Podcast: How to Successfully Navigate Market Changes

Transcript:

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Lucas Price: Welcome.This is Lucas Price, and I'm here to learn with you about building elite salesteams. Imagine you've built a successful business, but now you're starting tosaturate the market. The only way to continue to grow is to find new types ofcustomers, but you have a sales and go to market organization that'scomfortable selling to the existing customer base.

How do you change the company's orientation to larger customersAnd expand your potential market. That's one of the topics we're going to betalking about today with an accomplished leader, Tyler Kelly from basistechnologies. Tyler's a seasoned leader with over two decades of experience inthe digital media industry.

As the president of basis technologies, he spearheads the salesservices and customer experience organization. Collectively shepherding nearly2 billion in annual digital advertising investment. For prominent brands andagencies throughout his 18 year tenure, he has played a multifaceted role inthe organization by fostering a culture of collaboration, empowerment, andexcellence beyond his [00:01:00] professionalaccomplishments.

Tyler is also an avid water skier and passionate traveler. Hecurrently resides in Dallas, Texas with his family. Tyler. Welcome.

[00:01:09] Tyler Kelly: Thank you so much. That was anamazing intro. So I appreciate you.

[00:01:12] Lucas Price: Yeah. Appreciate you joining ustoday. Can you tell us a little bit about what drew you to sales as aprofession?

[00:01:18] Tyler Kelly: Yeah, I think I always my fatherwas in sales, so I got to learn from him and see his lifestyle. And I thinkwhen I was in high school, I was competitive. I played sports. And when Irealized I wasn't good enough to be in the NFL or the MLB I thought hislifestyle was really strong.

So I went to school, I studied for advertising and made surethat I could basically follow in his footsteps. To take this next step.

[00:01:42] Lucas Price: You started off in sales doingseveral years of kind of feet on the street sales before you transitioned intosales management. What was that transition like for you?

[00:01:50] Tyler Kelly: It was the hardest part. I thinkof moving from sales to sales management is letting go and teaching others todo what you [00:02:00] can do and then scale,because if you don't let your sales team scale, then it's a problem, . You justone person in the cog. So therefore I think the biggest transition was lettinggo of things that I held so closely as I moved into the management. And then ofcourse there's people, and I always joke that every problem comes on two feet.With that, just the headaches of managing people, pushing them, making surethat they're doing the same thing and not judging them on how you act, but howthey can operate because we're all different people.

[00:02:31] Lucas Price: lot of times what I find is thatthe things that people are good at as sales leaders and sometimes come fromwhat they struggled at when they were salespeople, like the, the struggle madethem stronger and understand how to lead that area. Is that something thatyou've experienced at all or something you can relate to?

[00:02:48] Tyler Kelly: For sure. I remember I used tohate Salesforce. Like it was like, when I was in sales, I was like, I'm goingto be the best salesperson, I'm going to break every record. And not doSalesforce. And now that I'm in management and have been for a long [00:03:00] time, I'm like, you got to put Salesforcein because management you're blind, .

And you just have to know when you're talking to investors andyou're talking to your board or whatever it is. And so it's just so important.And I think salespeople sometimes thinks it's big brother, but it's reallyabout just educating the entire organization. And I didn't see that when I wasa seller, I felt like it was big brother versus. Actually trying to help theorganization be better.

[00:03:22] Lucas Price: So now you believe in the powerof Salesforce to bring strategic and tactical clarity to the business. And andyou're able to convey that to the team and you have a team who believes in itnow

[00:03:33] Tyler Kelly: I do. And we've built scorecardsaround it. That's how I really run the sales team and see who's beingeffective. Who's not. It's just our source of truth. And so that was somethingI definitely did not see as a salesperson that now in management I've 100percent see.

[00:03:47] Lucas Price: yeah, you mentioned when you wereyounger, you were competitive and you were an athlete. A lot of times I findthat the drive. That someone has to make them successful in sales a [00:04:00] lot. Sometimes that overlaps with being anathlete, but not always, but usually it comes from something in their lives.

There was something that kind of gave them that drive. Is that,is there anything that you'd point to Hey, this was a defining moment for mewhere I realized this is, I can do what it takes. I'm going to push through thechallenges and become successful in sales.

[00:04:16] Tyler Kelly: I don't know if there wasactually one moment. I think I was not the best athlete, but I always had towork harder and try harder and. My father was never the easiest person. So Ithink he always was expecting more, but it actually drove me and helped methrive. And so I, to this day, he's my biggest fan, but I'm also his, Idefinitely look at him as, my mentor and helping me to guide me and get me onthis journey. And, we are going to lose, we're going to lose a lot, in sports,if you lose 50 percent of your games, you're terrible in sales. You only win 10percent of the time, probably. So you just have to get used to that rejection.And I think through sports and through mentorship, you just learn to overcomeit and be okay with the losses. And if you can do that and really strive forthe wins, it makes you a really good [00:05:00]salesperson.

[00:05:00] Lucas Price: So you've had obviously anamazing run at basis technologies. I, starting there, basically at thebeginning, bringing it to where it is today. And I'm sure during that period oftime, you've gone through changes where it's been like, all right, what got ushere is not going to get us there.

And you have to start convincing the sales organization, makingchanges across the go to market organization. In order to change theorientation. Can you tell us a little bit about, some of those challenges andhow you found your way through those challenges?

[00:05:30] Tyler Kelly: Yeah, there's, to your point,there's been so many almost misses and times to pivot. And I've been with basisfor 19 years. And so in that the amount of times you have to pivot to stayrelevant is massive. And advertising has changed completely through that time.So the idea of change is always constant. Now, how do you convince your salesteam? A lot of it is, I would try to lead by example. I would say we need to goafter this client. So I'm going to go try to spearhead and show the team thatwe can go do [00:06:00] this. From there theystart to believe. And I always feel like salespeople follow leaders more thanmanagers. And so if you can get out there, show them how to do it, prove thatit's done. They will believe, and then they will go tenfold. If you just tellthem to do it without actually doing the work, I think it falls flat. And so Ithink every time we've had to make those pivots. I've just always tried to bethe lead and try to be that tip of the spear into those new ventures.

[00:06:27] Lucas Price: When you think about like thepersonnel side or the strategy side what are some of the like really harddecisions to make where it was like, okay, this is a, we're going this way nowthat we have to pivot and go a new direction, here are the factors that we haveto weigh in order to decide.

And it ended up leading you to some, something that was, feltrisky or felt dangerous.

[00:06:47] Tyler Kelly: Yeah. And it's actually relevantright now. I think it's real time in the last two years because we are so largein terms of revenue, it's hard to grow at a 20, 30%, Great. If you're justwinning small clients and when basis [00:07:00]started, our whole thought process was to put people in regional offices likeArkansas and Oklahoma and having people all over the place to get thoserelationships. And that was great, but they're pretty small markets. Now we'vechanged our ICP to say. The only people we want you going after have over 20million in digital media spending. And with that, a lot of people are scared.They might not have the confidence. And so I think leading through that isdifficult. I also think people self select out. And so I think when you set thestandards of where you want to go, And you set the commission structure towhere it needs to be. People either get on board or they won't. And as a salesleader, I think you have to have thick skin because of the losses, but alsobecause you're going to lose people and not everybody has the skill set to movefrom an SMB into an enterprise salesperson. And that's okay, they don't haveto, there's a lot of money in SMB, [00:08:00]but we're moving in a different direction now, and we need to make sure thatthe people that are here have the confidence to go talk to C level executivesat very large companies. And that's hard to do.

[00:08:10] Lucas Price: We're we're challenging to getright. And probably did some great things and also learn some lessons along theway. The two things that come to mind is like getting the customercommunications, right? Letting your customers know what's going on. There'sprobably challenges there. And then communicating to your sales organizationand previewing for them, what's going to happen.

I imagine you want tohave some communication before, Oh, here's your new comp plan. One of the twodirections in terms of, how you manage to go engine, communicate it.

[00:08:39] Tyler Kelly: We had some success, obviouslymoving into enterprise. And so we could at least point to that and show, here'sthe exponential growth that we can get.

And so as a salesperson, you only have so much time in the day.And so where are you going to fish? And, we joke a lot. If you have a bucketand, You scoop a ton of minnows.

You have, thousands minnows. If you get a tuna, you have a tuna[00:09:00] in there and a whale. You havebucketfuls. And reality is if you're going to fish, let's go for the whales.Let's fish where the big fish are. And I think that's been a big shift andshowing people that, hey, our products are services.

Everything that we can do is going to help these largecustomers. And we know it. So why waste your time on these small ones? Becausethen you can point to that commission structure and say, if you land one ofthese, this is your wealth moving forward. And that's a big driving factor fora lot of salespeople. And those are the salespeople I want that, are here totry to earn and do big things.

[00:09:34] Lucas Price: So as you were approaching thischange, had the base, had the business changed enough in that there was mostsuccessful, that it was like a very smooth transition or were there things thatyou needed to like, make sure that you. Got right in terms of communicating itwith your sales organization. And like you said, you mentioned that people canself select out.

You definitely are not in a situation where you want everyoneto self select out, . You want some people to realize that this is a bigger andbetter opportunity for them. [00:10:00] How doyou make sure that, they're buying into that? You gave us one great example,actually You set the example, they follow your lead.

What are other things that you need to watch out for in termsof communicating that to them and getting, the vast majority of the team onboard with you?

[00:10:13] Tyler Kelly: Yeah, I think one, that firstpart you said, but number two is we put together an entire thing. Why now? Whyare we doing this now versus keep waiting or get ahead of it. And to be honest,our technology is, it's always catching up,. It's always changing andevaluating and moving forward. And so with that, at what point. Do you say nowis the time? And so I think with our team, we said, here's the, why now? Andit's because of these tech features. It's because of these things that we cando for these customers. And then here's the proven success. And here's actuallydocumentation, how we roll it out. We actually built an entire consultingdepartment now that actually can go in and really evaluate. And so them seeingthat they have this support. And this is the why now was a [00:11:00] huge pivot for us into this next ventureof going after enterprise clients.

[00:11:04] Lucas Price: I went through a transition atone point. I wouldn't say it's similar, but there are some similarities in thiscase. We had a large sales organization. That was a lot of them were, most ofthe deals were self sourced. But there was no self serve component for thecustomers. And so every deal went through a salesperson somewhere, and then wewere turning on self serve and we realized okay, some of these deals are goingto stop going to salespeople.

That's going to dry up some of the leads, but we're also goingto be able to like. Look at what's happening with these customers who selfserve and like figure out which of those could be upsold. And so there might bebetter opportunities. The sales, the salespeople will be able to betterunderstand what they should focus on and what not.

And, part of the message that I tried to communicate to thesales team. It's like when you're in a technology company, the world's going tochange. That's just a given that there's going to be changes. And, as anindividual, each of us get to decide whether we're [00:12:00]going to be a victim of the change or whether we're going to lead out front andbe, part of what makes great things happen for the company.

And that's, that was a message that I tried to give over andover again before, when I, when he could see that the change was coming, but itwasn't here yet. So that, hopefully it really sinks in. People areunderstanding by the time the change happens, that, they have a choice in termsof which direction they're going to go and how they're going to feel about thischange.

[00:12:22] Tyler Kelly: You nailed something that we talkabout a lot, which is we do a lot of conscious leadership. And if you're belowthe line and conscious leadership, you're a victim villain or even a hero. Butthose are the three areas you sit in when you're below the line and to yourpoint, like, how do you be that change agent?

How do you go, push that forward? And I think. It up verygreat, which is the changes constant. We're always going to be doing it. Don'tbe a victim, and how do we go push through and get this thing done to help thecompany and to help yourself grow and be better.

[00:12:53] Lucas Price: apart from sales, you've madethis decision, you're communicating it to sales, you're helping the salesorganization transform in part [00:13:00] by,by setting the example and the other things we talked about prior to that, Iimagine there are probably some constituencies within the company who didn'twant the, who were against making this decision and against this change and.

And there were, you said that you'd felt eliminated some of therisk by going and working with these big customers, but besides having, gottensome of the bigger customers, what were some of the challenges in terms ofdeciding to make this decision?

[00:13:27] Tyler Kelly: I don't try to do things in avacuum. We always bring the team in. And so our leadership team came togetheractually end of last year, and we just discussed what's happening, what's goingon with the business. Obviously a lot of people do quarterly strategy meetings,things like that, but this was a special offsite that we flew out and we'relike, how is everybody feeling? And everyone's it feels like groundhog debt,meaning that we keep doing the same things and we're not getting any further ingetting those growth rates that we want. So then it's then we have to dosomething drastic. How do we actually. Make this big shift. And so we did makethe big shift to say, [00:14:00] you can onlycall on this, these customers as we move forward. And that's scary, but at thesame time, we're already seeing the results with our pipeline being the largestthat ever has, people are spending the time with the right customers and we'regetting indoors that we've never gotten into before, but the burning of theboats was definitely the hard part, which is to say, we're going to get rid ofsmall customers because they're killing our services team. And we're going tomove upstream and you have to have the confidence to do that. And, but I didn'tdo it by myself, . I had my CMO. I had my head of operations, everybody alignedto say, this is the direction we're going to go. Are we all in? Because ifwe're not all in, this won't work. And at the leadership level, if you're notaligned, there will be dissension, but we were all aligned.

We all agreed in that meeting that this is the direction we'regoing to go. And then we, complete change our sales process where we're going,our ICP and so far knock on wood it's it's been successful.

[00:14:58] Lucas Price: One of the phrases I hear, and I [00:15:00] think maybe it comes from the early daysof Amazon leadership was that, sometimes you have to disagree and commit, wherethere's, there might be people in the room who are like, all right, I don't, Ithink we should go that way.

But I understand we're going this way and I'm going to committo it. Is that I've always found that challenging and I'm always like reallywanting to try to get people on board rather than disagree and commit.

[00:15:20] Tyler Kelly: I think you always want that, butI think. If you have a good communication leadership team and people arecommunicating, they're talking, they're understanding, we always talk aboutshoulder to shoulder, that there's no light between us and whether whatever thedecision is, that's the direction we're going to go.

Cause if we're not all doing that, then it will fall apart.And. I truly believe that and the team has really stepped up and moved thisdirection and the belief is palpable. Now, like when I go out and I was justin, I was actually in Mexico this week with our international team and they'reeven feeling it like, in Latin America Hey, we can go win big people.

We can go do this. And a year ago, it was not the same. And sojust by [00:16:00] changing that mentality andthat mental shift has helped us tremendously and the confidence. And I cannot,express enough how much confidence. In your product, confidence in yourself andconfidence in that you can actually help the customer grow and be better is keyto success of any company.

[00:16:18] Lucas Price: As you've gone through thisexperience. Are there any any things that you've noticed? Oh, this is a mistakewe easily could have made. Or if, if someone, if one of our listeners is outthere thinking about Hey, I need to make a similar type of change in myorganization.

What would be like a common mistake that they should watch outfor

[00:16:34] Tyler Kelly: probably a lot, but I think thebiggest one that I see is that you say you want to do something because we'vetalked about going bigger for years

yet. We never put any parameters in place and we didn't holdpeople that accountable.

And I E Hey, we want to go bigger, but they're still out thereselling to small customers and we don't say, stop, we don't change anything.And they keep just repeating the same patterns because that's what they know.

This time, you think the biggest difference [00:17:00] this time is that here's all you'reallowed to call on. If we see you calling others, like we're going to haveconversations and we're going to have to change it. And so I think theaccountability is the biggest piece.

You can say whatever you want, but if you're not holding peopleaccountable, and we've, I've definitely done that many times where I saysomething, don't hold people accountable. The numbers are okay. Okay. We keepmoving on to the next year, which was the groundhog day that we had created.

[00:17:25] Lucas Price: You're bringing up painfulmemories for me, actually, with that answer. As I think about it, an experienceI went through where we spent a lot of time, talking about, all right, this isthe new strategic direction. And then let other priorities come in and, takeits place and just really said, called it done, even though we weren't donewith it, and just moved on from it after we'd spend all this time on it, causewe didn't have those things in place to continue to enforce it and make surethat it saved the strategic direction.

So that's some great advice. So one of the other things Iwanted to ask you about is when we before this recording, we talked about how.You have [00:18:00] a direct sales team and anagency sales team, and some of the things and some of the differences betweenthem, when you think about building a playbook or building a the go to marketmotions between those two teams, how are they different and how are theysimilar?

[00:18:14] Tyler Kelly: They're very different for us inthe advertising world, because in advertising agency with our technology, we'rereally selling, how do we create a better business? How do we create moreefficiency and how do we get you more profit? When we talk to a brand or directclient, they just want to sell more of what they're trying to sell.

So it's a lot more of a media conversation. And so the skillsets are very different. And so as we broke out the teams, we wanted to makesure the agency team has a lot more business, how to run a business, how to runan agency, how are we helping you save money, not just media performance, butactually how do we actually create efficiencies. Where my brand direct teamneeds to be very smart and very good at media overall and creating betterperformance for our end client and having those confidences to [00:19:00] go talk to those people. So on the brandside, it's about media and on the agency side, it's about running a betterbusiness. They both kind of overlap, though, to your point, .

A lot of brands will also try to bring media in house, andtherefore there are cost efficiencies that both teams need to know. And then,because a lot of agencies or a lot of brands are using agencies, We also usethe brand team to help push into agencies, our product to say, this is going tobe the best for your brand.

You should have your agency use it. So there's a lot ofcollaboration every time. We don't have very many off sites that don't includeeverybody.

It's usually together because the message is very similar atthe end of the day. And what we're trying to do is similar at the day, but theyare very different go to market strategies.

[00:19:44] Lucas Price: Both sides need to have highbusiness acumen, but the business acumen is on different topics. For one, it'srunning a, running an agency. And for the other, it's like all of theintricacies of media buying and media and media performance.

When you're thinkingabout [00:20:00] hiring someone on one side orthe other. Are you looking for slightly different things in that seller? Areyou looking for different traits?

[00:20:06] Tyler Kelly: Yeah, for sure. Our brandsellers, I look for people who actually have planned and bought media becauseteaching somebody media is a lot harder than teaching somebody how to sell. Andit's just, there's so many nuances. Media is very fragmented for you,especially when you're talking about search, social display, media, all thosepieces.

So on the brand side, I definitely look for people who have adeep knowledge of media and have practiced and been in that space. Yeah. On theagency side, I definitely look more for who can get into the C suite, who hasthe confidence, and who can actually talk about P& Ls. Who can talk abouthow they're operating their business with authority. And so they are verydifferent people. And we, people have made the shifts between, so I'm notsaying you can't, but for the most part, our most successful sellers on thebrand side have media experience. And then I think on the agency side, it's theconfidence and the belief in our product.

[00:20:57] Lucas Price: So on the brand side the [00:21:00] places that they're working are notnecessarily the C suite then.

[00:21:02] Tyler Kelly: Correct. Yeah. A lot of timesyou're working with the VP of marketing or Possibly the CMO, which is the Csuite, but usually that's where we tend to get the most success, but it'susually that VP of advertising. And so on that side, on the brand side, it'svery successful there. What we've learned on the agency side is that if we'renot talking to the C suite, it's very hard to get change. Because our productactually suggests that you can do more with less and a lot of people at the VPlevel or media or whatever are trying to build bigger teams a lot of times. Sohaving a product that actually helps. Scale down sometimes is threatening totheir career. And so we really like to get to the C suite to be like, this isreally about, your profitability and how do we get you more profitable?

And how do we get you more efficient? And that's not a blanketstatement. There are definitely a lot of VPs and other people that definitelycare about shrinking their team and doing the right thing for the company, butwe just have [00:22:00] had more success whenwe get to the CEO, CFO of the A to C side.

[00:22:04] Lucas Price: And have you had to put a realclear kind of rules of engagement in place to avoid channel conflict? Or isthat not really an issue in terms of the target markets?

[00:22:12] Tyler Kelly: No, there are a lot of rules inplace and we definitely have channel conflict and where there is the good newsis I think our team's collaborated very well. And so I'm always a big proponentof just. Say, bring it up early because if you wait until you've already closedit or it's close to selling, then, it's world war three and we've got to dealwith a bunch of differing opinions on who owns it, who gets what. The good newsis an agency and a brand are very clear. The problem that we run into is a lotof times a brand seller will sell in, but then the agency runs the business.And then how do we deal with it? And then in those cases, a lot of times wewill do a split. I am a big fan of splits as long as I know both parties areworking hard at it. So I'm okay with that, but the, yeah, the line ofdemarcation is pretty obvious and then we still run into [00:23:00] issues when there is that crosscollaboration, but we can just deal with it. We have conversations and then weeither split it or we don't. And we have that all documented of when we split,how do we split IE if the agency is doing 75 percent of the work and the brand,but we sold it through the brand. We'll do like a 75, 25 split. If it's trulyboth parties working together, it's a 50, 50 split. And so we document thatout. So the, it's all out there for the team to see. So there's nothing whenthey act shocked, you're like this was already paper. This is what it is. Let'sjust now work through it.

[00:23:34] Lucas Price: Yeah, that, that makes sense. Sogetting the communication clear up front prevents a lot of pain down the road.So we talked a little bit about the traits, the different traits between andthe backgrounds. Between a channel and brand seller. What about the actual goto market motion and the stages that you track in Salesforce and stuff likethat is, are there, are they pretty similar in terms of, are you using the sameprimitives in terms of the sales process?

These are the meetings we're going to have, [00:24:00] or is there a lot of divergence there aswell?

[00:24:01] Tyler Kelly: There's a small divergence justin terms of the actual stages and we have both, we have two different stagesetups in Salesforce for each team. But they're very similar overall. This, thestages are different, but we use medic for everything. And, hopefully a lot oflisteners are conscious of what medic is, but it's, the sales qualificationtool that we use and we use that across all teams. But the stages are differentwithin our Salesforce. And how do we measure it? How do we measure activity?

[00:24:28] Lucas Price: Some people have told me that,and I know this is different at different companies, but curious about yourreaction to this. Some people in the channel sales world have told me that, indirect sales, a lot of it is about disqualifying opportunities.

This isn't a good opportunity for us for various reasons. Andso I'm going to spend my time on the great opportunities and in channel, you'realways trying to keep the door open and you're okay. If it doesn't close thisyear, it'll close next year. Do you see it that way in terms of channel or doyou still want to get your team focused on, on, their active work being on the [00:25:00] most active opportunities within thechannel?

[00:25:01] Tyler Kelly: My belief is you need to do both.You need to keep those relationships. Thriving and alive, whether they are abright seller or right prospect right now or in the future. But you need tokeep those. A lot of our deals close three years after we make those firstinitial touch points. And that's on the brand and agency side. So the channelversus direct, it's on both sides, keeping those relationships. Knowing that wecare and that we're always going to be there is big for us. And I think formost companies, and so I don't look at, Hey, do we just disqualify and kickthem out? Because you never know when they're going to land in a different jobor where they're going to go.

And so keep those relationships strong because I do believemore and more even today that sales is relationship based. So much of the, eventhe C suites that I talk to are like, I want to work with people I like, andthat still happens today. And now in a day and age where we all get bombardedwith emails and we have the BDRs and [00:26:00]SDR programs across all these companies, everyone's in flooded with Sales reachout. And so I think if you can break through that noise, because you have arelationship, it's going to make you stronger and stronger. And so that's whatI tell my team is just don't give up on any of the relationships. You don'tknow where they're going to end up or be and keep those and foster themthroughout your career. A lot of my success today is people I met 20 years ago,and that would be, still stay friends and I can call them up and ask for helpor advice or even their business and. That's the other piece. You need to askfor the business, even though they're your friends, you can still ask for thebusiness. And I'm amazed at how many people don't want to do that. I'm like youfriends with them just say, how do we work together?

What's the barrier. And a lot of people, I think, try to keepfriends in business separate. I'm a big believer in if you're friends, you canhave any conversation.

[00:26:47] Lucas Price: Yeah. As we think about some ofthe key pillars that we talked about today, we talked about going through bigchanges like changing your ICP. We talked about the differences between thechannel side and the direct side. What are some [00:27:00]of the takeaways that you'd give our customers to wrap up the conversation?

Big picture, what are some of the most important things that wetalked about today?

[00:27:07] Tyler Kelly: I would say really understandingwho your customer is and getting that tight, knowing that can always evolve,but understanding who it is and giving your team, A direct assignment againstthem is massive. I would say that is probably the biggest thing that I'velearned over the years is really getting your team focused and driven towardsone outcome. And instead of trying to spray and pray, which we've done foryears getting really focused will really help your team. As you move forwardinto your sales management and career. I think that's probably the biggest. Andthe other piece is just, as we're going through this over communicate. I thinkpeople will always come up with the most negative thing. If you're notcommunicating. They never think, Oh, Tyler's doing the right thing for us. No,it's the exact opposite. Unless I'm over communicating. So communication is keythrough any transition change will always happen. Like you said, with everytechnology company [00:28:00] changes constant.And so therefore you have to be. Over communicating, get the team on board andgive them the confidence to go to the next step as you move through it.

[00:28:10] Lucas Price: Yeah, I love those. I would alsoadd based on what I heard from you today love when you talked about setting theexample, leading by example, and, showing people what's possible. And then whenyou say you want to do something, you can talk and talk about it, but that'snot going to do anything.

And still, until you start to put the pieces in place, theaccountability to enforce the strategic direction. So those are a couple of my.Great takeaways from the conversation today. Tyler, where can where can ourlisteners find you online?

[00:28:39] Tyler Kelly: Online we have basis. com ifyou're interested or if you're at advertising, we'd love for you to check outour site and then also my LinkedIn is, just Tyler Kelly at basis. And so I'measy to find, please reach out if you have any questions or concerns love tohear from you and, hopefully we can keep in touch.

[00:28:56] Lucas Price: If you enjoyed this episode ofbuilding elite sales teams, please leave us [00:29:00]a review in your podcast app. You can find more of our content online at, onour blog at yardstick. team. And if you have any feedback from us, you canconnect with me on LinkedIn. Thank you for joining.

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