The Pavilion Podcast
The Pavilion Podcast

Episode · 1 year ago

Ep 61: You Don't Need an Expereinced CRO w/ Josh Amrani


Ep 61: You Don't Need an Expereinced CRO w/ Josh Amrani

Part of the "Is This a Good Time?" Series with Brandon Barton.

Hello, everyone. And welcome back to the revenue collective podcast. I am your host, Brandon Barton, and you are listening to Is this a good time? The show. I asked Revenue Collective members some really basic questions, and they have incredible answers. In a short, 15 or so minute conversation, we'll be coming to you on Tuesdays and Thursdays each week. So please hit the subscribe button like rate us do all the good stuff. Give me some love people, Okay? Our guest today is Josh and Ronnie. He's the CEO of, um, Ronnie Group, and we talk about fractional sales leadership at early stage companies Before I get going with the questions I wanted to tell you a little bit about this month Sponsor. It's six cents, six cents. The number one account engagement platform helps you identify accounts that are in market for your solution. Prioritize your efforts, engage buyers the right way with highly relevant messaging and measure what actually matters with the six inch platform. You're able to get no more deals, improve wind rates, increase overall pipeline and optimized budget spent. To learn more. Visit six com slash revenue Collective. All right, let's do this episode 17, is this a good time? Alright, I'm so glad to have Joshua here. Joshua, Um, Ronnie, he is the founder of the, um Ronnie Group. His own company. So he's certainly on the hustle, and I'm super psyched to talk to you about that. You're also the head of the head chapter head, I should say, of the San Francisco chapter of the Revenue Collective. I'd like to talk to you today. Yeah, very, very nice to meet you. And definitely Thanks for having me. Yeah, awesome. And we'll look, uh, we we try to really go all meat, no filler and jump right into it. So, as with all our guests, want to start off with your current role? How you got here? I mean, you started your own business. So, like you didn't do that out of school, I imagine. Tell us how you decided to do this and what your company does. You know? Absolutely. So I'm lucky enough to have two passports of a French passport, actually. And I was living in France a...

...little bit after I had graduated university. And that's actually when I got involved in the tech agency, it was tech industry. Pardon me. Um uh, and it was for a French company that was looking to expand in the United States, and they said, Hey, would you want to represent us and move to Silicon Valley? That was about eight years ago, and I was like, Yeah, that sounds amazing. France. Paris specifically is very glamorous when you're a student, but when you're a recent graduate doesn't have the same appeal. It's like budget, like expensive Paris is very expensive to live in. And it's very difficult to find, like, well paying jobs when you're a recent college graduates. So as a student, it's amazing. As a young professional, it's very difficult. And where were your students is? Uh, what was it, the Sorbonne or good, Good reference. So I studied at E S C, which is an international business school in the business district. La Defense. It's this big frame like west of Paris. So I didn't study at the Sorbonne. But I know people who know people who did good, good reference. They send you out. They say, Go, go, go land yourself in Silicon Valley and do something. Absolutely. So I found myself as the regional manager, the You Know MD of North America had employees in France, had employees in the United States. And then my career kind of progressed in an interesting way to where I always almost always worked for foreign companies entering the U. S. Market. And I did that for a little over 67 years. And after the last company, which was a German company, said to myself, Why am I only able to help one company per year? Whose early stage what would I have to do to help multiple companies per year? Because I actually think there's a lot of I think the traditional venture model is flipped in the sense of why are we only starting to insert experienced...

...executives and leaders Post Series A or Post Series B when the impact you can make on an organization at an earlier stage? I'm talking about tactical operational work, so whether it's me or whether it's members of my team, like we're going in running sale cycles, closing deals were client facing. It's not advisory. Position is very, very tactical. So turning $100,000 deal into a $500,000 deal, which we did recently for one of our clients allowed them to hit their targets and raise their series A. But that's because we were inserting very experienced tactical people early on in the company. So that was kind of the reason the hypothesis behind starting the business. So we do. Fractional VP of sales and VP of marketing services for pre series B enterprise B two B startups, primarily European firms that are looking to enter the US market, although that has recently expanded to US startups as well as well as start ups from other companies. So that's what the Iranian group does full time on the CEO of that, And what that looks like is I am the interim C R O, or VP of sales at a few of these different companies as they expand into the United States. Oh, that's kind of cool. You get to dip your toes And what about the like, conceptually right? I'm sure. Let's talk about home grown here in the U. S. Company. Uh, the pushback might be to you. I need somebody who's who's gonna be here full time when you know I want to. Over higher right for experience. When when we're at the kind of five sales people. And then I need to weigh about 50 and I want the consistency of the same person. What's the pushback or like, you know, what do you say to that? Do you help them transition into kind of finding that person? I guess absolutely. And almost all the time we're backfilling with a full time employee. The reason why I think this work is fundamentally important to...

...start ups, because despite the story we've been told, we all know you're going to pivot. You're going to adjust your business model. You're going to go into the enterprise and switch to mid market. You're going to go into mid market and switch to self service product. A lot of times, pre Series A or B, you're still figuring out what that motion is. So whereas Venture Capitalist will come in and say we need the executive who scaled scaled slack, slack perfect product market fit, most of these companies do not, and the motion to figure out product market fit is completely different than the motion to scale a company, and that that misconception, I think, does a lot of harm in our industry. So one of the company's US Cos we worked with touring I went in three months. Fractional VP of sales. Did a lot of work worked with the founders? You need to hire a full time C R O with these credentials who came from this area. They didn't know that because they weren't native sales founders and they just raised a $38 million series a wow. So that's an example of what it looks like when we go in and do this work. But most of the time founders aren't being advised to bring in someone that's fractional there, being told to do what you said and then a lot of situations, it does make sense, and in some situations it doesn't. And that's where we come in. Yeah, I mean, I definitely for startups, there are many disciplines that you really need high level, fractional expertise as opposed to a full time person. Finance always comes to mind for this HR come to mind for this, then there's an industry for that. It makes so much and people do outsource str and things like that on like a smaller basis makes so much sense to have some of this. Some companies that would would need a fractional, you know, sales fractional revenue generation. Great. So, um, along your path of success here, you probably hit some really good luck as well as some hard... that got you here. Give us an example of either or both. You know, Was there a moment of, like, time where things just got lucky for you and I, you know, and and helped propel your career forward? Yeah. I think luck would be kind of how I ended up at the revenue collective. So there's a string of, like, seemingly un correlated events that got me here, and that's I go to a conference every year, brilliant conference called the Dent Conference. And it's people who are looking to make a dent or positive impact in the world. One of the people I met there is Brian Ma. He founded the side dot com, which was acquired by eBay. He also founded we've which was the first, like, tinder for networking. And he also founded Divvy, which just raised an incredible amount of money helping people buy homes in a fractional basis. So so pretty, lazy, lazy Yeah, when I just wanna I just wanna kick it and talk about nothing. I call Bryan Ma. He introduced me to a young startup founder named Morgan Lie who I was consulting for her for free. Just as like a favor to a friend. She was nearly out of MIT. She became a venture capitalist at Foundation Capital. She was interviewing this little come full circle a second she was interviewing. She was not interviewing. She was working with Beth Myers from Peak, who actually just raised a $20 million series B or A in Manchester and said, Oh, you're expanding to the U. S. You gotta talk to Josh and Ryan Met with Beth, Incredible sales leader. Have a ton of respect for Beth. And she goes, Hey, have you ever heard of this thing called the Revenue Collective? This was like two years ago, 2.5 years ago. It's like, No, I've never heard. And she's like, Oh, you should talk to Sam Jacobs. For some reason, they don't have a San Francisco chapter right now, and I was like, Really? Um, yeah, so that's just luck. I don't know how to describe that except for? I mean, that's that's like,... know, six degrees to Sam Jacobs, right? Like he's our candidate. But you know what? I remember that, you know, I was one of the founding members I know we call original members. Um, when there were six people sitting around a table having dinner and that was the revenue collective, or at least the seeds of it. And I remember saying the same thing to him like, no Snow San Francisco. And he does not yet. And and and you know, uh, you probably said something snarky after that, But the point was, I think deep down, he wanted it to be as professional as possible before getting out of the comfort zone into a place that would take it as seriously so. But maybe a little bit of New York versus San Francisco snarkiness, too. But shout out New York, No, that's That's totally cool. So we always ask, Give some advice to To some folks here who might be in a sales or marketing role. What's a tactic that they could use tomorrow that has been successful for you across different companies and different disciplines. You know, any specific kind of thing that you think somebody could throw into their repertoire tomorrow. It's funny, right? We have medic pick. We have bandt. We have all these advanced methodologies and books. The single question that lands in all of my teams. CRM is that if people can't ask me after, like a discovery call, when does the client want to be live? And what happens if they're not live at that date? Uh huh. All of the questions can kind of align back to When does the client what client want to be alive and what happens if they're not live on that date? There is so much that is driven from that singular date and what is going on in their business before versus what can possibly happen afterwards. Or the value and impact of your organization that whenever I don't have a lot of time or I'm in a pipeline interview and we're going through and I'm like, Hey, like all this sounds great. Like, when does the client want to be live? Oh, they want to be live in a couple of months. Is that your date, or is that their date? Show me the call recording where they said that was their date, and you really drilled in to understand what was so important about that date. And what happens if they don't hit it? Because I can. I can...

...derive a lot of the yeah, the needs and the other acronyms from that question, So that's probably my biggest one. That's a great one. I'm I mean, I'm sure people, you know, talk about timeline, But what's going into the specific as to why your timeline is that also gives you leverage, right? Like there's certainly even if you get there, there's certainly a point of no return where somebody might not be able to choose another vendor in time for the other six projects that also have to land on that date. That's a good one. I could cool. Well, look, we're in the like the the rapid fire part of here. It's not that fast, so don't worry. It's not going to, uh, barrel you over here. Any key positions that you're hiring for demand, Gen. Is top of mind for us right now. We're definitely hiring for a demanding manager Dimension manager. Not not like an SDR, anything like that, but demand and manager. Cool. Yeah. No, that's that's perfect. And give some shout outs. Who Who do you? Who do you appreciate on LinkedIn or Twitter or whatever that you follow and appreciate the content they throw out? I really appreciate Mark Lesser. He's a Zen Buddhist monk who also has his MBA in San Francisco. I think these people that split worlds are fascinating and because he has a business background, has been a founder, and he is like a traditional Zen monk, very unique and interesting insights coming from him. And where do we find him? Is he on? Is he on? Yeah, there's a there's a temple in the woods and you got to climb up this really big mountain to get there. And I have a question because people throw out like Jason Lemkin. I mean, you throughout a half booted monk, so I just I didn't know if it was something, uh, hard. Uh, but he's only then. Yeah, there we go. I love it. Look at the power of Lincoln. Uh, and anybody any like up and comers that maybe even in, like, you know, the...

San Francisco chapter that you're like, man, this person is impressive. You. We all of us should very closely pay attention to the careers of Jimmy Chen and Tom Alamo. So Tom also does the revenue collective podcasting, Uh, and Jimmy Chen lead. We brought in Jimmy Chen to lead the San Francisco associate program. Now he leads Global Associates. For now, he leaves Global Associates for the revenue collective. Both of them are very Everyone should keep both of those individuals on their radar. I like that. I like that. I I've already learned things from Tom about the way he kinda promotes and things like that. That's very cool. I'll check out Jimmy as well. All right, And last, but not least because it's the most important thing to me. By far. I am a restaurant person, and I just need to know what your restaurant secret like. Where should I go? Could be in San Francisco could be elsewhere. As soon as this world opens up, I'm meeting everywhere. I want to know where to go that you recommend. So there's a pop up restaurant currently at stable 12 in San Francisco. It's called Anomaly, Um, but there's a young There's a young 35 year old chef there. And he and his business partner have been looking at opening a full time location in San Francisco. And I was really, really impressed by the work of the creativity. The science behind the meal that we had there recently is a very inspiring up and coming chef. Alright, awesome. We're checking them out. Either in this in the pop up or maybe time it happens in the in the full place, and then we'll get into come from New York to the real restaurant city. Okay, Now I'm I can't talk, Josh. Awesome to have you on, man. Such a pleasure to learn more about you and your business and everything. And, uh, we're cheering for you, you know, as you continue to grow your business. So so great to chat. Absolutely. Thanks so much for the time.

All right, that's our show. Thank you so much for listening. If you love the show, please write a review in the apple podcast or Spotify app. Send it to some friends and make sure you hit the subscribe button so you don't miss an episode. A reminder 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 broke. I had fun. I hope you did too. Now I'll smash your numbers. Mhm.

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