Relationship Building Genius in Sales with Ted Echemann

Wesleyne Greer: 00:00:00

As a sales manager, you are judged by the

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performance of your team, and you're praised when they do

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well. But one thing that you've not been able to figure out is

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how to get everyone on your team consistently hitting quota every

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single month. On the Snack size sales podcast, we discuss the

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science of selling stem sales leadership in the science,

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technology, engineering and manufacturing fields is

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difficult. You will learn from sales managers just like you

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that will give you actionable insights and tips on how to

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develop as a leader and achieve your revenue targets every

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single month. So pop your headphones in and get ready to

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listen to my guests today. They will give you information and

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inspiration to ensure that you have actionable insights that

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you can put into place today. Thank you for tuning in to

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another episode of the transform sales podcast where we talk all

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about the science of selling today, I am so delighted to have

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Ted Ashman with me. How are you, Ted? I'm good. Wesleyne How are

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you? I'm doing awesome. Let me tell you a little bit more about

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10. He's a sales leader in the biotech space leading the

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commercialization of new innovative products. He has a

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passion for working with physicians and healthcare

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organization to better patient care and improve outcomes. And

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he has been blessed to have the privilege to work with many

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different companies throughout his career. So Ted, how did you

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start your career? And how do you now have this great passion

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for physicians and health care? Yeah, Wesleyan thanks, and great

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question and glad and happy to be on here, I'm happy that you

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reached out and that we were able to connect professionally

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here and really, for all the listeners that you have thank

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you to them for, you know, getting on and listening to you

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today. I think, you know, folks like you that are innovators in

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this space as well, in the podcast world here, it's very

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important for those that are really trying to come up in this

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space and learn and for you to bring, you know, folks that are

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really unable to be accessed by most individuals is really

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incredible. So thanks for the opportunity to be here. You

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know, my my career originally started in finance. So I worked

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for a fortune 100 company at a college I always wanted to be in

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sales, I had interviewed for a bunch of companies to start, you

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know, phone ACC and, and others, you know, to get my start in

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sales and eventually move into medical. But I really loved

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finance. And I got into a really big organization very

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competitive, got into sales very quickly and under a year there

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and had an opportunity to learn a ton. Unfortunately, this was

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during the 2008 not so good finance time. And so I had to

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really look at myself and say, Where do I want to be in my

Wesleyne Greer: 00:02:59

career? Where do I want to be in five years? 10 years, when I

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have a family? Where do I want to be? How do I want to, you

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know, make an impact in this world. I knew I wanted to be in

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sales, I knew I wanted to be in leadership, I knew I wanted to

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inspire others. And you know, I won't tell the whole story here.

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But I had a personal event in my family that really drove me

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towards looking into oncology and out of everything. I never

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thought that I would look at going into oncology diagnostics,

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let alone did I even know what that was at that time. And so it

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was something that drove me there, I knew a few folks that

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had gotten into the medical space. And so I reached out and

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made a connection with precision therapeutics, and I took a what

Wesleyne Greer: 00:03:40

I would call probably not just a lateral move, but a little bit

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of a step back to enter the space, I think it's incredibly

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important for those to for folks looking to get in to really

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understand that, you know, if you want to get in, you have to

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make some sacrifices. So I went and I was an account manager for

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eight different senior Oncology Specialists in the field. And so

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I did that for a few months, I finally picked up my own

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territory, it was a territory that was failing. So of course,

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they're gonna give the new guy a failing territory. And we came

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down to Texas, and we really exploded the territory. And we

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did that through relationship building consistency of

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processes, and all that sort of stuff. But I'm sure we'll talk

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about some of that today. So you know, it was able to do that.

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And then my career really propelled from there. I went

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into key accounts. And then I took on some new initiatives to

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you know, in that organization to take on the northeast, which

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wasn't Texas, and I didn't know anybody, but it was a great

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opportunity to expand my horizons. And then as I looked

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at the future of being in this field, I knew that I needed to

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understand where the technology was going some of the newer

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things and so that's how I got into NGS. And I got into some of

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the things I'm in today and and that's what led me to be here

Wesleyne Greer: 00:04:51

and I'm in infectious disease now, but it's crazy. You have to

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really just follow the path don't force anything. Wow. So

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when you stepped into this

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World, you kind of took what we might call like a little grunt

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role. So 48 salespeople as a key accounts manager, so tell me how

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did it help you by really supporting these more senior

Wesleyne Greer: 00:05:16

salespeople? Being an account manager? How did that help

Wesleyne Greer: 00:05:19

propel what you did in your career as a salesperson?

Ted Echeman: 00:05:22

Yeah, Wesleyan Great question. So I was really

Ted Echeman: 00:05:25

blessed with the opportunity to work with really some of the

Ted Echeman: 00:05:28

best in the industry, and even the best in the industry today,

Ted Echeman: 00:05:32

all over from Louisville to New Orleans to Texas, and in

Ted Echeman: 00:05:36

between, and it really was a blessing to be able to step into

Ted Echeman: 00:05:40

that role. I thought at first look, I'm really excited I'm in

Ted Echeman: 00:05:43

all I want to do is get my own sales territory and run. And as

Ted Echeman: 00:05:46

soon as I got into that role, I realized there's an opportunity

Ted Echeman: 00:05:49

here, I've got a lot of career to go. And so don't rush

Ted Echeman: 00:05:54

anything, you know, learn from the best really understand how

Ted Echeman: 00:05:57

to make this work, I knew how to sell, but I didn't understand

Ted Echeman: 00:06:00

how to apply my hustle, my approach and all of that to the

Ted Echeman: 00:06:05

medical field. And, you know, some of the nuances to working

Ted Echeman: 00:06:09

in surgery, working in a clinic and all of those sorts of

Ted Echeman: 00:06:12

things. So I was able to learn that with some really incredible

Ted Echeman: 00:06:15

individuals that are still in this field today, some of the

Ted Echeman: 00:06:19

top performers in the country, and I was really blessed in that

Ted Echeman: 00:06:22

sense. So you know, it was really incredible. And a couple

Ted Echeman: 00:06:25

of those, the key takeaways were really how to handle yourself in

Ted Echeman: 00:06:29

situations in front of physicians, how to handle

Ted Echeman: 00:06:31

yourself in front of physicians, when there's patients present,

Ted Echeman: 00:06:35

when there's other staff present are really, really important,

Ted Echeman: 00:06:38

the way you handle yourself the way you know, sometimes when

Ted Echeman: 00:06:41

you're sitting there, even in surgery, you want to sit there

Ted Echeman: 00:06:44

and you want to wait for your product to be used, or you want

Ted Echeman: 00:06:46

to wait until it comes time for you to be of value. And

Ted Echeman: 00:06:51

sometimes that takes a while. And what I learned was, it's

Ted Echeman: 00:06:53

really important to establish a relationship before surgery

Ted Echeman: 00:06:57

before a procedure, and then be able to ask questions during

Ted Echeman: 00:07:02

that procedure questions that apply to the product that you

Ted Echeman: 00:07:04

have questions that apply to the individual surgery, and you have

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to feel out the physician and the person you're working with.

Ted Echeman: 00:07:11

But most are pretty accepting of those questions and want to

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teach a lot of these physicians want to teach. And so knowing

Ted Echeman: 00:07:17

that up front, you can start to build that rapport. And it's

Ted Echeman: 00:07:21

just, you know, some of the small nuances that people don't

Ted Echeman: 00:07:23

think about.

Wesleyne Greer: 00:07:25

So when you transitioned into the sales

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role, you said, you took over a feeling territory, we're in

Wesleyne Greer: 00:07:31

Texas was that

Ted Echeman: 00:07:32

so I moved down to Austin, Texas, one of my

Ted Echeman: 00:07:34

favorite places. I'm in Houston now. So no disrespect to

Ted Echeman: 00:07:37

Houston. I love Houston. But Austin is was a fantastic place

Ted Echeman: 00:07:41

to go. And it was they had a ton of trouble really getting

Ted Echeman: 00:07:45

traction with our products and just a lot of different health

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systems and just a different environment down here.

Wesleyne Greer: 00:07:50

So what are some of the things that you did to

Wesleyne Greer: 00:07:53

revive that territory?

Ted Echeman: 00:07:55

Sure. So, you know, right off the bat, I learned to

Ted Echeman: 00:07:58

our original players were in the market, we had a few physicians

Ted Echeman: 00:08:01

that we're already sending, establish relationships with

Ted Echeman: 00:08:04

them was really important, got to know who the key figures

Ted Echeman: 00:08:08

were, even in their offices, got to know who the folks were, you

Ted Echeman: 00:08:11

know, all the way down to the runners in the hospital system

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that would you know, bring material from a surgery to

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another location in the hospital, really all the key

Ted Echeman: 00:08:22

folks that were involved in the process, learned who they were

Ted Echeman: 00:08:25

really respected them and what they did build rapport with

Ted Echeman: 00:08:29

everybody throughout the process. And as I was able to

Ted Echeman: 00:08:33

build that, and I knew that would take time. And it didn't

Ted Echeman: 00:08:35

take as much time as I thought though, which was really good.

Ted Echeman: 00:08:38

And I think most people will find that will be the case, I

Ted Echeman: 00:08:40

also established a really good rapport with the physicians, I

Ted Echeman: 00:08:43

think they saw how dedicated and supportive I was in working with

Ted Echeman: 00:08:48

those other individuals. I wasn't just there for the

Ted Echeman: 00:08:51

business, I knew that if I did it the right way the business

Ted Echeman: 00:08:53

would come. And what that did was it led to referrals to other

Ted Echeman: 00:08:57

physicians, you know, I was able to then ask for things and you

Ted Echeman: 00:09:01

have to ask, don't be afraid, right? And I was able to ask for

Ted Echeman: 00:09:04

those introductions ask for him to be personally made. And over

Ted Echeman: 00:09:08

time, we just started to build it out. And I think what's

Ted Echeman: 00:09:11

really important is some people want to go spitals and really

Ted Echeman: 00:09:15

expanded from there. So I kept it small, and I grew it. And it

Ted Echeman: 00:09:19

was important to that I didn't just do what I needed to do to

Ted Echeman: 00:09:23

get the business at that given time. But also work with

Ted Echeman: 00:09:27

organizations that were again, we're talking oncology

Ted Echeman: 00:09:30

organizations that are really supportive of patients. And so I

Ted Echeman: 00:09:33

got involved with organizations locally that supported, you

Ted Echeman: 00:09:37

know, these cancer patients outside of just their

Ted Echeman: 00:09:40

traditional care. And so I thought that was really

Ted Echeman: 00:09:43

important to establish that rapport, be able to have a good

Ted Echeman: 00:09:47

relationship with physicians, and I wanted to do it, you know,

Ted Echeman: 00:09:50

Wesleyne I personally wanted to do it. I felt like I had a role

Ted Echeman: 00:09:54

to play in this. And I wanted to make sure that if I did have a

Ted Echeman: 00:09:58

role that I was, you know, doing everything I could to be

Ted Echeman: 00:10:02

impactful in that role.

Wesleyne Greer: 00:10:03

That's awesome. One of the things that I like to

Wesleyne Greer: 00:10:06

tell brand new salespeople is exactly what you did. Go talk to

Wesleyne Greer: 00:10:10

your raving fans, who are the people who bought from you

Wesleyne Greer: 00:10:12

before, understand why they bought from you, and really try

Wesleyne Greer: 00:10:17

to figure out how you can replicate that success. And then

Wesleyne Greer: 00:10:20

ask like, so many salespeople Just don't ask sometimes they

Wesleyne Greer: 00:10:22

don't even ask for the sale. Definitely, they don't ask for

Wesleyne Greer: 00:10:26

referrals. And the worst they can say is no. And if they say

Wesleyne Greer: 00:10:30

no, you go try the next person. If they say no, you just keep

Wesleyne Greer: 00:10:32

going until you find the person who's going to say yes. And so I

Wesleyne Greer: 00:10:36

think that really the way that you organically grew failing

Wesleyne Greer: 00:10:39

territory is exactly what salespeople need to be focused

Wesleyne Greer: 00:10:43

on. If they're in a rut, if they're in a brand new industry,

Wesleyne Greer: 00:10:46

if they're in a brand new territory, like, Where have we

Wesleyne Greer: 00:10:49

found success? And what can I do with this success?

Ted Echeman: 00:10:52

Yeah, you make a great point to you know, as your

Ted Echeman: 00:10:55

you know, sometimes we get away from our basics, right? We get

Ted Echeman: 00:10:59

away from that, and we begin to see regression, right? And we

Ted Echeman: 00:11:03

begin to see, you know, stagnation. And you know, what

Ted Echeman: 00:11:06

happens over time is we just continue to do what we're doing.

Ted Echeman: 00:11:09

And that's not what you need to do sometimes take a step back,

Ted Echeman: 00:11:12

like you say, right, go back to your roots, and really

Ted Echeman: 00:11:15

understand, you know, how did you get to where you're at

Ted Echeman: 00:11:17

today? How did you have that initial success? If you're not

Ted Echeman: 00:11:20

finding success, reach out to someone who's having success in

Ted Echeman: 00:11:23

your organization, talk to them, figure out what processes are

Ted Echeman: 00:11:27

being put in place? What are they doing, maybe they're

Ted Echeman: 00:11:30

putting binders together for their customers, and nobody else

Ted Echeman: 00:11:33

is doing that. Or maybe they're going to see them at a time of

Ted Echeman: 00:11:36

the day that everybody else wants to be done with work,

Ted Echeman: 00:11:39

right, take advantage of those opportunities, you know, a case

Ted Echeman: 00:11:42

that goes till 10pm At night, you know, take advantage of

Ted Echeman: 00:11:45

being there and just being present and taking a part in

Ted Echeman: 00:11:48

that in that process, as I said before, and but yeah, I think

Ted Echeman: 00:11:51

really taking a step back and really zeroing in on what your

Ted Echeman: 00:11:54

your goals are. And I can tell you that right off the bat,

Ted Echeman: 00:11:58

you're not going to see immediate success. So if you're

Ted Echeman: 00:12:01

trying to flip it over, you're not going to see that, but you

Ted Echeman: 00:12:04

have to be patient. And I think in sales patients is the hardest

Ted Echeman: 00:12:07

thing because salespeople want immediate gratification a lot of

Ted Echeman: 00:12:11

times, and I think that that's the hardest part. But being

Ted Echeman: 00:12:15

patient is your biggest tool,

Wesleyne Greer: 00:12:17

my patients patients they say is a virtue,

Wesleyne Greer: 00:12:21

it definitely is. Because especially if you're going from

Wesleyne Greer: 00:12:25

having a territory that maybe it's done 60 or 70% of the quota

Wesleyne Greer: 00:12:29

and you're trying to get it to 100% as a leader, you have to

Wesleyne Greer: 00:12:33

understand that that's not going to happen overnight. As a

Wesleyne Greer: 00:12:35

salesperson, you have to set your expectations of right to

Wesleyne Greer: 00:12:38

know that I might have to do three or six months of work. But

Wesleyne Greer: 00:12:43

I know that things are going to turn a corner eventually, I

Wesleyne Greer: 00:12:47

always used to say that in the first half of the year, I plan

Wesleyne Greer: 00:12:50

all those seeds. And in the third and fourth quarter, they

Wesleyne Greer: 00:12:53

will come out to grow. Right? And so it's that relationship

Wesleyne Greer: 00:12:57

rapport building, really understanding what the physician

Wesleyne Greer: 00:13:01

needs, what that client needs, and you being a resource. And

Wesleyne Greer: 00:13:05

sometimes I think the hardest part is you understand what

Wesleyne Greer: 00:13:08

their challenges are. And your solution isn't what they need

Wesleyne Greer: 00:13:12

today. But you help them get to that solution. And since you're

Wesleyne Greer: 00:13:17

the one will help them get to that solution. They're like, Oh,

Wesleyne Greer: 00:13:20

yeah, you're my raving fan.

Ted Echeman: 00:13:22

That's right. That's right. And I think you

Ted Echeman: 00:13:25

mentioned here, I think the next up is super important. You have

Ted Echeman: 00:13:29

to have someone you know that you're cultivating, you have to

Ted Echeman: 00:13:32

have that next up. And you know, someone told me really early in

Ted Echeman: 00:13:35

my career in this cert on the surgical side, and I don't use

Ted Echeman: 00:13:38

it as much today, but I still I apply some of the principles of

Ted Echeman: 00:13:42

it. But I can see where in surgery, it really does apply

Ted Echeman: 00:13:45

and surgical sales really and all sales Wesleyan. But you

Ted Echeman: 00:13:49

know, is the five and five, right is you would work, you

Ted Echeman: 00:13:52

know, five cases with five doctors and establish that

Ted Echeman: 00:13:55

relationship. And as long as and I don't think it has to be five

Ted Echeman: 00:13:58

and five, it can be whatever you want it to be. But it's about

Ted Echeman: 00:14:01

having a process if you stick to the process and hold yourself

Ted Echeman: 00:14:05

accountable. And again, patients don't get too far ahead of

Ted Echeman: 00:14:09

yourself. And you can evolve that process over time. But five

Ted Echeman: 00:14:13

and five was really important. I think it was really important

Ted Echeman: 00:14:16

for me to be able to establish relationships, understand the

Ted Echeman: 00:14:19

process. And that is what I used as my kind of go to when I was

Ted Echeman: 00:14:24

you know at precision therapeutics,

Wesleyne Greer: 00:14:25

wow, five and five. So you moved from oncology

Wesleyne Greer: 00:14:31

to infectious disease, and many people are like, oh, yeah,

Wesleyne Greer: 00:14:34

you're so calling on physicians. It's the same thing. But I know

Wesleyne Greer: 00:14:37

when I moved from capital equipment to specialty

Wesleyne Greer: 00:14:39

chemicals, it was like a whole different world. Right. So when

Wesleyne Greer: 00:14:43

you made that transition, what are some of the things that you

Wesleyne Greer: 00:14:46

use to get you up to speed quickly?

Ted Echeman: 00:14:48

Yeah, great question. So you know, talking

Ted Echeman: 00:14:51

about that transition just a little bit. It was different.

Ted Echeman: 00:14:54

You know, there's much of it was the same as far as the

Ted Echeman: 00:14:56

principles of sales and going after clients and all of that

Ted Echeman: 00:15:00

out, but the technology was different. And, you know, the

Ted Echeman: 00:15:03

company that I'm with today is really where I started out in

Ted Echeman: 00:15:07

infectious disease. When I joined, I joined as business

Ted Echeman: 00:15:10

development. And now I'm the VP of US sales here. And but when I

Ted Echeman: 00:15:16

started, we used to do a different model as well. So we'd

Ted Echeman: 00:15:20

send out and so there were tests that we were going out and

Ted Echeman: 00:15:23

selling to physicians that would then you know, make an order,

Ted Echeman: 00:15:27

and we would send them back results. So very similar to what

Ted Echeman: 00:15:30

we were doing early on in my oncology days, whether it be NGS

Ted Echeman: 00:15:33

or, you know, fresh tissue testing. And so, a lot of the

Ted Echeman: 00:15:37

again, a lot of the principles were the same. But what I did

Ted Echeman: 00:15:40

was I network through my oncology folks. So what I would

Ted Echeman: 00:15:43

say is the one thing that I learned in taking this leap, it

Ted Echeman: 00:15:45

was an incredible leap, but I knew it was going to be a

Ted Echeman: 00:15:47

challenge. I also joined a lot of folks that I really respected

Ted Echeman: 00:15:51

that came from oncology, which was really important. And I knew

Ted Echeman: 00:15:54

that it would give me an advantage in the field, I knew I

Ted Echeman: 00:15:57

needed to have confidence when I came over here and not be afraid

Ted Echeman: 00:16:01

to learn something new. And, you know, I realized that I think a

Ted Echeman: 00:16:05

lot of the skills are transferable. Wesleyne, right. I

Ted Echeman: 00:16:07

mean, as you say, it's a different technology, you need

Ted Echeman: 00:16:10

to learn it. But we're all pretty educated. I think we can

Ted Echeman: 00:16:13

learn these different technologies, we can learn the

Ted Echeman: 00:16:15

science, stick to your processes, right? Ask your

Ted Echeman: 00:16:18

clients, the same mentality, ask your customers today, if you're

Ted Echeman: 00:16:21

oncology and you're going to infectious disease, do you know

Ted Echeman: 00:16:24

any infectious disease doctors, do you know, the folks in the

Ted Echeman: 00:16:26

ICU, that most likely they're going to know them? Right? So

Ted Echeman: 00:16:30

you bring up a really good point, and it's a good topic to

Ted Echeman: 00:16:33

talk about is when you transition out of one type of

Ted Echeman: 00:16:36

industry into another one, even though you're really

Ted Echeman: 00:16:39

maintaining, it's still in medical, you know, do it with

Ted Echeman: 00:16:43

confidence, there's still those relationships, everything links

Ted Echeman: 00:16:46

up. And you know, in the end, it's a small world, everybody

Ted Echeman: 00:16:49

knows each other. And so that's what I did. That's how I had

Ted Echeman: 00:16:52

immediate success, I learned the product very quickly, as much as

Ted Echeman: 00:16:55

I needed to learn out in the field. And then I just, I just

Ted Echeman: 00:16:58

asked for customers to make connections for me. And that's

Ted Echeman: 00:17:01

how I made immediate success. And then I just started to build

Ted Echeman: 00:17:04

upon that. And of course, our business model is different

Ted Echeman: 00:17:07

today than it was then. But that's how I transition.

Wesleyne Greer: 00:17:10

So you just made my whole day, because I often

Wesleyne Greer: 00:17:15

talk about and I know you guys love hearing me say this, hiring

Wesleyne Greer: 00:17:18

your competitors redex. But I like to call it and I say that

Wesleyne Greer: 00:17:24

find someone with strong sales skills, and you can teach them

Wesleyne Greer: 00:17:27

the product, you can teach them the technology. Because if your

Wesleyne Greer: 00:17:30

product is as good as you say it is, then you should be able to

Wesleyne Greer: 00:17:33

teach it to a new salesperson, right. But those solid sales

Wesleyne Greer: 00:17:36

skills, the knowing what to do the knowing how to figure it

Wesleyne Greer: 00:17:39

out, those are much harder to teach. So you can ramp a new

Wesleyne Greer: 00:17:43

salesperson up that's a strong salesperson in three months,

Wesleyne Greer: 00:17:46

versus one that has all this product knowledge that you have

Wesleyne Greer: 00:17:49

to break all their bad habits, all of those things, you have to

Wesleyne Greer: 00:17:53

undo and roll back. And really you said it's like, it's the

Wesleyne Greer: 00:17:56

same thing. I asked for referrals. I talked to the

Wesleyne Greer: 00:17:59

current customers, I really started the same way I did

Wesleyne Greer: 00:18:02

before.

Ted Echeman: 00:18:03

Yeah, you know, I would always rather hire someone

Ted Echeman: 00:18:06

that has the hustle has the ability is going to spend the

Ted Echeman: 00:18:10

extra hours you know, going after the business, but has less

Ted Echeman: 00:18:13

knowledge, right? And because there's some things that you

Ted Echeman: 00:18:17

just can't teach, right. And that's motivation. That's the

Ted Echeman: 00:18:20

hustle. That's the ability to talk to other people the

Ted Echeman: 00:18:23

hungriness and wake up on a Monday, and you're excited about

Ted Echeman: 00:18:27

that Monday, right? You have to be, especially in sales. If

Ted Echeman: 00:18:30

you're not excited about that Monday, I don't think you need

Ted Echeman: 00:18:33

to be in sales, right? I mean, on Sunday, you should be

Ted Echeman: 00:18:35

preparing for Monday, in my opinion, and always keeping that

Ted Echeman: 00:18:38

up to date as far as your preparation. But yeah, I think I

Ted Echeman: 00:18:41

would always rather hire someone that is, you know, extremely

Ted Echeman: 00:18:45

motivated, and you can teach these folks are very educated,

Ted Echeman: 00:18:48

you can teach them what you need to teach them. Yeah.

Wesleyne Greer: 00:18:51

And so how long did it take you to transition

Wesleyne Greer: 00:18:54

from individual contributor to manager to leader?

Ted Echeman: 00:18:57

Yeah, now a great question. So when I was with

Ted Echeman: 00:19:00

precision therapeutics, I transitioned briefly just under

Ted Echeman: 00:19:03

a year into a manager role. And I had the privilege of managing

Ted Echeman: 00:19:07

some really senior oncology folks in the northeastern United

Ted Echeman: 00:19:10

States down to Texas, kind of an odd territory. And I got my

Ted Echeman: 00:19:14

initial experience managing then the high level salespeople. And

Ted Echeman: 00:19:18

then when I moved to some other organizations, I sort of

Ted Echeman: 00:19:21

indirectly had some opportunity to to manage some folks as well.

Ted Echeman: 00:19:24

And then I had some direct opportunity to manage and hire

Ted Echeman: 00:19:27

out some folks that were mid level, you know, sales folks and

Ted Echeman: 00:19:30

some operators as well, that would go in and work with

Ted Echeman: 00:19:33

institutions to you know, get processes going and things like

Ted Echeman: 00:19:36

that. So, you know, how I transition was really just, you

Ted Echeman: 00:19:40

know, plain and simple. I knew what it took for me to get my

Ted Echeman: 00:19:43

job done. I knew what it took for, you know, the successful

Ted Echeman: 00:19:46

people in the organization to get the job done. I knew how to

Ted Echeman: 00:19:49

get sales through, you know, with what we were selling. And

Ted Echeman: 00:19:53

so I hired people that had contacts I hired people that I

Ted Echeman: 00:19:56

know I've done it before, a bit different here and infectious

Ted Echeman: 00:19:59

disease. Do you really want people that do actually

Ted Echeman: 00:20:01

understand the product, because it is a high level sale, you

Ted Echeman: 00:20:05

want people that know how to navigate some of the larger

Ted Echeman: 00:20:07

health systems, contracting, things like that. But I just

Ted Echeman: 00:20:12

transitioned by, you know, understanding the process. And

Ted Echeman: 00:20:15

one thing I'll also add to that is, I didn't see it as much as a

Ted Echeman: 00:20:19

huge transition, as much of it as it was an opportunity to

Ted Echeman: 00:20:24

learn from some senior folks that I would bring in. And I

Ted Echeman: 00:20:28

think you need to surround yourself with folks that could

Ted Echeman: 00:20:32

have your job, right, folks that can do your job folks that you

Ted Echeman: 00:20:35

could potentially report to, I think it's really important not

Ted Echeman: 00:20:38

to look at, you know, folks that are, you know, in roles that

Ted Echeman: 00:20:41

need to be reporting to you, but really looking at folks that are

Ted Echeman: 00:20:45

going to get the job done, that can have your role, the idea

Ted Echeman: 00:20:48

that I wanted to bring here was hire out a team, that everyone

Ted Echeman: 00:20:51

within that team can be managing this organization. And it was

Ted Echeman: 00:20:55

really important that we kept that high level of skill and

Ted Echeman: 00:20:58

ability here. And so that's how I approached it, I knew that I'd

Ted Echeman: 00:21:02

hire people that would be, you know, resources on different

Ted Echeman: 00:21:05

levels and add to that dynamic, add something to the group to

Ted Echeman: 00:21:09

the team.

Wesleyne Greer: 00:21:09

So do I understand correctly that when

Wesleyne Greer: 00:21:11

you went from oncology to infectious disease, you went

Wesleyne Greer: 00:21:14

from being a manager to an individual contributor? Or was

Wesleyne Greer: 00:21:18

it a lateral move?

Ted Echeman: 00:21:20

Yeah, so. So when I was with the previous company,

Ted Echeman: 00:21:24

before coming over here, I was in national sales. And so I

Ted Echeman: 00:21:27

worked with a couple of specific indications. And I would educate

Ted Echeman: 00:21:32

some of the folks in the field. So my job was to go out and not

Ted Echeman: 00:21:35

necessarily manage them, per se, but I did work with them, to

Ted Echeman: 00:21:40

help them understand the process, make some introductions

Ted Echeman: 00:21:42

to KOLs, get some of that additional business started,

Ted Echeman: 00:21:45

where they didn't really understand that area as much.

Ted Echeman: 00:21:49

And so that was really my job. You know, indirectly. There was

Ted Echeman: 00:21:52

some management there, and there was some involvement there. But

Ted Echeman: 00:21:56

most of those individuals all reported to our our Vice

Ted Echeman: 00:21:59

President of Sales, as well as myself. And then, you know, our

Ted Echeman: 00:22:03

CEO was very involved as well. But so I did have some

Ted Echeman: 00:22:06

experience there. And then in my previous job as well, in

Ted Echeman: 00:22:09

managing, so I did have some experience.

Wesleyne Greer: 00:22:11

Oh, no. So I was wondering, because I know at one

Wesleyne Greer: 00:22:13

point, you said that you took like a step back, if you will.

Wesleyne Greer: 00:22:16

And I didn't know if when you moved, because you know, you

Wesleyne Greer: 00:22:19

transitioned industries, if you will, if that was when you kind

Wesleyne Greer: 00:22:22

of had to take a step back to accelerate or propel?

Ted Echeman: 00:22:24

I did. Yeah. So to finish your question I did, I

Ted Echeman: 00:22:27

actually went to when I went to it by DNA, I went into a

Ted Echeman: 00:22:31

business development role. So individual contributor, and I

Ted Echeman: 00:22:34

wasn't managing anybody. And until I took on this role I'm in

Ted Echeman: 00:22:37

today, I didn't manage anybody, but I really love the transition

Ted Echeman: 00:22:40

back, you know, I, I struggle, quite honestly. And I know

Ted Echeman: 00:22:43

there's a podcast that's going to be out there and everything.

Ted Echeman: 00:22:45

But I do struggle with you know, do I want to be managing

Ted Echeman: 00:22:49

individuals? Or do I really want to be selling because I

Ted Echeman: 00:22:51

honestly, I love the sale, I love that approach. I love

Ted Echeman: 00:22:55

managing my business, being the CEO of that business, and making

Ted Echeman: 00:22:59

it successful and competing, right, and making an impact and

Ted Echeman: 00:23:02

but I also love the management side of things. You know, I love

Ted Echeman: 00:23:05

the coaching, I consider myself more of a player coach than

Ted Echeman: 00:23:08

anything I love to get out there and do it myself. I think it's

Ted Echeman: 00:23:11

important that you have to show people how to do it and prove

Ted Echeman: 00:23:14

that you can do it in order to gain that respect as well.

Wesleyne Greer: 00:23:17

Yeah, that is often things that top

Wesleyne Greer: 00:23:20

salespeople say it's Ah, man, I really love selling. But I also

Wesleyne Greer: 00:23:26

know that I can make a much bigger impact by teaching five

Wesleyne Greer: 00:23:30

or 10 or 20 people how to be as excellent as I am. But I still

Wesleyne Greer: 00:23:34

like the thrill of Oh, we got the PIO. Oh, we did it. Oh,

Wesleyne Greer: 00:23:37

after six months, they finally let us in. Right. So there's

Wesleyne Greer: 00:23:41

always that balance.

Ted Echeman: 00:23:42

Exactly, exactly. I do i from my mentors as well,

Ted Echeman: 00:23:47

you know, most of them say it's hit or miss, right? Some are

Ted Echeman: 00:23:50

like, you know, I want to I just want to go out and do it, right,

Ted Echeman: 00:23:53

because I know how to do it. I know how to get it done. But at

Ted Echeman: 00:23:56

the same time, I don't know if I really want to do that daily

Ted Echeman: 00:23:58

grind anymore. And I liked the management side of things and

Ted Echeman: 00:24:01

some of that. So I think there are some differences out there.

Ted Echeman: 00:24:04

But I think most you know, most that I've talked to really do

Ted Echeman: 00:24:07

want to you know, get out there and sell and be you know, on the

Ted Echeman: 00:24:11

ground making it happened, especially if you're seeing a

Ted Echeman: 00:24:14

failing territory, right. I mean, that's one thing that

Ted Echeman: 00:24:17

like, if you see that, and you know that there's things not

Ted Echeman: 00:24:20

happening there, you know, get in intervene, you know, become a

Ted Echeman: 00:24:23

coach, you know, it's not, you know, what are you doing? Are

Ted Echeman: 00:24:26

you not doing this? It's really about, okay, what have I done as

Ted Echeman: 00:24:30

a manager to not, you know, provide the resources for for

Ted Echeman: 00:24:33

you and really uncovering that. So the folks that report up to

Ted Echeman: 00:24:36

me, you know, they're my customers as well, right? And so

Ted Echeman: 00:24:40

it's really important for me to remember that and, you know,

Ted Echeman: 00:24:42

I've got two ears and one mouth as I always tell my kids and so

Ted Echeman: 00:24:45

I try to adhere by that rule as well and listen as much as

Ted Echeman: 00:24:48

possible and, you know, nobody's perfect. So it could be some

Ted Echeman: 00:24:52

miscommunication or something. So I think it's super important

Ted Echeman: 00:24:55

to go out there and intervene and be a listener and move the

Ted Echeman: 00:24:59

ball forward. We're

Wesleyne Greer: 00:25:00

so in your role as a self proclaimed player,

Wesleyne Greer: 00:25:03

coach, I told you we're gonna get into sports. What are what's

Wesleyne Greer: 00:25:08

one of the biggest challenges that you're having to overcome?

Ted Echeman: 00:25:12

You know, when you're a young company, and

Ted Echeman: 00:25:13

you're innovative, and I'm not even speaking about my company

Ted Echeman: 00:25:16

today, I'm just speaking just in general terms, right? When

Ted Echeman: 00:25:19

you're in more of the startup space, it is really about having

Ted Echeman: 00:25:22

all the pieces together to really make your organization

Ted Echeman: 00:25:26

successful. Right. And so, you know, I think the challenges are

Ted Echeman: 00:25:30

really do we have all the pieces in place, and until you really

Ted Echeman: 00:25:34

get out and talk to customers start to integrate, always make

Ted Echeman: 00:25:37

sure that customer is in the chair, in the same room with you

Ted Echeman: 00:25:41

with your organization, when you're trying to develop

Ted Echeman: 00:25:43

products, when you're trying to move the ball forward, trying to

Ted Echeman: 00:25:46

figure out how do we sell to this customer, let's make sure

Ted Echeman: 00:25:48

the voice of customer is there. And you know, we pretend like

Ted Echeman: 00:25:52

they're listening to us. And then we're also going in getting

Ted Echeman: 00:25:55

that voice of customer as much as possible to, you know, to

Ted Echeman: 00:26:00

make sure that we're putting all the right pieces in place. So I

Ted Echeman: 00:26:02

would say the biggest challenge is just making sure that all the

Ted Echeman: 00:26:05

pieces to the puzzle are in place, you know, to really make

Ted Echeman: 00:26:07

sure that we're supporting the customer, because you can get a

Ted Echeman: 00:26:10

contract all day. But if you can't support that contract, and

Ted Echeman: 00:26:13

drive that customer forward and make them a long term customer,

Ted Echeman: 00:26:16

then you really haven't sold them.

Wesleyne Greer: 00:26:18

Yeah, I am absolutely with you really

Wesleyne Greer: 00:26:20

thinking about all the pieces of the puzzle. Because being in

Wesleyne Greer: 00:26:25

sales, being in sales leadership, they're like, Okay,

Wesleyne Greer: 00:26:28

here's the process. And it's not just one process. This is the

Wesleyne Greer: 00:26:31

prospecting process. And this is how we demo and then this is

Wesleyne Greer: 00:26:34

this. And this is that and well, what do the customers actually

Wesleyne Greer: 00:26:36

need once I actually sell the item I have to support them? Or

Wesleyne Greer: 00:26:40

do I hand that off to customer success? And so really thinking

Wesleyne Greer: 00:26:42

about how all of those pieces come together? And what is best?

Wesleyne Greer: 00:26:47

Or how can you set your salespeople up for long term

Wesleyne Greer: 00:26:50

success?

Ted Echeman: 00:26:51

Exactly, exactly. Very important. And it varies,

Ted Echeman: 00:26:54

you know, in different levels and different products that

Ted Echeman: 00:26:56

you're selling. But I think what I've learned, really, lately

Ted Echeman: 00:27:00

about more of the democratized testing approach that where a

Ted Echeman: 00:27:04

lot of these products even for oncology, and, you know, other

Ted Echeman: 00:27:07

products, infectious disease are getting democratized. And what I

Ted Echeman: 00:27:10

mean by that is, they're getting put in more of a central

Ted Echeman: 00:27:13

location where testing can be done. So versus everybody doing

Ted Echeman: 00:27:17

a test send out to a laboratory in, you know, California or

Ted Echeman: 00:27:21

wherever, right now we're bringing it closer to the

Ted Echeman: 00:27:24

patient. And I think that's a great trend, right? Because then

Ted Echeman: 00:27:28

we can expand that hopefully, and you know, we can get health

Ted Echeman: 00:27:30

equity, and we can, you know, start to gain traction on some

Ted Echeman: 00:27:33

of the things that we're really lacking in healthcare today. But

Ted Echeman: 00:27:36

yeah, I think it's really important that, you know,

Ted Echeman: 00:27:38

especially with this more democratized approach, that we

Ted Echeman: 00:27:40

have the right pieces to the puzzle in place to support these

Ted Echeman: 00:27:43

customers, so that they can then support their customers, which

Ted Echeman: 00:27:46

are their internal physicians, their patients, so on and so

Ted Echeman: 00:27:50

forth.

Wesleyne Greer: 00:27:51

Yes, yes. And knowing that, you know, yes, the

Wesleyne Greer: 00:27:54

physician is your customer, but they have a customer, if you

Wesleyne Greer: 00:27:57

will, too. And so it's not just about the physician, you also

Wesleyne Greer: 00:28:00

have to think about that end customer like, what is the

Wesleyne Greer: 00:28:02

experience that the patient is going to get? How does this

Wesleyne Greer: 00:28:05

translate into success for them? Like, what are the long term

Wesleyne Greer: 00:28:08

ramifications all of those things? Right? So when we think

Wesleyne Greer: 00:28:12

about our field of, you know, this very technical sale, as you

Wesleyne Greer: 00:28:16

mentioned, it is a complex sale, it is a very complex sale,

Wesleyne Greer: 00:28:20

because there's so many different buying influences that

Wesleyne Greer: 00:28:23

are involved and most times, probably never get to talk to

Wesleyne Greer: 00:28:27

the patients, but they're actually the one that gets to

Wesleyne Greer: 00:28:30

say, yes, that was great. What you did, or yes, that we have

Wesleyne Greer: 00:28:33

increased our patient outcomes, or their you know, their rate of

Wesleyne Greer: 00:28:37

being readmitted is lower, like, so all of those things are so

Wesleyne Greer: 00:28:41

important.

Ted Echeman: 00:28:42

Yeah, I agree. And overtime, you always want to re

Ted Echeman: 00:28:45

qualify your your customers, right, it's really important is,

Ted Echeman: 00:28:48

you know, right, it's kind of the basics that and a lot of

Ted Echeman: 00:28:51

people don't do it, which is really interesting, but always

Ted Echeman: 00:28:54

have a certain time set out where you're going to re

Ted Echeman: 00:28:57

qualify, you're going to get in touch with that customer, you're

Ted Echeman: 00:29:00

generally you're making it about you know, you're bringing other

Ted Echeman: 00:29:03

additional materials. So you're you're justifying that

Ted Echeman: 00:29:06

conversation. But I think it's really important to re qualify,

Ted Echeman: 00:29:09

make sure that customers are still on board, we know that,

Ted Echeman: 00:29:12

you know, competitors are always hitting the market. And as much

Ted Echeman: 00:29:15

as we think that we know, all the competitors in the

Ted Echeman: 00:29:18

landscape, a lot of times, they come out of nowhere. And they'll

Ted Echeman: 00:29:22

be talking to your customer for months and your customers not

Ted Echeman: 00:29:25

saying anything to you, not because they don't trust you, or

Ted Echeman: 00:29:28

that they don't you know, but they may not actually see that

Ted Echeman: 00:29:31

it's a competitor right away, right? And over time, then that

Ted Echeman: 00:29:34

starts to evolve. And if you're not doing the right

Ted Echeman: 00:29:37

qualifications, you're not, you know, staying really relevant to

Ted Echeman: 00:29:40

the conversation with new product development, you know,

Ted Echeman: 00:29:44

things that you can add on to those products that might add

Ted Echeman: 00:29:47

additional value to that entire sale. And what I mean by that is

Ted Echeman: 00:29:51

we don't just sell products, we sell solutions, right? And you

Ted Echeman: 00:29:54

really have to have that mindset. So what is the full

Ted Echeman: 00:29:57

solution, right? It's not just the product It's everything that

Ted Echeman: 00:30:00

supports it and everything around it. So you really have to

Ted Echeman: 00:30:03

be careful, you know, the competitors are there. And so I

Ted Echeman: 00:30:07

say recoil is one of the biggest things that people don't do that

Ted Echeman: 00:30:10

should do.

Wesleyne Greer: 00:30:11

Absolutely. And when I hear someone and they're

Wesleyne Greer: 00:30:14

like, oh, yeah, we don't have any competitors, because our

Wesleyne Greer: 00:30:16

product is so unique. And so cutting edge when like, okay,

Wesleyne Greer: 00:30:20

that's fine. But you know, the biggest competition that most

Wesleyne Greer: 00:30:23

people don't even think about or consider is the competition of

Wesleyne Greer: 00:30:27

doing nothing. Right? Of not changing, right? And so you have

Wesleyne Greer: 00:30:31

to realize that they can say, I don't want to do anything like

Wesleyne Greer: 00:30:36

and that is a lost sale to they're like, Nope, it seems too

Wesleyne Greer: 00:30:39

complex, it doesn't seem worth the risk. It's not this. It's

Wesleyne Greer: 00:30:41

not that. Yeah,

Ted Echeman: 00:30:42

that's a great point. It's a great point. And,

Ted Echeman: 00:30:45

you know, I think it's really important to obviously in

Ted Echeman: 00:30:48

negotiating to always get to that know, as quick as possible,

Ted Echeman: 00:30:51

right. So you can move forward, I think those that don't make a

Ted Echeman: 00:30:56

sale right away with a customer, right, make sure that you

Ted Echeman: 00:30:59

establish that relationship, as well maintain that relationship,

Ted Echeman: 00:31:02

make sure you walk away with an opportunity to come back at some

Ted Echeman: 00:31:05

point and know why you lost that opportunity. Don't just walk

Ted Echeman: 00:31:09

away with a lost opportunity, you know, ask the questions, you

Ted Echeman: 00:31:12

know, what could I have done different? What was it about our

Ted Echeman: 00:31:15

product that didn't entice you today to want to move forward,

Ted Echeman: 00:31:18

you know, you may find that it's something you just didn't

Ted Echeman: 00:31:21

address as well. Or maybe you tried to close too soon without

Ted Echeman: 00:31:24

building up the need as much as you needed to. And which, again,

Ted Echeman: 00:31:27

is very important, right? If you don't build that neat up enough,

Ted Echeman: 00:31:31

you know, you can't come in for that close. And so closing too

Ted Echeman: 00:31:34

early is, I think often what people do as well in this space,

Ted Echeman: 00:31:37

and is not, you know, it's not something you want to do. And so

Ted Echeman: 00:31:41

I think but very important, you know, as you get no said to you,

Ted Echeman: 00:31:44

as customers decide to move forward with another product,

Ted Echeman: 00:31:46

maintain that relationship, and make sure you can come back to

Ted Echeman: 00:31:49

them later and ask the questions.

Wesleyne Greer: 00:31:50

And I love to say that it's okay to lose, but

Wesleyne Greer: 00:31:54

it's not okay to to lose the same way twice. And the way that

Wesleyne Greer: 00:31:58

you prevent that is by doing a full post mortem on okay, why

Wesleyne Greer: 00:32:03

did we lose? What missteps did I personally make, because if the

Wesleyne Greer: 00:32:08

salesperson doesn't take responsibility for their part in

Wesleyne Greer: 00:32:11

it, they'll blame the company, their plan their boss, and blame

Wesleyne Greer: 00:32:13

the process. This didn't go out in time it was this, it was that

Wesleyne Greer: 00:32:16

but they have to really peel back the layers of the onion and

Wesleyne Greer: 00:32:19

figure out what they could have done better in order to move the

Wesleyne Greer: 00:32:23

deal through the pipeline.

Ted Echeman: 00:32:24

That's exactly right. That's exactly right.

Ted Echeman: 00:32:26

Yeah, really important.

Wesleyne Greer: 00:32:28

And so you've had such a diverse career

Wesleyne Greer: 00:32:31

starting in financial services and oncology, and now infectious

Wesleyne Greer: 00:32:35

disease, what is something that you are most proud of

Wesleyne Greer: 00:32:37

accomplishing

Ted Echeman: 00:32:38

beyond my kids? Career wise,

Wesleyne Greer: 00:32:42

it can be personal or professional, it

Ted Echeman: 00:32:43

could be Yeah, you know, I would say just being

Ted Echeman: 00:32:47

able to really love what I'm doing, being able to, you know,

Ted Echeman: 00:32:51

have a family that understands, there's a lot of work that goes

Ted Echeman: 00:32:54

into that. And, you know, working for innovative companies

Ted Echeman: 00:32:57

requires a lot of work, you know, and you really have to

Ted Echeman: 00:32:59

love what you do to put that work in and, you know, having my

Ted Echeman: 00:33:02

lovely wife, you know, who supports me tremendously. Let me

Ted Echeman: 00:33:05

you know, do all of these things, the fact that I have a,

Ted Echeman: 00:33:08

you know, a beautiful children I've got, I have three, two

Ted Echeman: 00:33:11

girls, and a boy, you know, is really important to me, and

Ted Echeman: 00:33:14

those are probably my biggest accomplishments, and being able

Ted Echeman: 00:33:17

to provide for them, as well as a really big accomplishment in

Ted Echeman: 00:33:21

my book and giving them opportunities that, you know,

Ted Echeman: 00:33:24

maybe I didn't have growing up and things like that, as well.

Ted Echeman: 00:33:27

And also, I would say, you know, not matching that. But another

Ted Echeman: 00:33:31

thing is, I've been very blessed to have really good mentors. And

Ted Echeman: 00:33:36

throughout my career, I've tried to humble myself and do want to

Ted Echeman: 00:33:40

learn and want to, you know, really be invested in the

Ted Echeman: 00:33:44

process. And so I've gained some really, really key, you know,

Ted Echeman: 00:33:49

folks that I can lean on when I have questions, I would say, as

Ted Echeman: 00:33:53

you grow in your career, really stay close to the people that

Ted Echeman: 00:33:56

you want to follow the people that really motivate you. It may

Ted Echeman: 00:34:00

not even be that obvious sometimes, but it will come to

Ted Echeman: 00:34:03

you stay close to them be able to ask them questions and no

Ted Echeman: 00:34:07

questions, a bad question. So I would say, you know, to backup

Ted Echeman: 00:34:10

the family and to bring it more back to business Wesleyan, I

Ted Echeman: 00:34:14

think the folks that I've been able to establish relationships

Ted Echeman: 00:34:17

with and be able to lean on over the years is one of my biggest

Ted Echeman: 00:34:20

accomplishments, I think, is on top of obviously, being able to

Ted Echeman: 00:34:25

put products out that, you know, hopefully, you know, save lives

Ted Echeman: 00:34:28

and, and increase survival. And all of those things, those are

Ted Echeman: 00:34:31

more of the obvious ones, but for maybe some of your listeners

Ted Echeman: 00:34:34

here, some of the less obvious ones would be really my mentors,

Ted Echeman: 00:34:38

the ones I've been able to build, and

Wesleyne Greer: 00:34:39

I really love that 360 degree view that you

Wesleyne Greer: 00:34:43

gave because it's like my family and my mentors, right. And so

Wesleyne Greer: 00:34:47

it's like, what's above what's below what's beside me and

Wesleyne Greer: 00:34:50

thinking about your wife. And so those are some amazing, amazing

Wesleyne Greer: 00:34:54

things to be proud of. As we wrap up, I am curious what is

Wesleyne Greer: 00:34:58

the one best way that People can reach out to you if they want to

Wesleyne Greer: 00:35:01

get in touch.

Ted Echeman: 00:35:02

Yeah. So I always just tell folks, you know,

Ted Echeman: 00:35:04

connect with me on LinkedIn, I do do some mentoring on the side

Ted Echeman: 00:35:10

as well, with some younger sales folks that are looking to get

Ted Echeman: 00:35:13

into the industry. My recommendation is generally

Ted Echeman: 00:35:16

always to go the route of, you know, some key companies that

Ted Echeman: 00:35:19

are out there that have some great training programs to get

Ted Echeman: 00:35:22

into the market. You know, again, follow the process,

Ted Echeman: 00:35:24

right? I think the process is very important, don't get

Ted Echeman: 00:35:27

impatient things will come. But I would say LinkedIn, and then

Ted Echeman: 00:35:30

you know, for those that I connect with on there, generally

Ted Echeman: 00:35:32

just connect via phone or email and set up some time.

Wesleyne Greer: 00:35:36

Thank you so much, Ted, for sharing your

Wesleyne Greer: 00:35:39

time, your talent, your expertise, and all of your

Wesleyne Greer: 00:35:42

knowledge with us today. It has been a pleasure, and I've

Wesleyne Greer: 00:35:45

learned so much from you.

Ted Echeman: 00:35:47

Thank you, Wesleyne. I really appreciate

Ted Echeman: 00:35:48

the invitation and I look forward to listening to your

Ted Echeman: 00:35:51

podcast to come as well.

Wesleyne Greer: 00:35:53

Awesome. Well, thank you. Thank you. Thank you

Wesleyne Greer: 00:35:55

so much for tuning in. This has been a another episode of the

Wesleyne Greer: 00:35:59

transform sales podcast and remember in everything that you

Wesleyne Greer: 00:36:04

do, make sure that you are focusing on how you can sell

Wesleyne Greer: 00:36:08

better and transform your sales. Until next time. Thank you for

Wesleyne Greer: 00:36:12

joining us today on the snack sized sales podcast. If you

Wesleyne Greer: 00:36:17

enjoyed this episode, subscribe and leave us a review. Learn how

Wesleyne Greer: 00:36:22

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