IRL - Thorsten Reichenberger
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[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_17_03-24-2026_121311: Hello everyone. Welcome back. Today's guest is someone that I've worked with for years on a bunch of complex operations problems within Go-to-market teams. He's a respected revenue operations leader and industry leader shaping global sales transformation. led large scale global, global transformations in and is currently leading one of the biggest ones that I know of around forecasting at.
At Siemens. He's very, very good at turning complex sales structures into high performing revenue systems. He's the head of operations for Siemens Digital Industries, Thurston Berger. Welcome.
squadcaster-1823_2_03-24-2026_171322: Thanks s for having [00:01:00] me and uh, thanks a lot for the warm welcome.
seth-marrs_17_03-24-2026_121311: It's, it's so great to have you on. I mean, we've tackled a lot of these big complex problems. I've been able to, to see you at work, so I'm really happy to have you on starting out with the question that I ask in, in every show. For, for, for you, what is the most innovative thing that you've seen in B2B right now?
squadcaster-1823_2_03-24-2026_171322: Well, the upcoming of course, of agents actually, and how they support, um, the reps and their account managers in their, let's say, daily operations. And, uh, as well, what kind of insights you, you're creating out of this. I think that's the biggest innovation I see currently. Um, the other elements. Also around the engage piece, like how you interact, um, with customers accounts is as well getting more and more challenging as these days, it's not so much actually anymore, like how to get in front of someone.
It's like being recognized, being picked up, being followed up. Actually, I think this is even more [00:02:00] important these days. Yeah. There's so many digital touch points out there To pick the right one at the right timing. Uh, I think that's the, the biggest challenge.
seth-marrs_17_03-24-2026_121311: That's interesting. So it's almost like E even as a sales leader, as a company, it's the things you're doing to be noticed. So then when that time comes, when the need arises, you're the person they've already thought of that they bring in.
squadcaster-1823_2_03-24-2026_171322: I guess so. Yeah, I mean that's exactly like, I mean, um, how we drive to or try to support the, the sales organization in the effort of like getting smarter in the engagement, but um, as well, like how they manage their pipeline and here comes, let's say as a result and forecasting in the picture. I think that's as well, like, um.
We always say like, forecasting is not a task itself. It's actually the pipeline management, which gets important. And here you talk about handling of opportunities to set up the engagement taking place around the opportunity and how you drive this. And then the forecasting is the final step in this [00:03:00] exercise.
Yeah. And this journey,
seth-marrs_17_03-24-2026_121311: Uh, yeah, that makes total sense, right? Do the process work and the outcome side, which is the forecasting side of this, kind of takes care of itself,
squadcaster-1823_2_03-24-2026_171322: hundred percent.
seth-marrs_17_03-24-2026_121311: So you're leading, I mean, one, one of the biggest, most complex, I mean, Siemens has a lot of EE When you talk about your product suite in digital industries, there's a whole bunch of stuff going on. You're leading this big project to implement this. Can you talk through how, how you built your approach and, and what you're doing to try to manage this project in such a large, complex organization?
squadcaster-1823_2_03-24-2026_171322: Well, I mean we have like 175 countries where we have sales activities and they're, let's say, clustered into, um. Countries, larger countries, and then lead country bundles. And those actually finally into zones and that report into, on the global level. So in each and every level, we installed like so-called forecast managers, they're an extended arm to, um, help us scale the knowledge, the, [00:04:00] the idea of like, um.
Smarter, different forecasting, um, around this exercise. Yeah. Um, and then we established, let's say enablement streams of like starting with a specific one for managers and a specific one for, um, the individual account manager to, let's say, enable them in a smarter way of like. Handling opportunities differently.
Um, blocking actually more, let's say, activities around these opportunities and develop this accordingly. Yeah. Um, that helped as well to have like different streams and what we see actually. Um. It's getting really important, especially with a lower level management and the individual account manager, where actually the change takes place.
Yeah. So they need to, let's say, collaborate differently so that the higher levels actually can build on these results and can just rely on, so it's about red flagging, it's about, um, also positive feedbacks actually like what's working well and I'm faster [00:05:00] on track to get, for instance, the smarter upside value actually realized.
That's actually where this lower management discussions and uh, level, let's say the lowest, where the account managers need to take place. So we try to cascade, we try to split this out actually in different streams, let's put it that way. Yeah.
seth-marrs_17_03-24-2026_121311: yeah, so if I understand it, like you've put almost like champions at each level in the organization and then you're drawing that down. And trying to get to that person that can do it. So everybody has a champion they can go to to understand what to do at their individual levels
squadcaster-1823_2_03-24-2026_171322: Correct. We try to establish some kind of community. Yeah.
seth-marrs_17_03-24-2026_121311: Ah, okay.
Okay.
squadcaster-1823_2_03-24-2026_171322: Then we have teams, channels, then we have like, uh, SharePoint sites. Then we have like specific guidelines. We have like very detailed playbooks explaining actually how this works. We fed actually as internal GBT organiza, um, set up with the content so each and everyone can go in there and can ask actually on the day, okay, what's my forecasting purpose today?
And what should I look [00:06:00] at and what should I inspect and what should be the result of it? So we try to play it in many different. Angles to be, let's say, approachable by each and everyone knowing actually like as well, we play. Um. It's like, yeah, let's call it a hierarchy from all different levels that they should do their jobs actually to, um, drive the knowledge and especially, especially the process change downwards.
Yeah. I mean that's the key component. I mean, enabling the tool Yeah. Is relatively simple.
seth-marrs_17_03-24-2026_121311: Yeah.
squadcaster-1823_2_03-24-2026_171322: process definition, I think as well is very. It takes time, but it has some, it has some complexity, but it's like, can be explained, but changing people. Yeah. And the behavior and the expectation, and I think that takes time.
Yeah. That's the biggest, biggest, biggest con, um, element actually in there.
seth-marrs_17_03-24-2026_121311: And it seems like you're kind of going omnichannel with it. So I'm, I've trained you, I've put a person there that can help you. I've given you a GPT that you can ask [00:07:00] questions to. So no matter what's going on, they always have a pathway to go. And that's, does that help with learning? Because now different people will want to use different parts of that channel as part of getting to this change and be able to do this.
squadcaster-1823_2_03-24-2026_171322: It does help. Absolutely. It's, you break this up actually into your. Smaller chunks. Yeah. Of information parts where you actually can reach out. You get a feedback you can hopefully use, and then you have always like, um, ambassadors in every region. Like they grasp it faster, they pick this up and they talk about it, and that as well helps to start changing the, the, the perception and then the usage actually of it.
Can it be faster? A hundred percent, yeah. Um, change takes time. Yeah. And sometimes you think that, whoa, look at it. Yeah. So many months passed by already. Shouldn't we actually like further develop in this exercise? But really this, People we don't like to change. Yeah, I mean we have like understand a [00:08:00] certain process for quite a while and we apply it.
So why change? Why now? Um, why make it happen? Um, that's actually what you need to trigger and then slowly but said it starts flying and then it should accelerate over time.
seth-marrs_17_03-24-2026_121311: And then, then that becomes the change. They don't want to, that they've made the change and now they don't want to change your process. The ultimate goal is, I get that stubbornness in your process rather than the old process.
squadcaster-1823_2_03-24-2026_171322: Correct. Yeah, absolutely. Like that. Yeah.
seth-marrs_17_03-24-2026_121311: it's always the people side of it. I, I mean, you talked about it really clearly, tool easy process, probably not easy, and I'm assuming that you're changing the process with the collaboration as needed.
squadcaster-1823_2_03-24-2026_171322: That's what you encounter actually along while you move forward. Yeah. It's like what other process, what other, let's say changes need to take place in order to make this really work and then you, let's say, um. Have sometimes more, sometimes less fires to get under control and distinguish. So that's actually what you, let's say, en encounter as well.
So [00:09:00] things actually you didn't expect before. Yeah. And oh, that's interesting. Okay. Let's figure this topic out. Let's find a solution. Okay. And that's how you proceed. Yeah.
seth-marrs_17_03-24-2026_121311: Yeah. it's fascinating.
squadcaster-1823_2_03-24-2026_171322: So you cannot think everything end to end through, because I mean, with the history of almost 180 years, I mean, uh, there's so many homegrown or grown applications.
A tech stack which is out there, process is running already for years. I mean, um. You're surprised what you really encounter, um, which you didn't expect, but it's the case. It's like how the CRM system is used in other applications and like, oh, interesting. I didn't know about this, how to get this fixed and sorted.
Yeah. Which also has an implication on the forecast and then on the engage piece. Yeah. So you also learn from a global level on this.
seth-marrs_17_03-24-2026_121311: yeah, the speed side of, it's really interesting, right? Because you almost, if you go slow, you can't go too slow, but you need to go slow enough to allow your teams to consume the work. And how do you handle that [00:10:00] friction with a team, I don't know your executive team, but many executive teams are like, why haven't you done this already? But the truth is. I've got, if for me to really do this, I've gotta pace it at the consumption level of these, this big group that you're trying to influence. Like how do you manage that?
squadcaster-1823_2_03-24-2026_171322: Well, I mean, first of all, you try to achieve certain milestones. Yeah. And, um, and then you go step by step. Um. My management, of course, they're always challenging and like expects faster and more, but they also acknowledged, I mean, considering where we were like, I don't know, a year ago and where we are right now.
I mean, it's already pre progress. Um, could it be faster? Could it be more? Yes, a hundred percent. Yeah. Um, but again, it's like all these three dimensions, it's like. Platform process people, let's say, come together and need to, let's say, um, support and drive the change. Yeah. And that's the, and in some areas you are faster.
Others actually, you fall back [00:11:00] and then you need to mitigate and find, um, ways to, to handle it, which makes it interesting. I mean, I really like what I'm doing. I'm really enjoying that. It's good fun. Yeah. You always need to find new solutions. Yeah. For
seth-marrs_17_03-24-2026_121311: for
squadcaster-1823_2_03-24-2026_171322: any topic you encounter. Um. Some, some of the topics in direct control, others maybe not.
So, um, you consume data as well. I mean, data is the core element. I mean, as we talked about this quite often, right?
seth-marrs_17_03-24-2026_121311: Yeah. We have.
squadcaster-1823_2_03-24-2026_171322: Um, it's not just about the, the, the tooling is as well, really the data, the data quality, the consistency. Yeah. Um, the understanding of it. Yeah. Um, all this has been surfaced and then. How to bring this smarter together and is this correct?
So you need to adjust in many different dimensions. Yeah.
seth-marrs_17_03-24-2026_121311: Yeah, in order to make it work because it, so it sounds like, I mean, you've got leaders who are pushing you, but they're also somewhat, they're accepting of that the push. Why can't you go faster? But I'm. I'm letting [00:12:00] Thorston go about this and know and be, and being patient patiently impatient
squadcaster-1823_2_03-24-2026_171322: A hundred percent. I mean, that's how I would call this, right? I mean, I'm, I think I'm very happy to, to have that kind of, let's say leadership and also the support. Otherwise, you cannot get actually the, the change actually initiated. But also, let's say I. Get all these fires under control. Yeah. And hopefully I'm still able to get all of them under control.
Um, so far so good. Yeah. But, um, a new week, a new, new issues come up, so that's always like what you need to think about and, um. To try to get solid. And with that comes more demand actually. Yeah. So you, you see actually achieving a, a milestone what we just had before and then, okay, can we do this and that and here and there.
Yeah. So it's like, um, as well, they're getting more excited about it and like, you see, okay, now let's drive the next step. Let's drive the next step. Yeah. Which is what again, then challenging to the organization, but it's a [00:13:00] journey. Yeah. That's how we call it.
seth-marrs_17_03-24-2026_121311: thing, like what you said there is so interesting and true, right? People think that when you do a project, it gets bigger than smaller as you go through. But if you get true engagement, it gets. Bigger because now that person who wasn't engaged, or I guess it doesn't get bigger, it requires you to shift your focus, right?
Like
squadcaster-1823_2_03-24-2026_171322: yeah. Right.
seth-marrs_17_03-24-2026_121311: Trying to get you to learn, now you've learned, now you want more from it. So it goes from, I'm not paying attention to you, I'm paying attention, and now since I'm paying attention, I want more from this. Can you do this? Can you do that? So it's like a shift it feels like.
squadcaster-1823_2_03-24-2026_171322: It feels like exactly like that. It's like, um, changing perspectives. It's like changing context elements. Yeah. I mean, once you have one step sorted, I mean, think about like what I had in the beginning, conversation intelligence, which is a hot topic as well. Yeah. So you get then unstructured data actually supporting actually an opportunity.
What you can read out of this. So, but that comes at a later stage actually in the picture, what you could do or not do. Yeah. And then you go from there to the next step and from [00:14:00] And so on. So it's like, it's a big, quite a big story. Yeah.
seth-marrs_17_03-24-2026_121311: Yeah, for sure. So let's talk a little bit about like now in the future when it, and now and in the future when it comes to forecasting. You talk to agents and, and I know you're doing some experimenting around what that looks like. Like what do you think the role of the seller will be? In forecasting or what is it?
Do you see it today? And how do you think that's going to change over time when you've got an agent that can go through and do all of this stuff for a, do a lot of this stuff for the seller, like how do you see that changing? I.
squadcaster-1823_2_03-24-2026_171322: I mean in, in a nutshell, in a simplified way. I mean, you could actually use an agent most likely to forecast at some point. Maybe not now, actually a hundred percent, but at some point a hundred percent actually what the order intake will be at the end. But in the end, I mean. If you have account managers doing the job, it's like always my commitment.
Yeah. It's me. Yeah. It's not a number actually created by an artificial Yeah. Someone. It's me. Right. Um, and, [00:15:00] and that's actually the difference. So it will be, I think like always, um.
A supporting element actually in there, right? It's like they surface actually, um, insights. They, they give you indication, okay, where most likely the number will end. But in the end it's me saying, okay, based on my conversation with you, for instance, today, I'm confident actually I can make this opportunity, I can close it, I can, um, book the record actually.
But, um. Still in the end, me actually, like how I'm driving this, how I'm engaging with you and how I'm following up. And that's for the time being still be the case. I don't see this, this agent will be, let's say, completely take over the the responsibility.
seth-marrs_17_03-24-2026_121311: So the agent may make it give you more resolution as a seller and require you to do less work to understand what you should and shouldn't forecast. But at the end of the day, the who commits to that number is going to be the seller. 'cause they're the ones at the end, at, at the end, that need to deliver that number.
squadcaster-1823_2_03-24-2026_171322: A hundred percent. [00:16:00] I mean, they need to deliver the number. They are the ones actually knowledgeable about what's happening at the customer side. What's happening. Um. With the decision makers, how this has been, let's say, enabled and set up. Yeah, it's like a, it's a digital colleague. It's a teammate. Yeah. Um, that's how I would call it.
Um, it further simplifies elements for sure. A hundred percent. Um, and, and, and hopefully gives you more, let's say, um, insights, more perspectives around this. But in the end, it's me. Yeah. Um, and for the time being, it will be still me. And so it's not about replacing the entire workforce, um, by an agent and then the magic will happen.
We are still human beings. Right. And, um, it's like this interaction is like, um, it key component, also technical expertise And so on.
Yeah, makes, makes total sense. talk about something [00:17:00] that is, I mean, it's a very complex problem that a lot of people deal with, which is forecasting. In a complex organization like yours that includes equipment, big dollar items and consumables, small dollar items, high velocity items. You obviously had to go through that when you were, when you're building.
seth-marrs_17_03-24-2026_121311: Like how do you think about that? Like how, 'cause that be What I see in most organizations is I just don't pay attention to the consumables side and it's a run rate problem that I, I'm responsible for, but I don't feel like I like, how are you, how do you think about that
squadcaster-1823_2_03-24-2026_171322: I mean, the two of us right? We chatted a lot about run rate Yeah. Forecasting. Yeah. And I mean, it's still an issue. It's still a topic to, to get sorted and, um, and, and under control, I mean. At some point, I think an a run rate business was even an opportunity. So depending on your contractual obligations, um, it was an opportunity and it was booked either then or now.
That's actually like [00:18:00] the first, let's say, dependency, what you have. Then you have like the topic of like, I mean, is it, um, a running contract Yeah. Of a certain period of time? Yeah. It's like. You can consume that, then try to dive into how are these orders placed? Yeah, I mean, we ask in the past, I mean the, um, the customers to place their orders digitally with us.
Yeah. So using, I mean, in the best case, an EDI connection, so ERP system talk, which is the other right
seth-marrs_17_03-24-2026_121311: Yep.
squadcaster-1823_2_03-24-2026_171322: there, how do you co collect this, right? Because you load a product catalog into an EFP system, and then somebody on the other end just hits a button and then places an order. It's all digital. So how do you create an opportunity?
How do you follow up with that? So I think you need to break this run rate bucket into your. Different chunks. Yeah. And like saying, okay, certain rules apply to this and that and here and there, so what am I talking about? So that's what I'm currently trying to explore as well. And then figure out what's really the remaining [00:19:00] run rate, what's really not based on any kind of, let's say a standard contract or like, um, coming from an online platform and, And so what is really out there, which cannot be.
Let's say a thought about in terms of like opportunity or based on any other contractual obligation. Yeah, that's, I think, uh, could be maybe a solution. Are we there yet? Well, let's see. Yeah, it's like further dive into that.
seth-marrs_17_03-24-2026_121311: It's complicated. Right? And what you're saying, if I understand it right, is let's isolate it to what the true opportunity is versus all of these other things that are happening that are just going to happen. Like as a seller, you don't really have any, it's just happening like, but there are a few in those deals that you really need to be engaged in and we need to, we need to understand what's going on.
squadcaster-1823_2_03-24-2026_171322: What we see though is like, um, especially this also around this run rate piece that the sellers really get, um, insights and they use this actually to predict numbers, but it's like you want to break up these numbers into [00:20:00] different elements and like getting more insights into that. And for that, it's actually like needed what I said before, right?
seth-marrs_17_03-24-2026_121311: Yeah, makes sense. one, what, what's one thing, like you've, you've been going through this project for well over a year, like what do you think's, you had to say one thing, if I were to go, okay, I'm trying to do a project similar to this, what's the one thing that you did that you think had the biggest impact on your forecasting and the way that you do forecasting?
squadcaster-1823_2_03-24-2026_171322: Well think about a concept, how to enable people and have like continuous enablement planned. Yeah, I mean, it's, it's a continuous exercise, like what we talked about in the beginning. Different communication channels, different, let's say levels to scale the, the, the insights into the process, into the tooling until, um.
Provide the community a good understanding or a good feeling of like how to, let's say, give them a chance to adopt. Yeah. To change their current setup and be part of [00:21:00] this, uh, new journey. That's what I would call it. I think that's the biggest level what you need to think about. It's like not just enabling a tool.
It's not just explaining one time a process. I mean, think about it. Um. Athletes actually when they go to, uh, Olympia, right? I mean, they permanently trained, they permanently exercise to, let's say, deliver in one spot in one moment in time. In the corporate world, I mean, we sometimes think, well, we just explain something once or twice, and then we are good and everybody knows how to, let's say, perform at Olympia.
But it's like you need to have like permanently iterate things and explain this and slowly but steady you change the course.
seth-marrs_17_03-24-2026_121311: yeah, like to, like to trans. Just to confirm on that, like it sounds like you built an ecosystem around the people that you needed to change. Then that ecosystem you use to help guide them and then evolve with them as they changed into these new, like, phases of learning, right? From, I don't wanna do this to, I guess I have to do this to, I'm [00:22:00] doing this, to, here's how I can make it better type of learning and just going along with them allows you to, to keep the process improving, executing and, and, and getting more ingrained in your business.
squadcaster-1823_2_03-24-2026_171322: Well, a hundred percent. I mean, it's like, I mean, once they understood the basics, then actually you can do, ah, but you can do this and this helps you here actually on the pipeline, um, management for instance. So that helps a lot actually to, um, be always one step ahead actually of the organization, provide more guidance and like more inputs and more, um.
I would call it, yeah. Of like what? What's next? What focus on next. And by this actually, you get the whole setup smarter and better, hopefully. Yeah.
seth-marrs_17_03-24-2026_121311: Cool. Okay, so let's, let's ask, let me, I wanna ask a couple questions just about you in general. So, if I went to the days when you were a kid, did you, did you think that you'd be, uh, an executive at Siemens like this, that you'd be running this big forecasting initiative? Like
squadcaster-1823_2_03-24-2026_171322: No, not at [00:23:00] all. Not at all. I mean, it, it just happened by kind of surprised and I'm happy actually to have the chance actually to, um, to push that through. Um, I've been for, let's say almost 15 years now in this digital sales environment. Um, helping countries like in China to, let's say reset their digital sales activities.
But, um, getting into this space where I am currently, um. That's actually like, um, wasn't foreseeable. And I think some things like that are not foreseeable as, as such, right. I mean, a lift in the Middle East as well, but I mean, things just happened. Yeah. And then you needed to grab the, the opportunity. I.
seth-marrs_17_03-24-2026_121311: Yeah. You find your way to what you want, even if you don't know it way back when. It just kind of happens over time. But I mean, growing up, did You know Siemens? Because Siemens is like one of the big names in
Germany.
squadcaster-1823_2_03-24-2026_171322: Yeah, of course, of course. I mean, it's like well known each and everywhere and, um, so. But I never envisioned that. I mean, I'm now with the company for [00:24:00] quite some decades already, let's put it that way. Um, which is good fun. Um, and, um, I always really appreciated working for the company. Um, of course, it's just a large organization.
There is always, um, something ongoing reorganizations in their politics. But, um. Also that actually you need to find your ways through maneuver, through this. Um, and the same thing applies for forecasting, I think what you need to be like in this environment. Always positive thinking and like, um, looking forward and try to think about new ways of making things happen.
And that's actually, I think the, the interesting piece about this. Um, I worked for smaller companies as well. Um. Same problems, different magnitude, but in the end, the same problems. Yeah. Um, so
seth-marrs_17_03-24-2026_121311: Yeah, I mean, is it fair to say like working for a company of that size, it's a much more of a people business than it would be in a small 'cause If you're in a small organization, it may be you [00:25:00] and one other person. You just go do stuff there. I mean, a lot of what you talked about so far is just around how do I talk to help people and get them
squadcaster-1823_2_03-24-2026_171322: Hundred percent.
seth-marrs_17_03-24-2026_121311: You need to.
squadcaster-1823_2_03-24-2026_171322: A hundred percent great. I mean, you have much more stakeholders. You have experts for each and every topic which you need to align with. Um, that could be time consuming. That could be I. Time consuming. Um, yeah. And you need to, let's say push, you need to follow up, You know? Yeah. Need to be persistent, um, to get your, your, your topic, um, your baby from crawling to running, actually.
seth-marrs_17_03-24-2026_121311: Yep.
squadcaster-1823_2_03-24-2026_171322: and as you said, I think in a smaller organization, um. It's a much, much easier effort, um, to get this set up. You have similar topics to as a challenge. A hundred percent, but much easier. As you said, you have two people make a decision, move forward. That's good fun too.
seth-marrs_17_03-24-2026_121311: Yep.
squadcaster-1823_2_03-24-2026_171322: Yeah, different fun. It's good fun too.
But, um, [00:26:00] I really like this corporate environment. Yeah.
seth-marrs_17_03-24-2026_121311: One piece of advice that you would give, what's one piece of advice you'd give yourself as you were graduating university that, that you maybe didn't know back then? That if you, if you were to go back and tell yourself, what would you say?
squadcaster-1823_2_03-24-2026_171322: It's, uh, I think multiple. It's like manage expectations. So you really need to see like, um. Set the, the right context. Yeah. And say Okay, I mean the environment you actually are in and how you deal with it. Yeah. Then it's about who your battlefields. It's like there's certain things where you think, whoa, this is like a core element of like what need to be covered or Yeah.
And need to be safeguarded and others. I mean, you easily can give away and, and, and move forward. Of course communicate. I mean, it's like you cannot, that's as well the lessons learned. Um, you cannot over communicate actually. So you need to talk, talk, talk. Like I said before, it's about people even more so in a large organization, you need to talk about things.
[00:27:00] Yeah.
But As well, you need to, let's say, um, try things. New things out actually, like explore things, right? And this goes back then into impact. So you need to show impact that you can surface something, that you can change something, that you can drive something. And with that comes actually perceived value.
And this all actually, like, comes together in a, in an interesting mix. And, um, should help you to get recognized to be, let's say, um, put in the right position to, um, start driving context.
seth-marrs_17_03-24-2026_121311: I mean that really sticks like perceived value and your ability to maneuver to perceived value, like your value has to be there. And, and, uh, that's super prescient. Um. been great having you on where, where can people find you if they wanted to? To reach out and connect?
squadcaster-1823_2_03-24-2026_171322: Well, you can find me on LinkedIn, of course. Um, I think that's the easiest, uh, way to, to get connected. Um. [00:28:00] Yeah, that's basically, yeah. Thanks a lot Seth, for having me. It was great. Um, great conversation, great chat.
seth-marrs_17_03-24-2026_121311: Yeah, really enjoyed it. Thank you
very much.
squadcaster-1823_2_03-24-2026_171322: Pleasure. Bye.
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.