The Pavilion Podcast
The Pavilion Podcast

Episode · 7 months ago

Ep 74: From Restaurants to Sales w/ Dave Thomson

ABOUT THIS EPISODE

Ep 74: From Restaurants to Sales w/ Dave Thomson

Part of the "Is this a Good Time?" series, hosted by Brandon Barton.

Hello everyone and welcome back to therevenue collected podcast. I am your host, Brandon Barton and you'relistening to is this a good time? The show where I asked revenue collectivemembers some really basic questions and they have incredible answers. In ashort 15 minute conversation. We really shows on Tuesdays and Thursdays eachweek. So please hit subscribe. So you don't miss hearing from our expertstoday. Our guest is dave Thompson. He is a zero at all bound and we talkabout from going from managing restaurants into sales. Something Iknow very well about. This episode was brought to you by quota path.Commission tracking software built for sales operations, finance andaccounting teams. If running commissions in payroll has you runningfor the Hills, quota path is for you quote A path helps organizations trackand manage commissions and pay their teams accurately and on time every time.Keep your team motivated and on target. Simplify your commissions at quota pathdot com slash revenue dash collective and give your reps the gift oftransparency. All right, let's do this. Episode 26. Is this a good time?Alright, everyone, I'm super excited for our next guest, Dave, Thompson.Davis, the chief revenue officer at all bound based out of Atlanta. Dave. Superexcited to have you here today. Yeah, I'm really, really excited to be onyour podcast Brennan and uh um my avid listener and I love what you guys havebeen doing. I appreciate that man, appreciate that. Well look, um and likemy immediate family listening, No, I know that are out there and you'reobviously here to here to here about Dave. So let's just jump right in. I'llmeet no filler. Let's get right to it. David. You know, you got a pretty bigrole. Tell us how you got there and tell us about that current role as C RO at all bound. Yeah, absolutely. So I'll answer the internet question first.Um, and I'm currently, I lied all global revenue initiatives as a CR overat all bound. So for those that don't know all bound is a P R M PR on hispartner relationship management. So we...

...have a essentially a portal and we'reworking with our customers to help them dramatically increase their partner andchannel growth in their streams. So we we do this by, you know, eliminate alot of manual tasks, emails in excel spreadsheet, we remove all the partnerof frustration as it relates to providing visibility to partners ondeals, using onboarding, providing partners immediate access to content.And we provide intel for our customers to make smart decisions about theirpartners. You know, what are the most successful partners doing within theportal that they can then take to their less successful partners and grow thatway. So I've been in that role with the company or with the company for alittle over a year. And previous to that, I was C. R. O over at a companycalled Window Sales Intelligence Platform that was actually there forclose to a decade. So I started at Window when it was a small shop,literally out of a kind of a warehouse in Atlanta. I think we're like 20employees and help grow that to a global, global company. So we ended upwith offices in New York and London. I led strategy on several acquisitionsThat we had and, and back in 2018, I was part of the executive team thatexited the company to, to private equity. So I stuck around for a fewyears after that and um, just wanted to get back to my roots and go back to acompany that was just prime too to take off and just needed a little bit ofguidance. That's cool, what we know about. Yeah, very cool. Congrats onthat. I'm sure there was, he doesn't usually, uh, by things that aren'tworth anything well done. Well. Look, you know, I think, I think the wholepartner management thing is interesting. We, you know, there's so muchconversation always around direct sales strategies and Sdrs and blah, blah,blah, you know, channel is a big part...

...of a lot of industries and, and frankly,the tech, you know, there's not as many pieces of tech that kind of focus onthat, so that's gonna be interesting. I hope maybe I'll ask you for your tacticto be something in that channel area because I have a whole channel programthat I got to figure out myself. So, but let let's move on. You know, Ialways think that it takes both luck and hard work to be successful andyou've clearly been successful. Love a story from either or locked hard work.Maybe both. Tell us. Yeah. So, um, I guess let me start start with 11 aboutkind of a hard work and, and maybe it's one about EQ as well, but you know,this is more of a first time in a management role. And so when I, when Ileft college at James Madison University, first of all, I cameimmediately back down to Atlanta because I was freezing my ass off everywinter. I just couldn't take the, I couldn't take the winners there. I mean,this is not even, this is not even the north, this is the, this is the midatlantic JMU, come on. I was like, I was the guy in like a coat when it waslike 50° and everybody else was in short. So I just never so shout out JMUlove it. Really? Okay, go, go go dukes. And um, but yeah, I never, I neveradjusted even after four years to the winter there. So with directly down inAtlanta with a marketing degree and your idea what I wanted to do, which Ithink it's a pretty usual story for a lot of lot of folks. So um I knew acouple of people from my high school that had taken jobs at a sports bar andthey were making a couple 100 dollars every shift and it allowed them to moveout of their parents' house and that was aspirational to me at that time. SoI did that. I started working as a, you know, as a server in a sports bar. Idid that for about six months and then I was tapped to manage the restaurant.So without knowing what I was getting into. I said yeah man after my heart isa restaurant manager, I love all that. I know some of you are linked in so wehave a lot of commonalities in that...

...regard. So I took that role and it wasit was a sports bar that stayed up until 3:00 AM. So there's a lot of youdidn't exactly have high school school is working there. So I was there sixemployees. I was one of the youngest at the time, I got promoted and I prettymuch zero experience, six months of experience. So if you can imaginethere's a fair amount of backlash to my promotion at the time. People, peopletold me to my face, they disagree with with with what happened. And so I knewI had to figure out a way to win them over some way somehow. So a lot of theother managers would sit back in their office, kind of wait for a problem thathappened and then go go resolve it. So what I decided to do it, I just workedmy ass off in every possible way to help every single employee I could. SoI was running drinks, greeting people, you know I was cooking, we had itseemed like once a month the dishwasher would just quit. And so when the youknow the G. M. Would take one of the cooks to go wash dishes, well I justput on the smoke and I'll be back back there washing dishes and I just workedthe entire time the 12 hour shifts that we were working. And I think, you know,it took a while, but after, after a number one, a number of months of medoing that and the individuals there knowing that I had their back, certainlevel of appreciation in respect, came through that. And I think that was agood real lesson for me and and something I used today in terms of myservant approach to management. So that's kind of one in terms of workinghard and I think that's such a good story. I mean like you're speaking tome because I worked for five years as a restaurant manager and it's exactly thesame thing. I was fresh out of school and I worked in a union shop in themiddle of in new york city and middle of Rockefeller Center. And the folksthat had been there the longest had been there longer than I've been alive.So the fact that I was coming in with a...

...college degree, trying to tell them howto do their job was not going to work, but busting your acid. And yeah, it's,I don't know any situations where if you show that you're working your assoff That people don't respect it, you're dead right and restaurants willuh magnify that 10 fold. Yeah. So it's funny, you know, a lot of what Ilearned and a lot of, you know, my management, how I manage my team. Now II learned in the restaurant industry during that time. So after that it'sbeen another 2.5 years doing doing that. It was, that's a very tough gig to dowork in 12 hours and crazy shifts and no insurance. And it was, it was, wow,that's why we all get out. So that's why I got out. I can tell you that.Well, look, look, that's a killer story. Give us a little bit more on the salesside. You know, I always ask everybody for a tactic or something that salespeople can use, you know, or, or marketing folks can use tomorrow in thedeals that they're going through. What's, what's something that helpedthat you would teach your folks or, you know, to get deals done. Yeah. You know,I I think this is more maybe high level than a specific, like one negotiationtactic. But I think as if your sales, frankly, even if you're I see, you know,I would have a conversation if you haven't seen a pricing change or if ifyou find yourself in a position where it's very difficult for you toarticulate pricing and package to your prospects. There's a major problemthere. And I see a lot of companies that, you know, stick with the samepricing for years and years and they don't even have dialogue. There's a lotof studies that have been done on it that people and companies spend 30minutes a year talking about their pricing and packaging And it should bewell more than that. So I think the design of your package pricing in afast oriented business, it's so crucial...

...and you know, it could lead to 5, 10 15just by making these small changes. Just a massive increase in your bottomline. And I see so many companies and so many sales leaders and marketingleaders that, you know, it's they just don't spend a lot of time reallythinking about it, really talking about it and figuring out what's best fortheir prospects and for them to grow. Yeah, I love that. And it almost soundslike part of what you're saying is if you're if you're an individualcontributor out there and see this as a problem on the ground and deals raiseyour hands, you know, you talk to your leader and say, hey, I have a hard timearticulating this, and I, and either I don't get it or something's off on onwhat we're what we're offering to our prospects. Absolutely. I mean, you know,unless you're like a huge S. A. S. A. P. Selling seven figure, you know,contracts, obviously, you're not going to have a firm pricing your package,The structure for them, but for those that don't and spend, you know, 10minutes trying to articulate pricing and packaging is it's just it's abrutal experience because I've been on the other side of it as well, and youalways think it's a little bit shifty as as well being a prospect goingthrough that. So the more transparent you can be on that right, right, get gothe better off you're going to be. And it's funny gone. Just released. I justthought like two days ago released a study on you know, the sooner that youprovide pricing to a prospect, your likelihood that you're going to closethat deal increases dramatically interesting. Yeah, it's socounterintuitive to what you know, we were all taught for the last 20 years.Just hold back pricing. Rollback pricing. I love that. I don't putpricing on the website because I don't I don't want that out there but I don'tI don't mind sharing the pricing once we get into like a real conversation,it's a good it's a good tidbit, love that. Uh So we'll get into a little bitof the lightning round what's something you're hiring for? Yeah so our mediateam and uh Misha who's the manager director over there tired on hired himin March. He's just been doing a...

...tremendous job of opening up thatregion for us. So he's he's currently looking for a new account executive anda new film development rep based on based in London to cover me a for us.Okay there's the two pressing pressing needs for us right now. Great. Great.And and uh along with that give some shout outs. Who do you appreciate? Imean you just shouted out gong uh you know who do you appreciate the contentthat they put out and follow their I mean I think going is one man, I I lovethe data kind of centric information that they're putting out on a on aweekly basis. I mean that was you know one of the topics that recently I wasreading about the different different words and being very specific aboutyour verb. E. Ege and you know they say definitely don't use it something likea rate card because you know if you use something like a rate card when talkingabout your actual pricing it it seems like it's something that's gonna bevery negotiable or um there's an interesting one that got you know theygot we started talking as the sales team about which was you know cussingand cursing on prospect calls and there's a you know they were saying ifif you're cursing in the prospect is cursing the likelihood that you winthat deal is like two X. Or three acts which was which was pretty entertainingand funny. I fucking love it. I mean yeah we we are we are we are allowedbecause I I talked like a trucker sometimes or you know, a sailor as theysay on on calls and uh I do, yeah, when when that becomes the like the dialogue,you know, doesn't matter. Male, male, female, whatever. I think it goes inthe right direction. That's right, Cool. Well, you know, any any up and comers Ishould mention that you want to mention. Yeah. So obviously, you know all aboutbeing very channel specific. I'm a big, big fan of J. Mcbain who's, you know,he's kind of the guy in channel. So if...

...you're, you know, in channel or ifyou're looking to move into and build a Channel program, highly recommendfollowing this guy on on Lincoln. He's putting out a ton of content, reallysolid content. He's probably on seven podcasts. It seems like every everysingle day, but he's making the rounds and sharing some really, really goodinside. Love it, love it, love it. Great. Well, and, and look, I'vealready established, we've already established that you're a restaurantperson in your heart. Love that. I'm a restaurant person. Give me some placeto eat man. I need, I need a place to eat. So you're coming down to Atlanta.This is a little bit off the beaten tracks, but it's a place that actuallyis now the battery. Near the battery where the braves play a place calledheirloom barbecue and it's in this kind of shock, in a place called SmyrnaGeorgia. But it's always like one of the highest rated restaurants inAtlanta, maybe even Georgia. But if you want good, if you like good barbecue,that is a place you have to go when you come down. I love it. What, what typeof barbecue? Any and all any and all man. All right, awesome man. Well, look,love it. Thank you so much. Dave, really cool talking with you and andand hearing your stories. I love that you came out of the same kind of hardwork in restaurants that I did, man. This is uh no wonder you're sosuccessful. Makes sense. So good to have you. Yeah, I appreciate,appreciate the time. Thank you and thanks for having on All right, that'sour show. Thank you so much for listening. Really do appreciate it. AndI do mean this if you like the show, hit the subscribe button, tell somefriends, share with some people rate and review. It actually matters to us.Thank you so much reminder. This episode was brought to you by quarterpath. A Path is the first radically transparent end to end compensationsolution from sales reps to finance. Get started for free at path dot comslash revenue dash collective. I had a ton of fun today. Hope you did too. Nowgo crush your numbers.

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