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Welcome to Selling What's Possible, the podcast that's pushing the boundaries of modern account sales. I'm your host, David Irwin, CEO of Polaris I/O and a veteran with 30 years of experience in successful account sales programs.
In each episode, we'll dive deep into the world of strategic account development, uncovering innovative approaches and fresh perspectives that you may not have considered before. We'll be joined by top sales professionals, revenue leaders, and dynamic innovators who are reshaping the landscape of account sales.
Whether you're navigating the complexities of key accounts or seeking to expand value-driven outcomes for your customers, this podcast is your guide to consistently growing your strategic account relationships.
Get ready to challenge conventional wisdom, explore new methodologies, and unlock the full potential of your account sales strategies. This is Selling What's Possible - where we turn potential into reality.
Dave Irwin (00:00)
Welcome to another episode of Selling What's Possible, a podcast dedicated to strategic account management. And joining me today is Brian Shea, who is a principal at Lucrum Partners. He is a advisor and coach to CEOs and revenue leadership teams and an author and brings a wealth of experience to the table in terms of working with so many different companies over a really long-term.
Span of time to helping to drive performance and so Brian welcome to selling what's possible We're glad to have you here and I'd love to hear a little bit about You know your background on what makes you passionate about what you do and what your firm does
Brian Shea - Lucrum Partners (00:41)
Dave, well, thank you. It's a real pleasure to be with you and your team is doing terrific work at helping organizations sort of see customers differently. So congratulations on all the success. So what we do at Lucrum Partners is it probably sounds pretty simple. We help executive teams identify what are the gears that are causing sort of the revenue slowdown. And
It's like, okay, so what does all that mean? Well, what we found is, we've got a hypothesis this year and now maybe I'll throw this out and you can, you can, you can, you can pressure test it. I think this is the perfect year for Davies to take on Goliaths and win. And our perspective is there has been such a transformation in the marketplace, right? This big, massive shift to, you know, buyer driven.
motions, buyer centric motions, buyer, everything, everything is large organizations have a really big ship. They've got to turn to change their mindset, their operating systems, their practices, their processes, their playbooks and the like. so nimble and fast growing organizations, in our opinion, if we get this right with the right people and the right operating system, that there can be really aggressive
sort of encroachment plays that can be run on larger competitors. And this only happens sort of once in a lifetime where you have sort of an industry that gets flipped upside down. And I think as your firm and my firm sees, we got flipped. We got flipped in the last few years.
Dave Irwin (02:23)
Interesting.
Yeah, that's really interesting to hear you say that.
Well, everything's accelerated, it seems. And so they have a lot of different challenges and problems to address that are, you know, post-COVID and pre-COVID and just the acceleration of AI and how fast the world moves, you know, to keep up as a selling organization with the buyer is really, I think what you're getting at, which is critical because
buyers are trying to solve problems and if they don't get help, you know, quickly and easily, they're tuning out. And I think the old playbooks therefore, you know, don't work anymore. And you're seeing that in the stats. We talked about some of these stats, but you know, how buyers perceive sellers. It's been not great for a long period of time, but you have some statistics and points of view on,
Brian Shea - Lucrum Partners (03:08)
Right.
Dave Irwin (03:13)
working with salespeople, understanding where the value comes from. Share some of those insights with us that you've run across.
Brian Shea - Lucrum Partners (03:20)
Yeah, Dave, of the stats that
it should be troubling for all executive leadership teams is a confidence gap. there's these confidence gaps that happen at different tiers in the organization today. One, SBI growth, right? Folks out of, folks out of Texas published this about a year ago, year and a half ago. And they talked about the confidence gap between a CEO and the executive leadership team. That gap in the CEO's belief that their executive leadership team can drive a growth strategy.
It's almost two thirds of CEOs that don't feel confident in their team. So like pause, right? Start there. What causes that? What's driving that internally, right? For executive leaders, you come down below that and, you know, Gartner put out that 83 % of sales leaders are not confident that their sellers can engage with modern buyers. Like, okay, well, there's another confidence gap.
And then you talk to sellers and you're like, okay, so how's it, how's it working on your side? And when you say sellers, it be account managers and frontline sellers. sellers are saying, look, at least they said this to Gartner, almost three quarters of them are just overwhelmed by this deluge of like skills that they have to know. They're like, you guys just keep piling on. And meanwhile,
the execution stats continue to fall, right? The close rates are down year over year and the such. So we have all these confidence gaps all the way through a commercial organization. And so our perspective is, stop for a second, right? The problem may not be in your Salesforce. It may not be in your playbook. mean, let's start with the go-to-market strategy that the executive team is A, that they've agreed to and B, where that
sort of first gap begins to show itself. And let's dig in there because this is, again, as we were just talking about is any signals that we're using plays from only a few years ago, right? That we're creating sort of motions that are built off of understanding of things that happened 36 months ago, 48 months ago is one of our first sort of steps.
Um, stepping points off the cliff, like we're going in the wrong direction. So yeah, I think all the data that's out there, we can put all the data up on like the signals are telling us as an organ, as, as a community of coaches and, leaders that we're not getting this right. It's not like it's, it's off by a little bit. It's way off. Right. So it's like, okay, so why.
Dave Irwin (06:06)
Yeah, okay.
Brian Shea - Lucrum Partners (06:09)
What is the driver or set of drivers that are feeding each of these? But this confidence gap to me is one of those signals that I think is understated. I think it's understated because there's this trust erosion that's already happening inside of organizations before they get on the field to engage with new.
Dave Irwin (06:29)
it's worse than even the stat show is what you mean. There's a misalignment between how the sellers are, and that includes account sellers, strategic account sellers and account managers and sort of the buyers, what the buyers are after, the needs that they have, this shift that's happened, right? This flip that you talked about, and this is that sort of mindset shift.
Brian Shea - Lucrum Partners (06:42)
That's right.
Mm-hmm.
Dave Irwin (06:58)
concept of you know, so much of the previous behavior the playbooks are inside out Plays right product line said things are aligned by product lines, you know the way that the dollars roll up and are being You performance is monitored by corporations is very Self-centered, you know product oriented versus about the customer. So you're really talking about retraining
Well, reorienting, I guess is a better word, like the mindset of both the organizational leadership, but also all of the downstream account teams and sellers as well to be much more customer centric. Ultimately, that's really what's at the heart of it,
Brian Shea - Lucrum Partners (07:42)
we believe so. And we often talk to our, our accounts about upskilling, not re-skilling. Right. And, this upskilling thing is the layering on, right? Let's go get another training program. Let's go get another coaching thing. Let's go get another piece of sales tech. And then we say, stop, let's go back and unwind and gain an understanding of the way that your buyers are buying today.
Dave Irwin (07:50)
Okay.
Brian Shea - Lucrum Partners (08:10)
Right? How did they engage with you and your competitors to sort of solve for these problems? And let's wind it back from how they're operating and what are the skills that we need to now step into this, this conversation. And so here's an example. so our, friends of mine over it, over at corporate visions, you're familiar with corporate visions. They do terrific work.
Dave Irwin (08:37)
Sure, absolutely.
Brian Shea - Lucrum Partners (08:39)
on the neuroscience that's driving modern decision making of executive buying teams. And executive buying teams, you and I both know, an executive, a C level, they're being driven by the stats, the performance that the board cares about, that the street cares about, the big sort of enterprise level metrics.
Right? That may be an EBITDA number. That may be a revenue. Right? We know this. But yet, how many of our sellers are going out and having a functional conversation like, our widget saves 8 % of downtime, or our thing can get you to run 2 % faster? Those product level metrics don't matter to executive buyers.
what executive buyers are saying is show me how your solution helps me achieve this thing. And that thing is a different set of numbers, metrics, and outcomes than most sellers are used to selling against. Right? So there's this, how do we elevate the acumen of our account teams and our frontline sellers?
to understand that the conversation is just different. It's not about the thing you're trying to sell. It's about their problem that you have to show that you understand it and you can have an ability of maybe helping them solve it.
Dave Irwin (10:13)
Well, I think you're bringing up a great point. some of the misalignment, first of all, there's more executive buyers at the table now than there used to be. seems like, I know it's like last week, I think it was, it was 10 or 12 and then it's 20. And, know, if you, if you look at all the people involved in making a decision, right, they all have specific sort of outcomes or,
Brian Shea - Lucrum Partners (10:20)
Yeah, what's this week's number?
Dave Irwin (10:37)
impacts that they want.
I guess what you're really saying is at the heart of that no decision as things take longer than you think that they should or seem natural or, know, timelines are so long and a lot of these sort of big buying decisions. How do you monitor and track whether you're on target or not? And the frequency of dialogue with the buyers and the multiple buyers seems like it's a...
key component, but there's got to be a lot of back and forth and validation and rechecking. What's your sort of perspective on how to overcome the no decision, you know, conundrum?
Brian Shea - Lucrum Partners (11:16)
Well,
yeah. So this is why I think accounts, sales and account organizations should be using technologies like yours, yours at Polaris. Sorry, you didn't ask me for that plug, one of the, but one of the, so what, what we're missing, right, is having a clear understanding of the, the entire executive landscape that surrounds a metric.
Dave Irwin (11:31)
Hahaha
Brian Shea - Lucrum Partners (11:43)
And so there's two parts of it. Number one is what are the metrics that the organization has put a stake in the ground for this year? Publicly stated, whatever, whatever. And who are the executives that are accountable for executing against those metrics? And what's that ecosystem that surrounds those executives that are responsible for hitting that metric? And so the first mindset is we have to start top down.
We have to have an understanding of where is this either current account of ours or perhaps a new account, or it's an account that we're trying to expand. And where will their executives be focused this year? And do I have a value equation, a value statement, a value equation?
Some disposition that I can be relevant to them and helping them solve their problems, right? It's an entire 180 degree mind shift versus, okay, so Dave's now the executive buyer. Hey, Dave, we've got this new thing that'll reduce cycle time, blah, blah, blah, blah. And Dave's like, why is this person in my office? Right? Why did I take this call? so this, this need, to have,
from a sales or an account management organization, right? Real clarity on what are the Daves of the world doing each day? What's a day in the life of Dave? And can we be relevant to helping Dave solve his problems?
Dave Irwin (13:18)
I love that you brought up relevancy because I think that there's a, I call it the relevancy gap, relevancy builds trust and trust builds repeat purchasing and reliance on a vendor to solve problems over and over again. and relevancy comes from knowledge, right? You have to be knowledgeable about the account and this in the situation. I think you brought up a great point, which is it's not just.
Brian Shea - Lucrum Partners (13:23)
Hmm. Right.
Dave Irwin (13:43)
I know what the company does and what the roles of these people are, but it's sort of the contextual fabric wrapped around the situation that the executives are in. Current events that are happening, what they're trying to solve now in the next six months, in the next quarter, the next year, And then I think value equations are great. You know, that's a tangible thing. Everybody's got different flavors of it, but
Brian Shea - Lucrum Partners (14:01)
Mm-hmm.
Dave Irwin (14:04)
people understand that there's different alignment mechanisms of impacts to what the desired outcomes are of the buying group and the executive teams. I think it's the continued relevancy too. I'm not just relevant on one week. I gotta be relevant week to week and I have to build that trust. It's sort of like a bank account of...
Relevancy builds trust and it happens over time and it works because you see good teams really Nail it when they are very aligned and that's that's what brings me to the account. I wanted to bring up the account leader Role itself and let's just talk about that because you talked about reskilling upskilling
What makes a good account leader? How account leaders should think about this 180 degree shift in mindset? How they gotta sort of remind themselves every day, I gotta be an expert on the customer and I gotta help my team be an expert on the customer. What's your sort of point of view on how they go about doing that or what makes the best and brightest achieve great results quickly versus others that struggle to do it?
Brian Shea - Lucrum Partners (15:04)
Hmm.
So let's go back to our Davy versus Goliath for a moment. And let's put our Davy hat on for a moment. So as an executive leadership team of a smaller, more nimble, more agile organization, imagine the ability of hiring this tip of the spear, right? This account leader who has industry and domain.
understanding, right? A really fluent understanding of the customer's business. Imagine this account leader is also built with really, well, two pieces. Number one, financial acumen, right? Be able to speak the language of finance, know, investment to impact. And then they also have this executive presence about them.
Right? They're trusted and they're relevant and they act and sound like they belong in the room with executives. Imagine having that type of tip of the spear account leader that can be asked when the stuff hits the fan. Hey, how do you think about this? Or do you have a perspective on this or what else are you seeing in the market?
Right? That is really a golden seat to sort of holding your position at the table. Now notice what I didn't talk about was product knowledge, delivery knowledge, right? So if we think about the elevate part of this for a moment, if we could put frontline account managers on our key accounts,
Dave Irwin (16:54)
Right.
Brian Shea - Lucrum Partners (17:07)
that are elevated in both their skill, their competency, and what we ask them to do. And they can hang at that level within an account. All the other stuff, deliveries, solutioning, finance vehicles, whatever it is, you can find other people in your organization to bring on stage and help you. But your lead singer of this band just operates at a different altitude. Now, let's flip it and talk about a Goliath.
Okay, so we have a strategic account manager who started with the organization six years ago as a seller, then moved into account management because they like farming more than they did hunting. And then as a farmer, right, they had one account and then they got two accounts and they did reasonably well and they got promoted.
Okay. Those account managers are operating from in many times from here's what I did to become successful in my role. What's sort of moved under their feet is yes, but the people that you used to engage with no longer have any authority. They'll take a meeting with you. They may be able to provide some insights, right? But they don't have any authority to help you move forward and drive drive.
revenue with the account. And until we understand that, well, somebody else is at the table.
Dave Irwin (18:29)
Yeah.
Brian Shea - Lucrum Partners (18:29)
So.
In thinking about the design with the two, that's why I really love this whole day. I think this is the year for Dave for the Davies to be able to really effectively execute growth against Goliath's. They can build it faster. They can drive for a different skill level. They can drive for a different acumen. And I think they can drive for a different conversation inside of accounts that help executive buyers sort of breathe and cut through all this chaos that they're they're they're struggling with every day. mean,
regulatory, new administration, right? Tariffs, right? You think about supply chain issues, AI, cybersecurity, all of the stuff that is rattling around in front of executive leaders all day long. And yet some organizations show up with a, Dave, I want to show you my new product widget.
Dave Irwin (19:20)
Yeah, no, think, you you're bringing it. It's a, it's a great point because what you're saying is the executive buyers don't care about the product. They care about dealing with, you know, navigating this very complex world, overcoming a lot of these different challenges. And they want advisory consultative type of people around them to help guide their decision-making and how that they successfully overcome these, these problems that they have.
And that can be a David size company or account team that comes in and is extremely consultative in the moment. And I think that's a really valuable insight. was going to ask you, know, in our world today, there's so much data and so much AI and all of this. I want to bring up the topic of a number two to the account leader. So there's an account leader, right? And they're expected to know everything and do everything and be this sort of superhero.
Brian Shea - Lucrum Partners (19:50)
Mm-hmm. Or an account team.
Yep.
Dave Irwin (20:18)
that can pull all that off
And if you're not right there adapting what you're talking about to that situation,
You you miss out on an opportunity, but you're also not being relevant to what the buyer's going through. So just give me your thoughts on that.
Brian Shea - Lucrum Partners (20:33)
So I think that is an absolute brilliant strategy. And so when we think about how it, what a Davey could build and execute tomorrow, right? They could build this, this, this account leader role, fairly quickly and stand that up and imagine having, we'll get this Batman and Robin analogy here, I think, right. But having this business analysis, partner, imagine showing up at an account that way, right?
And walking into an executive conversation that says, look, you know me, but here's my business strategist. And here I want, I want, um, to share, or we want to share sort of a different perspective of the way that we're looking at your business, your industry. And you've got a business strategist that can bring sort of a whole new level of analysis and data structure. As does Batman and Robin with being the face of your organization.
As a Davie, you could absolutely run circles around the Goliath that's still showing up with a underskilled, right? Overtaxed account manager. I think that is absolutely, I think that's a brilliant sort of plus one to put into an organizational design, right? We thought rev ops was going to do that years ago. No, we're not, that's not the kind of caliber, right? We're looking for a senior data financial analyst.
that can take sort of this complex stuff and help make it sort of actionable, right?
Dave Irwin (22:07)
Yeah, somebody
that's monitoring what's going on at the customer becomes the conduit because I think the role of an account manager is so vast and so broad and their own responsibilities to drive revenue for their organization and report it out and lead the team and make sure that the trains are running on time and all those things. It's overwhelming to on top of that layer on the research.
Brian Shea - Lucrum Partners (22:16)
Mm-hmm.
Dave Irwin (22:32)
the insights, the knowledge gathering. And it's not just about the business, right? It's about all the roles of the buyers in the business and what's happening in the moment. But we've seen some great results when relevancy goes up. And I don't know if you can measure it in a tangible way, but boy, the customers react in an extremely positive manner very, very quickly because they're not used to it.
They're not used to somebody coming in and being relevant and providing real guidance and information that they need to navigate what they're going through. And so when you do it, we see a very, very positive reaction from the executive buyers. I don't know if you've experienced the same thing anecdotally.
Brian Shea - Lucrum Partners (23:17)
Yeah, well, it actually scratches the itch of what the research is saying, right? We're executive buyers, this chaos gap that they're struggling to manage every day. This comes in right at that level, right? It comes right into the chaos and helps create a little more clarity around what's driving the chaos, right? Or a different perspective on how to manage that chaos. Or here's an insight of
the way one of your competitors maneuvered around this chaos, right? Those are the things that executive leaders, when presented properly, they're like, okay, where have you been my entire life? How come my own staff doesn't tell me this stuff, right? You become highly relevant because your conversation track is getting them to say, wait, tell me that again, tell me more. Hey, let's go up the hall. I want you to share this with others, right? That's when you've, yeah, that's when you've become
Dave Irwin (24:13)
Exactly.
Brian Shea - Lucrum Partners (24:16)
highly relevant in my opinion with executive leadership teams.
Dave Irwin (24:19)
Well, and
I love this dialogue. think, you let's talk about a couple of the tangible outputs that that Batman and Robin team could put together, right? So you could have a priority map of, you we see you, you know, the top 10 issues you're dealing with are these, and, you know, these seems to be fast moving. You know, that could be a real tangible output that the client would engage with in validating
talking about, collaborating with the team on.
Brian Shea - Lucrum Partners (24:55)
So I want to come back and finish just one thing because I think you and I are about to go off and build a Batman and Robin program. feels like, so remember in our back pocket, the statistic that we talked about earlier in our session is there's a big confidence gap between CEOs and the executive leadership team. Imagine, right, you understand that and you have the ability of sitting up there at the executive leadership team.
between them and the CEO and bringing these insights and really being able to bring your executive partners along, whether it's a chief commercial officer, whether it's the chief operating officer, right? Whether it's chief financial officer, whoever it is, and be able to tell a sort of collaborative story in a larger group within ELT with the CEO present, right? Imagine a CEO goes,
Dave, my chief operating officer is smarter than I gave him credit for. He brought in this expert or this team of experts and they're filling our plate with insights and perspectives that we haven't heard before. Dave, great job, right? So there's an opportunity to take advantage, probably not the right phrase, right? But to be cognizant of this confidence gap.
and be able to build your team and your motions to go help close that. That's good account work.
Dave Irwin (26:25)
That's a great point. know, in fact, account leaders could be the very mechanism through which this mindset shift, this buyer centric orientation of their own executive teams occurs because they could bring to their own internal executives, hey, these are things about this customer in this industry that's driving their buying decisions and inform their own internal.
corporate executive team what that is because I think the customer IQ and I read a stat once it was something this was from the strategic account management association but I think one of the stats was that CEOs on average spend 3 % of their time with customers. I mean it was really low and so their distance from customer I call it is very large so they don't know what they don't know.
And so the largest account teams have the most insight on what those needs are, but to amass those insights and bring them back to the organization could change the culture a little bit while they're asking for more resources, right? To align the customer problems. And, you know, what I see is a lot of, there's so many customer problems to solve. call it the invisible pipeline, but there's this massive opportunity to solve problems that everybody's ignoring because they're not paying attention to what they are.
Brian Shea - Lucrum Partners (27:30)
Mm-hmm.
Yeah, agreed. And you asked earlier about what do we see as being effective practice inside of account teams. So one is being able to get to the altitude and all the things that we've covered really excitedly today. Now I'm ready to go off. But the second thing that we look for is, OK, so you got in and you
Dave Irwin (28:05)
you
Brian Shea - Lucrum Partners (28:14)
got access to a new set of executives, or even with executives you've done work with in the past and you're looking to sort of expand sell. Well, let's take a half step back. We should talk about pipeline and this whole pipeline stalling. Well, status quo, when we think about this, we always hear about status quo. Buyers always go back to status quo. Well, they go back to status quo because you haven't given them a reason to change.
It's not about your widget jumps higher, runs faster, drives better return than the competitor's widget, because that requires, I have to do a lot of work there, right? I already have an incumbent. I sort of know them, et cetera. So where the decision science comes in, the thing that account teams have to resolve is being able to effectively tell and land a Y change story.
If you can't effectively convince executive leaders that there's a need for change, then whatever motions you're going to invest in around my widget and my product and my coupons or whatever I'm trying to drive, right? It falls short. And what we know, what all the data shows is better than two thirds of the time, buyers just going to look, I'm good, right? Even on a real great product pitch. So don't go at it.
at trying to win the bake off, start with how do we, how do we confirm that the buyer recognizes that there's an actual need to change, right? So that's sort of the new business acquisition with current accounts, right? With current buyers and current accounts, that status quo thing, we want to continually build deeper moats around it, right? So
Our motions are built and designed. What we want to see in an account is what are you doing to protect the turf? Right? Not in my house, right? That old. So are there intentional strategies that are being executed that restates value, shows ROI, continues to tie the work that we do back against those business metrics at the executive level that got us the win to begin with.
And how are we sort of amplifying that and sort of marketing that inside of the client's organization, again, to continue to build a moat.
Dave Irwin (30:44)
Yeah, I love that. And I think, you I always try to call out the fact that when account teams and sales teams invest so much time in the wrong motions, right? So imagine you could, you can easily spend a half a million dollars investing five people's time in a deal pursuit that takes a year and fails. And that is a lot. so add that up across hundreds of pursuits that
don't go anywhere and that no decision problem is a real lost, you know, I mean, that's talking about lost opportunity costs and real money out the door and you can't get the time back.
Brian Shea - Lucrum Partners (31:23)
And there's a whole set of, you know, we think about those leading indicators, right? There are leading indicators that can be built into metrics and measurement inside of account teams where we can see that come out, right? So if there's not this engagement at the executive level, right? And we're looking at, okay, what are the last five meetings we've had with the account? Why are we at that altitude?
What are the motions within an account? Are renewals the thing you do the week before the contracts up, right? Or is there a sort of 360 degree, 365 strategy for driving value within accounts, widening your access to executive leaders and continuing to share those insights so that when renewal time comes, it becomes sort of the no brainer, which is
Yeah, Dave and his team, I couldn't live without them, right? They helped me navigate every day. yeah, there's getting down to the, what are the things that we're measuring throughout the cycle to ensure that our account teams are investing in high value, high impact activity, not just how many more opportunities did you open this month?
Dave Irwin (32:37)
Right, exactly. Yeah.
What advice would you have for strategic account managers this year in terms of just, you know, this mindset shift, thinking about the customer? From your point of view, what would just be, you know, two or three things you tell people to think about?
Brian Shea - Lucrum Partners (32:54)
So if I were a key account manager, strategic account manager, and we're watching this, I would go through pretty deep self-analysis. How well skilled am I in the customer's business? How articulate am I around what the accounts real corporate rocks are?
What are the things that are giving their executive leadership team real pause around making investments? We talked about this chaos in the market. Do I have a grasp on that chaos? And do I have the ability of showing up with some perspective as to either the input of that chaos, managing the chaos, or even sort of avoiding the chaos? It is, can I get to and hold a conversation?
at a different altitude in my accounts. And if I can't, right, if I'm sort of looking in the mirror going, I don't do that today, or I don't know how to do that, raise your hand. Because you have competitors, and especially if you're working for a Goliath, there are Davies that Batman and Robin are going to go work with that will position and outmaneuver you.
at getting in into those executive buyers. And it has nothing to do with their product being better than yours, their product being priceless than yours, et cetera. So I think that the self-reflection moment is, am I really viewed as being valuable to their executive leadership team? And if I can't answer that or I'm unsure, that's probably the answer.
Dave Irwin (34:35)
It's a great question, yeah.
I got some work to do. Yeah. I
think that that's a really great, insightful sort of recommendation because I think,
A lot of this is just relax, think about the customer, really understand and spend some time synthesizing what their needs are and thinking about that gap. And if you think like that a little differently every day, good things do happen when you operate that way. But I think also some of the conversation today is
communicate some of those insights about your customer internally up the food chain, share some of these insights, organize them and shape sort of the internal mindset too because you can drive real change from inside
Brian Shea - Lucrum Partners (35:27)
And one of the quick resources you have as a strategic or key account manager that may be feeling a little unsettled after watching this is go talk to your chief operating officer, go talk to your chief financial officer, go talk to your CEO, get an understanding of the chaos that they're managing with and see if they would take a meeting with you based upon your last meeting prep or your last call prep.
Right? You can get, you can get coached internally with executives who will give you really candid feedback. would, I would say, and probably inside of 10 minutes of whether you belong in that room or not and what, and how you could change your approach to be more effective. So take advantage internally.
Dave Irwin (35:54)
That's a great idea.
Terrific. Well, thanks again, Brian, for joining us today. Just to let our audience know, what's the best way to, if they want to reach out to you or learn more about your firm.
Brian Shea - Lucrum Partners (36:14)
Dave, thank you. Thank you. Appreciate your time.
Thank you. So we are Lucrum Partners, lucrumpartners.co. I am Brian at lucrumpartners.co or we will be selling new bat signals. think Dave and Brian will. So if you just look up at the sky and you turn on your bat signal, Dave and Brian will come and help. But thank you very much for the opportunity.
Dave Irwin (36:37)
Hahaha
There you go.
Fantastic.
Thank you. Appreciate it.