The Pavilion Podcast
The Pavilion Podcast

Episode · 1 year ago

Ep 74: From Restaurants to Sales w/ Dave Thomson


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 the revenue collected podcast. I am your host, Brandon Barton and you're listening to is this a good time? The show where I asked revenue collective members some really basic questions and they have incredible answers. In a short 15 minute conversation. We really shows on Tuesdays and Thursdays each week. So please hit subscribe. So you don't miss hearing from our experts today. Our guest is dave Thompson. He is a zero at all bound and we talk about from going from managing restaurants into sales. Something I know very well about. This episode was brought to you by quota path. Commission tracking software built for sales operations, finance and accounting teams. If running commissions in payroll has you running for the Hills, quota path is for you quote A path helps organizations track and manage commissions and pay their teams accurately and on time every time. Keep your team motivated and on target. Simplify your commissions at quota path dot com slash revenue dash collective and give your reps the gift of transparency. 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. Super excited to have you here today. Yeah, I'm really, really excited to be on your podcast Brennan and uh um my avid listener and I love what you guys have been doing. I appreciate that man, appreciate that. Well look, um and like my immediate family listening, No, I know that are out there and you're obviously here to here to here about Dave. So let's just jump right in. I'll meet no filler. Let's get right to it. David. You know, you got a pretty big role. Tell us how you got there and tell us about that current role as C R O 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 over at all bound. So for those that don't know all bound is a P R M PR on his partner relationship management. So we...

...have a essentially a portal and we're working with our customers to help them dramatically increase their partner and channel growth in their streams. So we we do this by, you know, eliminate a lot of manual tasks, emails in excel spreadsheet, we remove all the partner of frustration as it relates to providing visibility to partners on deals, using onboarding, providing partners immediate access to content. And we provide intel for our customers to make smart decisions about their partners. You know, what are the most successful partners doing within the portal that they can then take to their less successful partners and grow that way. So I've been in that role with the company or with the company for a little over a year. And previous to that, I was C. R. O over at a company called Window Sales Intelligence Platform that was actually there for close 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 20 employees and help grow that to a global, global company. So we ended up with offices in New York and London. I led strategy on several acquisitions That we had and, and back in 2018, I was part of the executive team that exited the company to, to private equity. So I stuck around for a few years after that and um, just wanted to get back to my roots and go back to a company that was just prime too to take off and just needed a little bit of guidance. That's cool, what we know about. Yeah, very cool. Congrats on that. I'm sure there was, he doesn't usually, uh, by things that aren't worth anything well done. Well. Look, you know, I think, I think the whole partner management thing is interesting. We, you know, there's so much conversation 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 on that, so that's gonna be interesting. I hope maybe I'll ask you for your tactic to be something in that channel area because I have a whole channel program that I got to figure out myself. So, but let let's move on. You know, I always think that it takes both luck and hard work to be successful and you'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 about kind 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 I left college at James Madison University, first of all, I came immediately back down to Atlanta because I was freezing my ass off every winter. 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 mid atlantic JMU, come on. I was like, I was the guy in like a coat when it was like 50° and everybody else was in short. So I just never so shout out JMU love it. Really? Okay, go, go go dukes. And um, but yeah, I never, I never adjusted even after four years to the winter there. So with directly down in Atlanta with a marketing degree and your idea what I wanted to do, which I think it's a pretty usual story for a lot of lot of folks. So um I knew a couple of people from my high school that had taken jobs at a sports bar and they were making a couple 100 dollars every shift and it allowed them to move out of their parents' house and that was aspirational to me at that time. So I did that. I started working as a, you know, as a server in a sports bar. I did 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 is a restaurant manager, I love all that. I know some of you are linked in so we have a lot of commonalities in that...

...regard. So I took that role and it was it was a sports bar that stayed up until 3:00 AM. So there's a lot of you didn't exactly have high school school is working there. So I was there six employees. I was one of the youngest at the time, I got promoted and I pretty much zero experience, six months of experience. So if you can imagine there's a fair amount of backlash to my promotion at the time. People, people told me to my face, they disagree with with with what happened. And so I knew I had to figure out a way to win them over some way somehow. So a lot of the other managers would sit back in their office, kind of wait for a problem that happened and then go go resolve it. So what I decided to do it, I just worked my ass off in every possible way to help every single employee I could. So I was running drinks, greeting people, you know I was cooking, we had it seemed like once a month the dishwasher would just quit. And so when the you know the G. M. Would take one of the cooks to go wash dishes, well I just put on the smoke and I'll be back back there washing dishes and I just worked the 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 me doing that and the individuals there knowing that I had their back, certain level of appreciation in respect, came through that. And I think that was a good real lesson for me and and something I used today in terms of my servant approach to management. So that's kind of one in terms of working hard and I think that's such a good story. I mean like you're speaking to me because I worked for five years as a restaurant manager and it's exactly the same thing. I was fresh out of school and I worked in a union shop in the middle of in new york city and middle of Rockefeller Center. And the folks that had been there the longest had been there longer than I've been alive. So the fact that I was coming in with a... degree, trying to tell them how to 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 ass off That people don't respect it, you're dead right and restaurants will uh magnify that 10 fold. Yeah. So it's funny, you know, a lot of what I learned and a lot of, you know, my management, how I manage my team. Now I I learned in the restaurant industry during that time. So after that it's been another 2.5 years doing doing that. It was, that's a very tough gig to do work 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 sales side. You know, I always ask everybody for a tactic or something that sales people can use, you know, or, or marketing folks can use tomorrow in the deals that they're going through. What's, what's something that helped that 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 negotiation tactic. 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 if you find yourself in a position where it's very difficult for you to articulate pricing and package to your prospects. There's a major problem there. And I see a lot of companies that, you know, stick with the same pricing for years and years and they don't even have dialogue. There's a lot of studies that have been done on it that people and companies spend 30 minutes a year talking about their pricing and packaging And it should be well more than that. So I think the design of your package pricing in a fast oriented business, it's so crucial...

...and you know, it could lead to 5, 10 15 just by making these small changes. Just a massive increase in your bottom line. And I see so many companies and so many sales leaders and marketing leaders that, you know, it's they just don't spend a lot of time really thinking about it, really talking about it and figuring out what's best for their prospects and for them to grow. Yeah, I love that. And it almost sounds like part of what you're saying is if you're if you're an individual contributor out there and see this as a problem on the ground and deals raise your hands, you know, you talk to your leader and say, hey, I have a hard time articulating this, and I, and either I don't get it or something's off on on what 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, 10 minutes trying to articulate pricing and packaging is it's just it's a brutal experience because I've been on the other side of it as well, and you always think it's a little bit shifty as as well being a prospect going through that. So the more transparent you can be on that right, right, get go the better off you're going to be. And it's funny gone. Just released. I just thought like two days ago released a study on you know, the sooner that you provide pricing to a prospect, your likelihood that you're going to close that deal increases dramatically interesting. Yeah, it's so counterintuitive 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 put pricing on the website because I don't I don't want that out there but I don't I 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 bit of the lightning round what's something you're hiring for? Yeah so our media team and uh Misha who's the manager director over there tired on hired him in March. He's just been doing a...

...tremendous job of opening up that region for us. So he's he's currently looking for a new account executive and a 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? I mean you just shouted out gong uh you know who do you appreciate the content that they put out and follow their I mean I think going is one man, I I love the data kind of centric information that they're putting out on a on a weekly basis. I mean that was you know one of the topics that recently I was reading about the different different words and being very specific about your verb. E. Ege and you know they say definitely don't use it something like a rate card because you know if you use something like a rate card when talking about your actual pricing it it seems like it's something that's gonna be very negotiable or um there's an interesting one that got you know they got we started talking as the sales team about which was you know cussing and cursing on prospect calls and there's a you know they were saying if if you're cursing in the prospect is cursing the likelihood that you win that deal is like two X. Or three acts which was which was pretty entertaining and funny. I fucking love it. I mean yeah we we are we are we are allowed because I I talked like a trucker sometimes or you know, a sailor as they say 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 in the right direction. That's right, Cool. Well, you know, any any up and comers I should mention that you want to mention. Yeah. So obviously, you know all about being 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...'re, you know, in channel or if you're looking to move into and build a Channel program, highly recommend following this guy on on Lincoln. He's putting out a ton of content, really solid content. He's probably on seven podcasts. It seems like every every single day, but he's making the rounds and sharing some really, really good inside. Love it, love it, love it. Great. Well, and, and look, I've already established, we've already established that you're a restaurant person in your heart. Love that. I'm a restaurant person. Give me some place to 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 actually is now the battery. Near the battery where the braves play a place called heirloom barbecue and it's in this kind of shock, in a place called Smyrna Georgia. But it's always like one of the highest rated restaurants in Atlanta, 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 type of 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 and and hearing your stories. I love that you came out of the same kind of hard work in restaurants that I did, man. This is uh no wonder you're so successful. Makes sense. So good to have you. Yeah, I appreciate, appreciate the time. Thank you and thanks for having on All right, that's our show. Thank you so much for listening. Really do appreciate it. And I do mean this if you like the show, hit the subscribe button, tell some friends, share with some people rate and review. It actually matters to us. Thank you so much reminder. This episode was brought to you by quarter path. A Path is the first radically transparent end to end compensation solution from sales reps to finance. Get started for free at path dot com slash revenue dash collective. I had a ton of fun today. Hope you did too. Now go crush your numbers.

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