The Innovative Revenue Leader

Transform your sales enablement and rep execution with game-changing insights on real-time AI augmentation, automated pre-call research, and continuous coaching feedback loops. It’s time to stop losing deal momentum due to subject matter expert bottlenecks and empower every seller to act as a fully prepared quarterback in high-stakes buyer meetings. Who better to break down this shift than 20-year technology veteran, former Microsoft and ServiceNow product leader, and Co-Founder of Team8, Puru Amradkar?

You will learn how sub-second AI latency enables "whisper mode" and on-demand virtual subject matter experts, why AI-driven role-play ensures reps are actually prepared before stepping into live meetings, and how to capture unbiased post-call feedback. Get motivated to eliminate administrative prep grind, build dynamic live collaboration canvases, and connect pre-call preparation seamlessly to post-call deal execution!

Takeaways:

  • Eliminating SME Bottlenecks: Real-time AI tools allow virtual "clones" of subject matter experts to assist reps on live calls via whisper or on-demand modes, preventing deal momentum loss.
  • The Continuous Sales Loop: True revenue acceleration requires connecting pre-call preparation, real-time in-call augmentation, and unbiased post-call analysis into a self-improving feedback loop.
  • Automated Research Meets Interactive Prep: Rather than spending hours digging through account history, sellers orchestrate AI agents that gather context, test buyer assumptions, and drive prep through interactive role-play.
  • Gated Call Readiness: Implementing competency scoring during pre-call role-play prevents reps from going unprepared into multi-million-dollar meetings and alerts managers to step in when needed.
  • Dynamic Live Collaboration: AI-powered shared canvases eliminate clumsy screen-sharing handoffs between reps and technical engineers, surfacing real-time slides and battle cards dynamically during buyer conversations.

Quote of the Show:

"The hardest problem right now in the B2B world is real-time augmentation in a live call - bringing voice, video, and text together in sub-second latency to help a seller handle objections on the spot." - Puru Amradkar


Links:

Ways to Tune In:

Creators and Guests

Guest
Seth Marrs

What is The Innovative Revenue Leader?

This podcast explores the future of sales performance, giving Chief Revenue Officers and other growth leaders the insights, tools, and stories they need to lead with confidence. Through candid conversations with top executives, analysts, and tech innovators, we uncover how to harness data, optimize talent, and build tech-enabled sales teams that win. Listeners will walk away with actionable strategies to drive growth, outpace change, and future-proof their revenue engine.

IRL - Puru Amradkar
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Speaker 2: [00:00:00] Welcome to the Innovative Revenue Leader Podcast. I'm your host, Seth Mars. Join me as we deliver practical insights to help B2B CROs Find new and innovative ways to grow in this fast changing environment. The Innovative Revenue Leader is sponsored by Sandler, a triad company, empowering sales professionals and leaders to master the craft of selling at all levels.

seth-marrs_29_09-29-2026_101413: Hello, everyone. Welcome back. I'm excited to have, uh, a good friend and a guest, um, uh, as a guest on the show today. He's a 20-year technology veteran, product visionary, cloud computing expert. He helped develop major Microsoft initiatives spanning Azure, Office 365, Windows workflow, and Azure Marketplace. He played a key role also in launching ServiceNow's operational intelligence product, bringing machine learning and AI into enterprise operations, and he led high-performing engineering teams, built scalable cloud platforms, and guided products from [00:01:00] concept through to launch. And now he is the co-founder of a company called Team8, which spends a specific-- is focusing on a very specific problem within the sales, the B2B sales industry, which is the pre-call prep to post-call follow-up. Peru, great to have you on

squadcaster-8j41_1_09-29-2026_071413: Awesome. Thank you, Seth, for, uh, inviting me on the podcast. I'm really excited to have this conversation with you

seth-marrs_29_09-29-2026_101413: Yeah. I mean, you've been in like the-- like Microsoft, ServiceNow, like you've been in this big, these, in, in these big companies as you've had to shift things around. I mean, just before we jump in, what made you decide to start a company?

squadcaster-8j41_1_09-29-2026_071413: Yeah, I think, uh, a great question. Uh, uh, so my co-founders, Christos, Chinna, and I, we watched this, uh, h- the, the struggles of, uh, sellers or the revenue teams at my past company at iSeller, right? Uh, just to give an example, Christos was a product architect, he [00:02:00] was a security expert, so he would answer the integration questions, architecture questions, security questions.

Unless this Christos is in the room, the deal is not going to get moved, right? So he would get triple booked, double booked. Uh, and then we were not losing because of the product, we were losing the momentum because the expertise existed in the building and couldn't be into the five different rooms, right?

And what we really wanted to figure it out like is that, you know, how actually we can have a clone of a Christos essentially into the multiple rooms, right? So that he cannot be... because physically he cannot be everywhere, right? And the interesting thing what happened in last twelve to eighteen months is that the inference cost has come down, the latency has crossed that barrier where it actually works in real-time.

So if you look back two years back, uh, h- doing [00:03:00] something in real-time, uh, it was more like a demo. We couldn't build a real product, right? But more importantly, if you look at from the business perspective, like buyers are much more actually are harder to deal with because they are-- they come prepared before even they engage with the, with the, with the, uh, with the seller, right?

So they understand what they are getting into it, they understand the product. They sometimes they even understand better than seller, right? So now the stakes are high when you are actually in the room with the buyer. So you, you will have fewer meetings, they will not have lot of patience, right? So you want to make sure that you are making a best use of the time which you have with the, with the, with the buyer.

And how can we basically an argument a, a seller, right? That could be helping him prepare before he gets into the meeting or actually when you are into the meeting, and how you can learn post-meeting so that you get keep b- getting better [00:04:00] at it, right? So, so that's the part actually what excited us, like how we can actually help sellers to do their job better.

seth-marrs_29_09-29-2026_101413: Got it. Got it. Cool. Cool. Okay, so a question that I ask every-- And I think I know where this will, this will likely end up, but like what, what's the, what's the most innovative thing that you've seen in B2B? If I'm a CRO right now listening, like what's the coolest thing that you're seeing right now?

squadcaster-8j41_1_09-29-2026_071413: if you, like, if you look back in-- for the last three years, the amount of innovation has been done in an AI world, I feel that has pulled us at least a decade forward, right? Like, and, and if you look at it like, you know, every revolution, like, you know, which has happened in the past was slow to adopt.

Like, you know, for example, if you look at, uh, steam engines, aviations, right? Now, it basically helped you go from one continent to another continent. It took like [00:05:00] months, right? Now it takes hours, right? But that shift took, uh, generations to go through the, uh, and work through the economy, right? It destroyed a lot of jobs, but it created even more jobs, right?

But this time is actually a little different, right? Because the distribution layer is an internet, so the adoption is very viral, right? So I think, uh, what worries-- I'm worried about is like, you know, are we ready for, for the speed or not, right? And comes to B2B specifically, right? What excite me is like, w- the AI can give the time back to the sellers with the customers, right?

So I think humans will continue to buy from hu-humans at least for some foreseeable future, right? So, so I think there is a work the AI can-- is doing it at, at three layers I see, right? Which is AI can [00:06:00] act On, on, on its own and then tell you that, you know, it's done. For example, like, you know, before you go, go, get, get into the meeting, it's going to go and actually prepare for everything for you and it's going to say, "Okay, okay, here's what is ready for you."

Or maybe at the end of the meeting, it does recap, automatically pushes everything into the CRM, and it tells you, "Okay, it's done," right? Some cases, it'll basically will complete the work and it will seek for an approval. Like for example, it won't send an email automatically to a customer. It will draft an email for your review and it's actually going to do it.

In some cases, it's actually going to ask you, "Should I go and perform this task?" And then you are going to give him a permission, right? The hardest thing, I think, going back to your question, right? What I find the most innovative is the real-time argumentation in a live call, right? If... Think about you are bringing voice, video, text all together, and you are responding, and you are [00:07:00] argumenting a seller in a real time, right?

In a sub-second latency. I think that's the hardest problem because I think not many people have solved that problem. I don't think so anybody has solved that problem yet, right? Which is what actually excites me, which is what we are actually working on it, right? So one, one-- Just to give an example, one of our customers, he has ingested like more than 70,000 pages of content.

Now, we have to use all of that content and respond to a seller in a sub-second latency timeframe so that he can handle the objections or, uh, and, or questions which are thrown at him, which he was not, he was prepared for it. Sometimes it happens, right? And that's the, I think, in my opinion, is the, is the hard problem right-- the hardest problem right now into the B2B world.

seth-marrs_29_09-29-2026_101413: and, and I, and I think there's truth there. I know there's truth to that. But there, there's an interesting way that you're solving that problem, and [00:08:00] I know we'll get more into this as we go through is I, I think it's-- Like, there's a concept that I've been thinking of a lot around the layer that nobody's talking about that everyone's wanted to do but nobody's had time to do.

So when you, when you have all this talk around, "Oh, my job's gonna go away, we have all this stuff, and all this work I see that I'm doing now I won't be doing anymore," I think a lot of people forget there's a layer above that of all sorts of things that people would love to do if they had the time, they would be able to do when you take this layer away. And I-- So I think these tools open that up. One of the approaches that you have on this that I think is very unique is you talked about being able to handle things on the call, right? Like help a seller in real time has never really worked because it's just very-- it's been more distracting than it's been helpful. But the approach that you're taking is almost a three-phase approach to be able to make that better is you talk about the pre-call prep, right? If you're [00:09:00] using pre-call prep for the in-call experience, that brings the reality of that deal closer and should technically, and we'll get into this later, make the agent better when you're actually doing it. And that also should create throughput through on the post-call follow-up to create inertia for, for further calls. So like listening to the way that you do this and, and focusing on pre-call prep, in-call, and then post-call follow-up, I think unlocks this new layer. And, and one of the things that I'd love for you to talk a little bit more about, something super simple that most, I don't think any of the web conferencing tools can do, the collaboration space on multi, multi-seller presentation.

So like, it-- 'cause that to me is one of an example of the unlock of I can do collaboration now because I have all the data and information together, and this tool unlocks it and allows me to actually do it. do you see that in terms of being able to unlock the new layer by taking away the [00:10:00] old

layer?

squadcaster-8j41_1_09-29-2026_071413: I think so. There are-- I, I think you said it right. There are three layers of this, of how we are unlocking these things, right? I think one is what we call preparation, pre-call preparation, right? So, so and then the second layer is what we call this in-call, uh, when how we can augment it, how we can help them collaborate.

And the last one is a post-call, like how we can actually learn from things so that it goes back into the, into the prep, right? So it's a, it's not a line, it's a loop which is basically continuously working and improving for a seller, right? So, so let me break down, uh, how actually it is, uh, going to work and how actually we are working on it, right?

So if you look at like today, preparation is a key for everything, for a success in my opinion. If you are not prepared, I don't think so you can bring the repeatability into what you are doing as well. So now if you step back and if you look at [00:11:00] from a preparation perspective, how seller prepares today, right?

If you look at sellers, if they have a ten accounts, and let's say there are two key or marquee accounts, they'll put all their efforts into that, and they will prepare for that, and all eight will get ignored, right? They won't be able-- they won't be preparing for it, right? Uh, it's could be because of the time, it because of a lack of actually maturity in, in terms of the how they should be preparing for the all the meetings, right?

Now, what is-- we are doing it actually is we are trying to give them all the context as a part of the pre-call preparation. So there are multiple levels at, at which we are doing, right? One is who's going to be on into the call? What is their role? What's the context, right? Uh, what can we learn from the historical lost and won deals so that you [00:12:00] can apply those when you are going into the meeting.

So this all could be part of your preparation or prep notes, what we call, before you actually go in front of the customer. But more importantly, they can rehearse it as well, right? They

can, okay

they can rehearse it using a coach or a role play, right? So I can do the rehearsal with the coach saying that, "I'm going in front of the VP of IT and help me prepare for this call," or, "How should I go pitch about this?

How do I talk about these pain points? Because we have seen this pain point in this particular vertical industry, which where we have done well, and some cases we did not do well because of these reasons. Help me how I can actually go and..." So it's actually helping you before even you get into the call it has

seth-marrs_29_09-29-2026_101413: me stop you on that real quick, because one of the big questions around pre-call prep in a world where an agent does the large majority of your prep for you

is, [00:13:00] one, what's the role of the seller? And then two, how does the seller consume all of this new information to make sure that it's useful and they know it?

Because it's one thing for an agent to pull all this stuff together, it's another for that to be imparted to the seller so they could effectively use it to create a strategy to deploy to the customer. And I think what you're saying on, on the second part, which is, "Hey, I'm gonna put a post-call role play that's basically built and trained on all of the research that I did with the agent and the seller validated as being correct, including all the buying group members. And the way they're gonna learn is I'm gonna push them into a role play where I'm gonna dialogue and make them use that information and understand how to..." Am I reading that right?

squadcaster-8j41_1_09-29-2026_071413: Uh, that's exactly what we are doing, right? So we, we don't want him to spend a lot of time in research aspect of it, right? That AI agent is going to do it. Look at your past deals, historical deals, what has happened so far [00:14:00] into this particular deal, who's going to join that particular meeting, what should you should expect from those, uh, uh, prospects when they join the call.

So all of that research where he spends hours and hours, he doesn't have to do it. Now all of that part is done by an AI agent, and then he can just come and do a role play or a coach in that context, and then he can get prepared for the meeting

seth-marrs_29_09-29-2026_101413: And that's how they learn. On the flip side, how do you see-- Like, what's the role of the seller in the prep part? That's the part I'd like to understand better. So in guiding these agents to-- So they're not gonna do some stuff. You talked a little bit about that, I mean, identifying buying group members, but you could also argue an agent will help do that.

Like, is it like directing traffic on all these agents giving information saying, "Yeah, that's good. No, that's not good"? Like, how

do you

see that?

squadcaster-8j41_1_09-29-2026_071413: Yeah. So good question. So think about, uh, he's acting as a quarterback, right? He's acting as an orchestrator. He's basically telling [00:15:00] the, the, the orchestrator saying that, you know, okay, this information is, is what is, uh, I'm going to consume. This information is not correct, or this information is actually is helping me prepare for the meeting.

So it becomes a part of the learning loop from the agents as well,

seth-marrs_29_09-29-2026_101413: Two-way.

squadcaster-8j41_1_09-29-2026_071413: So, so that's agents

seth-marrs_29_09-29-2026_101413: learns

squadcaster-8j41_1_09-29-2026_071413: ways. It's--

seth-marrs_29_09-29-2026_101413: and then

squadcaster-8j41_1_09-29-2026_071413: Yeah, he learns, agent learns, and then it's continuous loop within, within both of them actually, right? So, so the sellers is, is an orchestrator. So there are a lot of agents which are working in parallel before the meeting itself, right?

So let's say, let's say meeting is scheduled, uh, two weeks from now. The agents are working in background accumulating that information, doing the lot of research, right? Presenting him this information, saying that, "Okay, I have finished this particular job. This is thing information is available for you for your review," right?

And before the meeting with the, the agent itself is going to [00:16:00] schedule a, a prep call with him saying that, you know, you have to do a prep call. And then as a part of that prep call, now he can go and do this coaching and role play. But by that time, hundreds of agents have already worked on different aspects of it,

seth-marrs_29_09-29-2026_101413: And the seller's validated, like, "This

is what I need for it, so I know." And then the role play goes in, do you see there being like the seller needs to be able to demonstrate a certain level of competency on dealing with that call, or there's an alert to the manager or alert to the seller to say, "Look, you're not prepared for this call.

You don't know," like, how are you thinking about that?

squadcaster-8j41_1_09-29-2026_071413: yeah. yeah, yeah. That, so that, that's-- So basically what happens, right, at the end of the each preparation call, right, we are also scoring the seller, saying that, you know, "You are able to handle these things. You are not able to handle these things. You are not prepared for these things." And then there are certain thresholds, right?

If he doesn't pass those certain thresholds, then basically the notification goes to his manager saying that, [00:17:00] "Looks like he's not yet ready for this particular call," right? "And here are the areas, here are the gaps he has in his understanding or in his preparation," right? So we will help continuously the seller, but at some point that notification goes to his manager, because you don't want to go unprepared into the call

seth-marrs_29_09-29-2026_101413: Yeah, and you would be able to say, "This seller is going into the call,

they are not prepared." Like you'll be... I didn't d- I did the role play. They are

not prepared. Manager, do not let this call happen. It's a multimillion-dollar deal because this seller has not

squadcaster-8j41_1_09-29-2026_071413: Exactly. Exactly.

seth-marrs_29_09-29-2026_101413: enough to have

a

squadcaster-8j41_1_09-29-2026_071413: Right? I think that's the, the how we are thinking, right? At the-- As I mentioned, right? I think pre-call, in-call, post-call, these are all working in loop, right? It has to work in... If you look at traditional vendors, most of them there are s- enablement, uh, vendors who are just looking things in this isolation.

And then there are, uh, post-call vendors, they are things looking into the isolations. [00:18:00] So nobody's actually trying to bring that, tie that loop together and actually help the sellers from pre to in-call to the post-call

seth-marrs_29_09-29-2026_101413: Cool. So, okay, let's-- We've talked pre, uh, pre, which is really cool. Seller's gone through. They've, they've been able to demonstrate they have the knowledge to effectively succeed on this call. So they've basically done the call a few times and shown that they can competently execute it.

squadcaster-8j41_1_09-29-2026_071413: Mm-hmm.

seth-marrs_29_09-29-2026_101413: Now I'm in the call. You talk about a couple different concepts in this. One is using real-time CI to be able to serve up prompts and make recommendations for the seller. The other you talked about kind of way at the beginning, which was kind of the initial concept of, "Hey, I'm a sales engineer and I'm the bottleneck on deals." Can you talk us through how those two concepts, one having like an engineer agent on the call that is helping answering all those questions so that they, so you don't need a, your, your engineer on all calls and the real-time piece kind of works to make that call better when you're [00:19:00] with a customer

squadcaster-8j41_1_09-29-2026_071413: Yeah, yeah, absolutely. So, so there are a few examples I want to give, like especially like, uh, when the seller is trying to do an initial qualification and discovery calls, right? Uh, you can't have a subject matter experts all the time with you because, because there's no way you can basically can scale your business.

Now, how do we go about actually augmenting the sellers when they need an expertise help, right? So there are multiple ways we are doing it that, right? One way is what we call a whisper mode, which is that you get-- basically the, your subject matter expert is with you, is not visible to anybody, is just on the side with you, is listening to the conversation and actually is giving you the, the, the, the, the [00:20:00] meaningful answers to the questions which the buyer is asking.

So it's not basically, uh, in the meeting with you, it's just on the side with you, and is actually helping you saying that, "Oh, if somebody asks you a question about this competition, this is the battle card, these are the talk points," right? So that you can actually handle the objection and get to the next meeting, right?

So

seth-marrs_29_09-29-2026_101413: you

don't have, but it's accessing for you to get you to the

next

squadcaster-8j41_1_09-29-2026_071413: Exactly. Exactly. The second one is what we call this on-demand, which is where, where, where the, the expert is going to join the call. He's part of the call, but you are going to invoke that expert only on demand, saying that, "Hey, Siri, can you help me with this particular question?" And it's just going to come and just answer that call.

And then you are going to basically go and actually announce in the beginning of the meeting saying that, you know, "I have my [00:21:00] subject ex- virtual subject matter experts in the room, and he will help us unders- answer these questions." and that is happening, right? It's, it's going to happen. People will adapt to this particular part.

And then the last part, which is an autonomous, which is it, uh, comes as a participant. It is participating into the conversation like you and me having a dialogue, presenting the content, going back and forth, right? I think this is going to happen, but we are not yet there from the industry perspective. I think

seth-marrs_29_09-29-2026_101413: of a

squadcaster-8j41_1_09-29-2026_071413: we

seth-marrs_29_09-29-2026_101413: kind of like it looks cool if you're selling that tech, but it's not really something you'd use in an actual

deal in most cases

squadcaster-8j41_1_09-29-2026_071413: Yeah. I think whisper and on-demand, I think is people are adopting to it. I think autonomous is where the industry is going, and I, I believe it's going to happen, but it's, it's a maturity level, right? I think we are starting to see how things are going to... [00:22:00] Like it's like a crawl, walk, run, right? So we have to go through that phase, but it is going to happen, right?

So that's where basically you don't have to have a reliance on the subject matter experts. This is how we started the company, and I think there are multiple use cases for it, right? Some use cases also are on the top of the funnel. Like, you know, buyers can do interaction on their own without re- really interacting with the, with the, with

the sellers. And then when it comes to the point, then they can start actually having the conversation. But the subject matter experts, humans will require at some point, like when you have to do the pilot, when you have to do the, uh, the POC with the customers. I think that is not going to go. That's where I think the subject matter experts should actually go and focus their time and energy,

seth-marrs_29_09-29-2026_101413: and, that's kind of where the capacity is of s- of a subject matter expert in most companies, is to be able-- Bring me in when it gets complicated. I don't need you to-- I-- Where you waste a, a subject matter [00:23:00] expert's time is if you're bringing them in to answer two or three questions that may come up. these, these tools come in to be able to do it. It's like, and, and, and it almost feels like the spectrum you're talking about from Whisper all the way through to interacting on a call would be the same maturity level. If you're getting to the point where you can interact on a call, then you may be encroaching on some of the subject matter expert's time and, and, uh, whether they would be needed

squadcaster-8j41_1_09-29-2026_071413: Exactly, exactly. And I think the second part which we are doing innovation, which is how y- we can collaborate together when you are in the meeting with the, with the, with the s- with the buyer, right? So for example, like, you know, uh, uh, you are... Let's say I'm a, I'm a subject matter expert, you are the seller, and, and then we need to collaborate with each other, right?

Like, you know, I'm presenting some s-slides and then at some point you want to present certain things as well. Uh, today what happens, you stop [00:24:00] sharing, you give a baton to the other person, and then he starts presenting it, right? Now, what we have done is a, what we call a collaboration workspace in the meeting itself, where you can collaborate with your partner saying that, "Okay, here are the slides maybe you want to talk about.

Here are the talking points." Right? So now it's a shared collaboration canvas between, between the two parties, right? In this case, uh, between the s- uh, let's say sales engineer and the seller, and then they are dropping their slide, and then you don't have to go stop share, start share. You know, that collaboration canvas you are sharing and then you can decide, "Oh, I want to share this particular slide."

seth-marrs_29_09-29-2026_101413: And

squadcaster-8j41_1_09-29-2026_071413: So

seth-marrs_29_09-29-2026_101413: So there's never a stop sharing, start sharing. I just, I take over and I move the slides.

squadcaster-8j41_1_09-29-2026_071413: exactly. Or somebody asks you some question and now you don't have anything, uh, av-available because you were not prepared for it. You can quickly search and then you can basically get the content, [00:25:00] drop it, and then go from there, right? So

seth-marrs_29_09-29-2026_101413: s-- an agent would surface it to a certain

squadcaster-8j41_1_09-29-2026_071413: agent will surface it for you

seth-marrs_29_09-29-2026_101413: answers that question." "Oh, great. Pull it up and let me pull that slide

squadcaster-8j41_1_09-29-2026_071413: Exactly, right? So that's how we see the future of a collaboration using AI between the humans, right? Like, you know, you sometimes, you know, you, you don't know where the content is, where the answer is. The agent can surface for you, and then you can just put that thing on co-collaboration canvas, and then the-- you can use that to basically present it actually to the, to the customer.

Here, human is still in control, right? Agent is just giving you that information, and you can decide how and when to use that information. So think about the, what agents are doing. They are helping you build the presentation dynamically,

seth-marrs_29_09-29-2026_101413: Yeah

squadcaster-8j41_1_09-29-2026_071413: Right. As the conversation is happening, it's giving you information, it's filling up the collaboration canvas, but you are in control.

You are in charge to decide how I'm going to consume and when I'm going to consume

seth-marrs_29_09-29-2026_101413: [00:26:00] Got it. Got it. Very cool. So let's talk about the third space, which is I've done the call. What are you guys-- 'Cause I mean, I, I would say the most mundane in this space is post-call follow-up, right? Because one of the easier things to do is to take a single call and consume that and, and output a, like a, a- an email follow-up or whatever. Talk about what you're doing different in that space, 'cause I think there's areas for innovation there, but it feels like kind of the... like the one that was solved first to a certain degree, just because of the simplicity of taking a single call, single transcripts, and then converting that into insights and, and, and actions.

squadcaster-8j41_1_09-29-2026_071413: Yeah, I think, uh, I think so, so the, as you said, right, it's one of the most mundane things when it comes to the post-call, right? But the innovation-- Uh, so let me talk about the mundane aspect of it first, right? The mundane aspect is what you, uh, recap the meeting, you send the notes out to the customers, uh, to the internal team, you're updating the CRM and, and [00:27:00] then you're done with it.

That's typically what we have seen from the post-call perspective, right? Now, the... what is an important thing is here is how can you extract the signals out of it so that you know what exactly needs to get done. Let me give you a little bit more concrete example on that, right? So when, let's say you finish your discovery call, but you did not meet the criteria for a discovery call, right?

You met basically, you have some certain exit criteria, and you only met the out of, two out of five, right? And, and what we want to make sure that is that sellers have a happy year. All, all of us have a happy year. We will only basically remember good things. We will never actually remember what was his intention, what he was trying to tell you, right?

seth-marrs_29_09-29-2026_101413: Yeah

squadcaster-8j41_1_09-29-2026_071413: And what we are trying to do is that we are trying to use an AI to have that unbiased [00:28:00] opinion, right, and give that raw feedback to the seller and to the team itself, right? So saying that, "Okay, you did not meet this criteria, you, uh, and hence you should not be actually moving the deal fro-forward from qualification to discovery or discovery," whatever that could be the stage, right?

So giving him that concrete feedback is, is one of the critical aspect of what we are doing as a part of the post-call

seth-marrs_29_09-29-2026_101413: So the coaching side of it too, rather than the administrative side Exactly right. It's, it's not an AI, it's a coaching part of it, right? And then telling him that, you know, you did not handle these questions or you are not a-- did not track to your agenda, right?

squadcaster-8j41_1_09-29-2026_071413: You were supposed to get next steps out of this meeting, but you did not get it, or you were supposed to identify whether he's a real champion for you or not, or whether, uh, whether you are going to get a meeting with the... next meeting with the executive buyer or not, right? So these are the things, [00:29:00] what we want to give to the sellers as a part of signals to the-- as a part of the post-call to him, to his manager, so he might perform really bad onto this particular call, right?

Let's say, uh, and we want to now immediately tell his manager that he has regressed maybe, right? So all of those things we want to give him as a feedback post-call, right? So that he-- So, so, so that, that he can continuously... More, more importantly, all of this goes back in building what we call the context.

So that, so that it's not only applicable for him, for his future call with that same prospect, but is applicable for every other call which is going to happen in the organization

seth-marrs_29_09-29-2026_101413: So pushing all that back into the engine. So the next pre-call prep you do has the context of it.

squadcaster-8j41_1_09-29-2026_071413: Exactly.

seth-marrs_29_09-29-2026_101413: Now all of that stuff, right? Like there, there's this big movement and I [00:30:00] mean, people have been talking about outcome-based sales for forever, right? And I think, like, I think a lot of people immediately go to more outcome equals I sell more or, or I do more or something. How do you guys see that? Because I think what the reality is, is more around a, I am doing something. I'm gonna charge you for you doing X. I'm gonna, like in your world, a pre-call prep, post-call follow-up is a activity. I'm gonna charge you for the act. Like how are you guys thinking about that?

squadcaster-8j41_1_09-29-2026_071413: Yeah, I think, I think, there are-- let's, uh, separate two things actually. One is outcome-based selling and outcome-based pricing, right? So the reason I'm distinguishing between those two things is because those are two different things actually. Because outcome-based selling, I think, is very important.

Because in today's world, basically what we also do is that when we do the pilot of our 60 days, we establish the baseline saying that this [00:31:00] is where you are, and after 60 days, this is what you are going to get it, and this is what you are going to achieve it, right? Which is you are telling them this is an outcome, you are going to give it to them, right? And s- and then they understand the value of that outcome, and then basically you can go and decide how you want to basically do the, uh, negotiation when it comes to the, the pricing, right? Now, when it comes to the outcome-based pricing, I think from the, from this B2B selling or from the revenue team is much more harder.

Actually, it is easier in the customer service world, right?

seth-marrs_29_09-29-2026_101413: Oh, yeah, yeah. Because it's, in outcomes,

ending a phone call, did I solve your case? So in the contact center, it's like dead easy

squadcaster-8j41_1_09-29-2026_071413: exactly right. But in case of a B2B revenue teams, right?

The sales cycle could be

nine months, 12 months

seth-marrs_29_09-29-2026_101413: Yeah. 25 phone calls, 150 emails, 35 [00:32:00] people involved from each side, like, yeah

squadcaster-8j41_1_09-29-2026_071413: How are you now going to identify the outcome for each of those different things? Because when the deal is won, it's a team effort, right? There's a sales engineer, there's a, uh, your finance guy, there are different players.

And how are you going to define the outcome for each of them? I think first we need to start measuring things as an outcome and,

right, and what's an ROI on each one of them. And then we can go towards basically outcome-based pricing. I think we are far from getting there in terms of outcome-based pricing.

I think outcome-based selling, I think is we, we do today, I think we'll continue to do that. I think outcome-based pricing is much harder in B2B sales side of the house. I think that's my take.

Uh, I would love to hear from you, Seth, actually, if you have a different

seth-marrs_29_09-29-2026_101413: I think we're aligned on that too, because everyone's outcome-based selling makes total sense. The pricing side, everyone conflates those [00:33:00] two and thinks about, I want pricing and outcome to be aligned together, and it's, it's 100% true. In B2B, there's no sil- I mean, people can talk about it all they want.

What's gonna end up happening is you're gonna start getting outcome based for, for tasks and actions that the agent does, and they'll go to that. Yeah. Okay. So I wanna shift into just a little bit about you. So you're a founder, you've worked for some of the biggest companies in the world. Like, if I went back to when you were a kid, like, what was your dream job?

Like, what was the job that you wanted to

squadcaster-8j41_1_09-29-2026_071413: Yeah, actually

seth-marrs_29_09-29-2026_101413: Were

squadcaster-8j41_1_09-29-2026_071413: it's a good question actually.

seth-marrs_29_09-29-2026_101413: to, to work for these big tech

squadcaster-8j41_1_09-29-2026_071413: so actually So my dream job, to be honest, was to be a teacher. I wanted to be a teacher, right?

seth-marrs_29_09-29-2026_101413: pay enough.

squadcaster-8j41_1_09-29-2026_071413: that's the reality. That's the reality, right? Um, I think I like-- What part likes most about the teaching is, I think, uh, you see the world through the, through the minds of the kids, actually.

The [00:34:00] kids up be- they, they are, they actually, they evolve you actually. right?

seth-marrs_29_09-29-2026_101413: very true

squadcaster-8j41_1_09-29-2026_071413: because they are looking at things using very different lenses than the way you are looking at it. I think it helped me grow as, as myself, as well as it helps me grow them as well, right? Whatever the knowledge, experience I have gained and I'm imparting that, but actually it helps me evolve and grow myself actually.

I, I think that was, I would say yes, but you said it right. It was not, uh, paying enough, so ended up switching the gears. Uh, but yeah, that was my, actually it was a dream job actually. I mean, I continue to help the kids, teach them, but, but, uh, but time is not enough now.

seth-marrs_29_09-29-2026_101413: Yeah. Well, I mean, technically now you're teaching sellers with a pre-call prep agent that you're going

through.

squadcaster-8j41_1_09-29-2026_071413: There you go. That's right. Actually, I am teaching in a way to the sellers in how to go about doing the selling. Absolutely, yes

seth-marrs_29_09-29-2026_101413: [00:35:00] Now, uh, take me back to when, like, when you graduated college. What's one thing after you've gone through this career that you would-- One piece of advice that you'd give yourself

squadcaster-8j41_1_09-29-2026_071413: I think one of the thing I would say is, uh, if I reflect back, um, awareness is very important in, in my opinion. And you-- Like, just to give an example, right? Like, uh, I, I, I'm an immigrant to this country, right? Like, I came here. But even when I was in a college itself, I even was not aware of what are the possibilities are there when I go out in a professional world, right?

I mean, I, I had no clue, right? Like, I figured it out along the way, actually, those things. And A, because lack of awareness, I would say. And B, I think having a good mentor is a very important in your life.

Like, who could help you navigate these things, right? Uh, I, I-- if I go back, I would say that I think, [00:36:00] A, awareness.

I didn't have much of an awareness. B, not having a, a mentor who could actually guide you, help you, uh, uh, which, which kind of a setback to me. Like, you know, you don't know. You figured out things on your own, right? It's in a good way, uh, but it takes a time, actually. You make mistakes, uh, but I think you should not be afraid of making mistakes.

That's the one thing I will tell, right? Like, even if I've stumbled upon many things and I made hundreds of mistakes, I think I learned a lot. But I could have, like, you know, reduced that path if I had a good mentor along the way who could help me saying, like, "Oh, do this, this. Try these things, you know, if you go this way," right?

You know. But I mean, that's the, the life lesson, right? You know, so I won't regret. But I think having a good mentor, I would say, is always a good thing

seth-marrs_29_09-29-2026_101413: Yeah. It's a great point. You seek those p- you seek those people out early, and they can pull you along the way and help you avoid some of those things. Let you make them, but at least make them informed.

That's a, that's a great... Yeah. [00:37:00] Brew, great having you on. Really enjoyed the conversation. Thanks for, thanks for joining.

squadcaster-8j41_1_09-29-2026_071413: Awesome. Thank you. Thank you for having me. Have a great day, Seth

Speaker: And that wraps up another episode. Thank you for joining. For show notes and other episodes, visit us@innovativerevenueleader.ai. The Innovative Revenue Leader is sponsored by Sandler, a Trilia company. Sandler provides top corporate sales and business development training while empowering sales professionals and leaders to master the graph of selling at all levels.