybe we can get into each of those or at least the latter two groups that you're a part of right now for Revenue Collective and also for us in technology afterwards. Yeah, absolutely. So just like to, you know, at a high level, I've only been in the sales and like the technology and industry for the past three years. And I think after, you know, my first couple of years, I just realized that there was such a lack of representation. You know, at my first company, I was one of maybe two black people when I first started, and I just realized, you know, for the way that I think about it is, there's a relatively low barrier to entry for sales. If you're strong communicator, if you're empathetic, if you're thoughtful, if you're intelligent, you can do sales. You know the tangible processes can be taught to you as long as you can be, you know, communicate with clients. And so I was wondering, you know why there weren't more minorities in technology sales industry because there are so many people who are really thoughtful, intelligent, strong communicators, gritty and driven. Who could be doing this, who just either aren't aware of these opportunities or aren't given access to these opportunities. And so it kind of became my passion to get involved in as many things that I as I could to try to rectify that. So when I joined LinkedIn immediately, I joined. So the Black Inclusion Group I was the co leader of the Black Inclusion Group, which is just the black E r G. And then I came across revenue collective of color because and actually, revenue collective of color is the reason I joined Revenue Collective because I had...

...known about Revenue Collective, the VP of sales at my first company, Axa, or I guess my second company since we're being honest. But sales at Axiom was a member of revenue collective, and so I had known about it. But then I saw a post by Devante Jackson Lewis at the beginning of 2020 just about how he was starting this, um, kind of like subset of revenue collective called R COC. revenue collective of color. I reached out to him on LinkedIn. I said, I don't even know if I have enough experience to join Revenue Collective. But you know what you're doing here. So amazing, so impactful. I would love to be a part of it. And so that's kind of how I actually got into revenue Collective. And then I helped, um, kind of kick off like our COC with devante. So we started, like, hosting events. Um, we started kind of like I actually like one of the first events that I organized was right after, kind of like the the unrest over the summer and all of everything that was happening with, like, black lives, matter and the movement. And there were so many conversations being like happening, I guess, like internally at LinkedIn and more broadly across like different groups and across linked like, you know, the Lincoln platform. And I was just seeing all of that. And so I wanted to organize an event between our c, o. C and R COC allies just to bring together, like, you know, some really top sales professionals and sales leaders to have a very like open conversation and open dialogue around like race and around. You know, the ways that, you know race can kind of like present itself in in the workplace. So that event was like one of the highlights, I guess, of like my 2020 because I was able to chat with people and just be really, like, open and transparent about some really, really difficult subjects. And it was, like, so amazing how receptive the RCSC allies were to like having that conversation. And it just like, made me realize that, like the community that we have that supports black lives matter and that supports like diversity, inclusion in the workplace is much larger than we think it is. We're just not, I guess, like leveraging our resources in the right way to be able to actually change this problem, because there's so many people who are allies who do support this, who do think that there needs to be more diversity, but they might not necessarily have the tools to actually achieve that. So from that event I actually met Dalton Van Hatcher, who is now one of my mentors, and he introduced me to us in technology. So he afterwards he says, Hey, Alexis, like, I feel like this is something that you're super passionate about, Like we're starting an organization that's really trying to help diversify the technology industry. So he brought me on to kind of like the founding team and that leadership team, and now we're actually providing companies with tangible ways to address the lack of diversity in the organizations. So not only do we have, like, a pool of like mentees, we have about 100 mentees at this point who are minorities who we like, have coached and trained and who are ready for, like, entry level sales development roles. But we also, on the flip side, have diversity and inclusion consultants who can help, like, create, like, more organizational change. So who can help educate the members of, you know, your executive suite? And who can provide, like, tangible, like coaching and training to frontline managers who can provide resources for, like, actually like creating more inclusive hiring practices? And so, you know, we identified an issue, and now we're providing companies with a really tangible way of like Okay, we're a D I strategy company. If you're lacking like diversity inclusion, we're giving you an easy way essentially to I mean, it's not easy, but we're doing a lot of like the heavy lifting in terms of like, helping you address it and helping you solve, because I think a lot of organizations they don't even know where to start. So that's kind of like my story and how all of those things tie together. Yeah, I love that. And there's a few things I heard from me that I want to kind of double click on.

And, you know, again, this is for the leaders that are listening to this podcast. A lot of folks are VP level C suite level senior directors that have full teams that they're trying to run. And, you know, let's assume that those folks have tuned in because they're bought in here on what you're saying. They bought their bought in on and we want to be part of, you know, making a difference. But, you know, one thing that you mentioned was they might not have, you know, the tools or they might not have the They might not know how to do it to give people the awareness and the access. Those two words stood out to me. So if I'm if I'm running a sales or marketing team and I'm a VP and I'm planning to double the headcount and I really want to work on the diversity and inclusion of my team, what steps do I take, like, how do I make that happen in 2021? I know that's a kind of a big question, but I'm curious what your what your first steps would be. Yeah, okay, so the way that I think about it is historically, you need to double the headcount of your team. So how do you do that? Most people will rely on referrals, and they rely on referrals because it's the easiest way to hire. But referrals tend to create a team that's very similar to the makeup of your existing team. So a lot of the people in my network, when I refer are actually diverse and they're actually minorities. But if your entire team is like white men, then the majority of your referrals are going to be white men. This is actually an issue that I've seen at a lot of companies that I've worked at almost actually, almost every company that I've worked at because it's so much easier to hire through referral than actually like recruiting for diverse talent. So a lot of companies have said, Okay, well, let's try to, like, recruit at, like, hbcu s or do something or, you know, kind of recruit from, like, different groups. But that's really not scalable, especially for recruitment team that's pressured. Okay, so you're trying to double your team, so you need to hire like, 20 SDRs. That's really not scalable because it's really challenging. I mean, we all know how challenging it is to like to recruit from from college is that maybe those people don't necessarily know what a sales role entails. I think that's a lot of the issue, is like there's a lack of education for minorities and I'm like, Okay, you can have this really successful, lucrative career in technology sales. A lot of them aren't even aware of it. A lot of like you know what their goal towards is like more traditional careers, like either in medicine or law or banking and finance. So that's a part that's like on kind of like us in the communities like us in technology and similar organizations to educate the population. But for a VP of sales, what you're really going to need to do is rely on, I guess, like organizations that are that are specialized in this Because if you go to recruit at an HBCU and you're saying, Hey, you can come work at my at my company But you're going to be the only black person that I've ever hired That's not the most compelling thing for for someone to to do you know, if your doesn't have an E r G if they've never even heard of your company, I mean, a lot of like people, you know who are, you know, minorities. They haven't heard of a lot of the tech companies that we know are great organizations to work for. Um, but yeah, they know what like Mackenzie, you know, consulting is they know what it means to work out like Andy Y or something like that. But so if you say hey, come work at my company, you've never heard of us. You're gonna be the only black person, and I've also never manage someone like you. It's not super compelling. And also we don't have any er, gs or anything to support you. So that's why you need to take a step back. And I think that us in technology does a really good job of like we're kind of function like an external e r g like we're not a We're not a staffing firm. We're a community like we have an entire slack community, very similar to revenue collective, with a ton of engagement. People are supporting each other as they go through. Interviews were having conversations about imposter syndrome. We're having conversations about what it means. If you're the first diverse, higher or what it means that you're the only diverse person on your team. We provide resources. And so a lot of the issues with minorities coming into companies is black and Latin. Ex employees are...

...3.5 times more likely to turn over in their first year than their white and Asian counterparts. And that's a huge issue for companies because it's super expensive to have to essentially try to hire a bunch of minorities and then have to back fill them because they didn't have the proper resources or infrastructure in place to support what it means to like coach and develop and retain diverse talent. So essentially a lot of what it comes down to is like you need to be educating your front line managers on what it means. Like what it means to hire or to manage a a diverse candidate. You need to be educating your recruiters on how to source and identify diverse candidates. I mean, we're even seeing still an issue with having like women in the workplace. I mean, you know my company. Right now I'm one of three or three women, maybe on like our entire sales development team, like that's still issues that we're still seeing a really, really big gaps. So how are we actually like attracting and recruiting even women? Because that's something that we've been working on for the last time. I mean, I think as a tech industry is something that we've been trying to work on for the last, like 5 to 10 years, and there's still some gaps and then so once you kind of get those things down and also educating your executive suite on like Okay, do you need someone who you make? If you're smaller organization, maybe you don't need a full chief diversity officer. But do you need someone external to come in and provide recommendations? I mean, like I said, like there's Austin Technology has consulting service. There's other organizations that offer diversity and inclusion consulting to give you tangible steps and a tangible plan to actually, you know, work on your creating a more diverse culture. And so a lot of like companies like, you know, you can have someone come in and consult your sales. You want how to improve your sales process is it's the same. It's the exact same kind of idea, but you're gonna need to invest in it because this is not a problem that's gonna get solved by, you know, sending your recruiters to recruit at, you know, a couple HBCU s. It's a problem that you're going to actually have to tangibly invested because of your company's already like 300 people, and there's no black people in it that's not going to change overnight. Yeah, and you mentioned something to about, you know, the frontline managers, right? And like, let's say that you know, in the scenario, you're starting to make a difference, right? You're starting to build up a board diverse team. You're doing those initial steps. But then it's like, Okay, well, we need to also educate the frontline managers on how to manage a diverse team. Right? We had a session at our general kickoff last week as a company, you know, talking about all the different unconscious biases that are at play here. That and bringing awareness to that. And so could you talk a little bit about that around like, let's say I'm a front line manager and I've never Maybe I've never been a manager of people before, let alone of people of different backgrounds than myself. So anything that you would say to those folks or two again, that VP of sales that has to coach those folks to be a better leader on a more diverse team? Yeah, absolutely. And I think that well, first of all, there's so many resources out there. Actually, when I was working at LinkedIn, we actually put together an unconscious bias training, and we also put together training for, like, coaching and developing diverse teams. It was free when I was working at LinkedIn for actually all companies. I don't know if that sense change they don't hold me to that. But it's definitely something that's accessible through LinkedIn learning and on coaching frontline managers. The way that I think about it is if you're a first time manager, you're learning so many things like you don't know how to me. You don't know how to like, run a one on one. You don't know how you're supposed to be and this is coming from me because I'm actually the first time manager as of three weeks ago, so I don't know how to, like, run an effective, like one on one with my team. So I have to learn how to do that. I don't know how to, um, how am I supposed to recruit? So I need to learn that. I mean, I have recruiting experience, but like, you know, just as an example, like, I don't know how to lead a team meeting. So I learn you rely on your you rely on your network. You rely on your mentors who have done it before. You read books you like.

Educate yourself. It's the same thing. I just think that, you know, people just haven't made it a priority to educate themselves But there's so many resources out there, especially over the back half of 2020 that have actually been developed to educate, you know, managers on these things. So the same thing, the same way that you would research anything else. You know, you need to research how to be an effective manager to a diverse team, and what I'm hoping is that we're going to see way more diverse team. So this should become less of a concern. You know, ideally like I want to see a world where most teams are are diverse and almost all teams are diverse. And so it's going to be There's gonna be a learning curve. There's going to be mistakes made and I actually think, like, you know, in full, just like transparency and like being really authentic, you're going to make mistakes. No matter who you're managing, you can never be a perfect manager, but you have to be willing to have those conversations and you have to be willing to try. And I think that a lot of people get really scared and they don't want to say the wrong thing, so they end up not saying anything at all. and that can be way worse. Like when I was at Lincoln and I had a phenomenal manager, she was actually like This was not her first time managing a diverse team, so she had done it before in the past. But she was so good at having open and honest conversations, and she would be transparent. She's like, Hey, Alexis, I don't know what you're going through. I want to know how I can support you. Do you want to have a conversation about this? Do you want to not talk about this? And this was with George Floyd and everything that was going on at the time. But you have to be willing to be vulnerable as a manager and admit that you don't know everything and that you're never going to be perfect. But the more that you try, the more that you're going to learn, like the same way, like if you ever in a situation as a manager where you did something wrong, did you beat yourself up about it, or did you try to learn from it? And I think that's what the most important part about it is. It's like educate yourself as much as possible. But don't be afraid to have those hard conversations, and it's probably going to make you feel more uncomfortable than it's going to make you know the person on the other end of it, because I think like as, um I personally as a minority in the workplace, like I've had all of these conversations, I've had all of these really hard conversations and you can tell when someone's like, super uncomfortable and trying to beat around the Bush and personally, like, I just prefer my managers to be, like, really direct and really up front because it just seems more genuine. Does that make sense? Yeah, no, it totally does. And I think that's a great point that it's better to have the conversation right and and maybe mess up or, you know, say the wrong thing accidentally than to totally avoid right, because there's nothing gets solved. Nothing gets better. Nothing gets fixed or avoided. So it's It's about being open and vulnerable and having those conversations and sounds like in that case of your last manager, she had a very high, you know, emotional intelligence of just being able to try to deal with a tough situation and, you know, try to try to make it more comfortable, right in a very vulnerable situation. So I think that's great. So maybe you could just kind of, like, show off for a second. With with us and technology, maybe you could just rattle off. If there's some key companies that you're working with right now, you know, this isn't meant to be like, you know, a promotion for it, but I'm happy to do so. Who are some of the folks that you're working with right now in the tech industry? In terms of companies? Yeah, absolutely. So right now, actually, a lot of our partnerships have come through revenue collective because, hey, well, because, you know, it's like an organization that I think everyone, actually 100% of our executive leadership team at us and technology is a part of revenue collective. And so a lot of what we do is like we see, like, who's hiring like seeing like, Okay, who's looking at a lot of the post coming through, like the Diversity and Belonging channel or the RCSC channel of people who are trying to hire for diverse talent. So partnerships right now include service. Titan is one of our largest partners.

We have placed. Oh, my goodness. I think at least like 10 mentees there over the past, Um, two months and yeah, well, they have made it a huge, huge priority to increase their You know, their representation of minorities in their sales development roles. It's something that they have, like, really identified as one of their major goals of 2021 they hire, you know, like, 20 SDRs at a time. And I think 50% of them are diverse. So they are, like, an example of, like, a top company in terms of like, hey, we're going to really invest in like this, like, diversity and inclusion and, you know, increasing representation. Other companies that were working with our like Z scaler smartsheet data robot. Let me think we worked. We had partner with ship with rad wear trip actions. Wait, how could I forget? We literally place like three people are revenue collective. Oh, really? We have, like, you guys, you're working with two of the mentees that I actually recruited. Oh, there you go. Well, I actually don't work at revenue collect, but That's amazing. I love it. It's a great logo list. So I would definitely encourage again any leaders that are trying to make a change and be part of that change to hit you up, or someone at us in technology to have a conversation and explore those options to pivot a little bit before we wrap up. Obviously, this is the revenue collective podcast. And you know, one thing that I love to ask people is like, how do you leverage this community? Right. I know we've talked about it from the perspective of our c o C. That you're the co chair of. I think you mentioned before the call that your new role you might have actually found on revenue Collective. So I'd love to just hear, like, on a weekly basis or monthly basis, like, how are you using it tactically, like you're going into the slack channel lot? You're having one off conversations you're joining Webinars. You know, some of the resources. I'm just curious how you use it to benefit you professionally. Yeah. So, um, I did actually find my new opportunity through revenue collective, so I was actually just, like, interested in getting into a leadership opportunity. I have been an 80 for the past two years, and I really wanted to go into leadership. So, um, was looking through the Jobs Channel and actually found this opportunity at sneak through RC as as you mentioned. Yeah, I I helped co lead revenue collective of color, so that takes up a lot of my time in terms of like, planning. Different events were actually hosting a trivia Black History Month trivia that's actually open to everyone next Thursday. So that should be really fun. But that's a lot of what I do. And then I actually started in 2021. I have started using the SDR Leadership Channel more so. Revenue collected for me has always been, um, the perfect community for professional development because you kind of get to pick and choose what areas you're looking to improve upon. So I was just added to the SDR leadership channel, and I just get to follow along with Okay, what webinars are they hosting? So on Monday or Tuesday, they had a webinar on career path thing for SDRs, and so I listened in on that. It was for, um, for kind of executives chatting for SDR executives chatting about that. So I have been really, really leveraging that channel. I've been I love one on one connections through revenue collective. So if I see someone who's like posting something that I find interesting or if I see, like, content that I find, you know, super interesting that someone is kind of like like commenting on, I will actually like d m that person and see if I can't get a conversation. I joined the Austin the 80 X Channel when I moved to Austin, and I got to meet like several people who live in Austin as well and are in the tech community here. So I'm really excited for when, um, things open back up after covid and we can actually have, like in person, kind of like meetings and conversations and coffees and dinners. So I can, like,...

...embed myself more on this tech like the tech community that exists here. And that's actually really growing. So I personally, like love using revenue collected for networking. I have met so many I've met friends through revenue collective. I've met the people that I run, um, set it off with revenue collective. I met the people, um, that, you know, I met like us in technology through revenue collective. So I and I'm a big networker. I'm huge on personal branding and networking and kind of professional development. So that's something that I've always encouraged. When people ask me, should I join Revenue Collective? It is a resounding yes every single time. If you're a sales person who's like serious about their career and serious about their personal and professional development and also interested in expanding your network. If you want to do one of those things, if you want to do all of those things, if you want to do a couple of those things, revenue Collective is 100% for you. People ask me if it is worth it, and I say it is more than worth it. I would not be where I'm at in my career without it, so I just I can't recommend it highly enough. I love it. That man, we gotta We gotta click that and send that directly to Sam Jacobs himself. That's a that's a high endorsement, absolutely. Using your testimonials used it in I'll be the What is It called commercial. That's unreal. That's unreal. I love it as we're wrapping up here. One last question for you. I'm a huge reader, and I'm always interested. Like if there's a book that you're currently reading right now, that has impacted you maybe recently or one that you tend to recommend to people or give out as a gift or anything like that that comes to mind of any books that, you know, actually picking up on Amazon. Any topic. This is great. So this is amazing. So actually sneak also a little plug for sneak. We are hiring. Shout out to sneak, Shout out to Sneak. We're hiring STRS and A s and customer success. Always great company total opposite. Highly recommend. But so sneak provides us with access to learn obliquely, which is essentially, they gave us $600 for the year to buy whatever like professional development courses you want and whatever like books you want. So when I just started my leadership journey, one book that I was reading at the end of last year was mindset, which just talks about having a growth versus a fixed mindset. I absolutely love it. It's been so amazing and helping me reframe, I would say like mistakes as learning opportunities because something that I can sometimes do is get really hard on myself. If I, you know, I feel like I mess up or feel like I let people down, and it has helped me so much in my growth as a leader, so highly recommend that. But then I also just ordered through learning really extreme ownership. I'm super excited to read that, so I haven't started it yet, but it has been recommended to me by multiple people. And ownership is something that I, you know, take super seriously, especially kind of like juggling multiple different commitments and trying to give you know my time, you know, try to split my time between, like multiple, different avenues. I'm super super excited to read a book that just gives you like tangible ways to take more ownership of, you know, your your calendar of your commitments and all of those things. And then another book that I've ordered but I have not started reading yet is primal leadership that was recommended to me by my, um, my current manager. And it's just using emotional intelligence as a leader. And so emotional intelligence, especially as someone who studied like a lot of psychology, is something that I find so fascinating and so interesting. And I want to tie and, you know, trying to figure out what kind of leader I want to be. I definitely want to leverage emotional intelligence in any type of, like coaching conversations or training or professional development and working with the people that I'm managing. So I am so excited to, um, learned about emotional intelligence as a skill for leaders. So that book just came yesterday. I'll have to let you know how it goes. But I am really pumped for this one. Please do so we got mindset,...

...extreme ownership and primal leadership. I have not read the last one, but I will tell you mindset and extreme ownership, especially mindset that changed everything honestly, like both professionally and personally, with relationships with, like talking about growth mindset. I mean, Carol Dweck is unreal, so I could not give those two books a higher endorsement. So I'm glad you read mindset. I think you'll love extreme ownership. Perfect. Sounds like I'm reading the right content. Well, Lexus, I had a great time chatting with you as we wrap up here first, any last words that you have to revenue leaders and then let us know where we can connect with you if it's linked to an email clubhouse. Otherwise, wherever is the best place to chat with you after the show for anyone that like to do that. Yeah, absolutely. I would say the best place to chat with me is linked in, um after working there for a year. It's like still my, you know, go to platform. So I'm actually relatively responsive to my LinkedIn messages if you send me a DM there. Alexis Matthews Um, I should say, like SDR Leader at sneak. So should be pretty easy to find on their clubhouse. It's just at Alexis Matthews. If you want to jump drop in to set it off, I also post before every time we're running a club house. So if you follow me on LinkedIn, you'll be able to know what the links are to those different rooms that I'm that I'm speaking in. And, you know, overall, if anyone ever needs kind of like help with, like diversity and inclusion consulting, filling your pipeline with more diverse candidates. Um, just like having conversations with, you know, your leadership team. You know, whether it's from like a chief diversity officer, whether it's just like your VPs who are trying to increase representation or, you know, people who are, you know, people within the organization who are really trying to make an impact to create a more inclusive culture, Um, where they can retain more diverse talent. I'm always happy to have those conversations high level, you know, not even having to do with us in technology. But it is one of my passions because I think that the more people working on increasing diversity in the technology industry the better. So, um, yeah, please connect with me. And thank you so much, Tom, for for having me. It's been such a pleasure speaking with you and honestly, really energized to wrap up this week and, you know, get on with the Friday Hell, yeah. Hell, yeah. I appreciate it. Thank you for coming on. Definitely. Everyone again hit up Alexis on LinkedIn. It sounds like the best place to connect their check out some of the clubhouse series. I know I will. And, uh, if you're looking to make a change for your team. Definitely ask about us technology and learn more about that as well. Alexis, Thanks so much for coming on. Thank you so much, Tom. Have a great one. All right. Thanks for tuning into that episode of the Revenue Collective podcast again. This episode was brought to you by six cents, powered by AI and Predictive Analytics. Six cents helps you unite your entire revenue team with a shared set of data to achieve predictable revenue growth. Again, If you found value here, I'd love if you left this show a five star review on Apple. I can always reach out to me. My name is Tom Alamo. I work at Gone. And I do this work every single Monday for the revenue collected podcast. Until then, we'll see you next week. Yet after it say something Mhm.

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